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237: How To Build Loyalty And Create Lifetime Customers · Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders

• 0:47
  Hello, listeners.
• 0:48
  Welcome back to the Customer Service Revolution podcast, where we help leaders build companies that customers and employees cannot live without.
• 0:56
  Today, we're talking about customer loyalty, not the kind driven by discounts or reward programs, but real loyalty, the kind that keeps customers even when a competitor is
• 1:08
  cheaper, faster, or more convenient.
• 1:11
  One of the biggest myths we see is that loyalty comes from big, expensive gestures.
• 1:16
  But in the relationship economy, John talks about loyalty being built in the everyday.
• 1:22
  It's built in the details, the small moments where customers feel taken care of, respected and known.
• 1:29
  John, you've taught for years that small improvements in the customer experience don't just add up, they compound.
• 1:37
  They create customers for life.
• 1:40
  So today we're breaking down how small intentional experience details when designed correctly,
• 1:45
  create massive loyalty.
• 1:48
  And I want to start with a true story that perfectly illustrates this.
• 1:52
  John, talk about the Ritz-Carlton stroller story or another story of your choosing.
• 1:59
  Yeah.
• 2:00
  The Ritz Carlton is known for this, and I think they might have been inspired by Disney.
• 2:04
  When Disney, your child loses a stuffed animal, happens all the time, whether they find it and get it back for you or if it's a stuffed animal, they sell it the parks.
• 2:16
  You'll get it back somehow, and it'll have a story and pictures of all the places the
• 2:23
  stroll at the the stuffed animal visited there might be a picture with Mickey and Minnie and the the the stuffed animal on the Space Mountain ride and So they turn it into you
• 2:35
  know something that's you know interesting in a story so I believe the the Ritz Carlton story is a family lost their stroller Which obviously is major
• 2:47
  in inconvenience and the Ritz Carlson, you know this, me, bought them a new one.
• 2:52
  Yeah, replaced the stroller that they lost because they knew that their.
• 2:56
  You couldn't, Yeah.
• 2:59
  So, so the Ritz-Carlton, replaced the stroller, maybe no charge.
• 3:04
  And then, when the family got back home, they had also received the old stroller that they found repaired, cleaned up.
• 3:12
  And now they have two strollers.
• 3:14
  so it's just, it's just a huge win.
• 3:17
  I always say, when we're, you know, working on above and beyond, you know, that.
• 3:20
  that workshop, it's not finding the woman in the parking lot that is about to give birth and her water broke.
• 3:29
  It's not about that.
• 3:32
  Above and beyond is little things that sometimes, many times doesn't cost anything, but it's remembering that you just got back from a trip or, you know, it's remembering they're
• 3:45
  F.O.R.D.
• 3:45
  and that, you know, they can't believe that, you know, I remember that
• 3:50
  You know, they have two kids or have you, you know, raced in any auto shows or, what their recreation is for family occupation, recreation and dreams.
• 4:00
  Have they run any triathletes?
• 4:04
  You know, since the last time we talked, you know, it's that it's, you know, a conversation gift.
• 4:11
  I think there's a gift in every conversation if you're paying attention and.
• 4:15
  besides the follow-up of what we talked about from a business strategy, I think there could easily be a follow-up to, know, Denise, you mentioned that you're going to Chicago
• 4:28
  next week, and I know you like Italian food, here's the best Italian restaurants in the area you're going, or I know you like biking, or I know you like, you know, hot yoga,
• 4:40
  whatever.
• 4:41
  And it's, you know, it's just sending those little links that people don't even remember having those conversations.
• 4:47
  And what I find powerful about the story with the stroller, the story about the stuffed animal is that it's not about policy.
• 4:55
  It's not about the approval chain and everything you have to go through to be able to do it.
• 5:00
  It's about those people being empowered to protect the customer experience.
• 5:05
  And I know that's exactly what you teach the consultants when they go out and they teach other companies.
• 5:13
  Loyalty isn't accidental.
• 5:15
  It's designed through a few
• 5:17
  core principles that show up consistently in world-class organizations.
• 5:21
  So let's walk through some of these.
• 5:23
  Service aptitude is a big one.
• 5:25
  I know that starts everything.
• 5:27
  You often say service aptitude is the foundation of everything.
• 5:30
  Why does it matter so much for loyalty?
• 5:33
  Well, I mean, you have to have a high enough service aptitude to understand what's in it for the business.
• 5:42
  A lot of times, you know, employees want to protect the business.
• 5:46
  You said protect the customer experience, which I love.
• 5:50
  you know, but a lot of times, you know, we don't want people taking advantage of, you know, the company.
• 5:58
  And a lot of times, well, that's great.
• 6:01
  We have to brain.
• 6:02
  un-brainwash them into not being so worried about policy, policy.
• 6:06
  And that's why we can't have too much policy.
• 6:09
  Otherwise, that's all they're going to do.
• 6:11
  But yeah, their service app needs to understand that, you know, have charitable assumption.
• 6:16
  I just did a workshop and they kept on coming up with that customers take advantage of us.
• 6:24
  And, you know, I asked the audience,
• 6:27
  the people in the workshop.
• 6:28
  When was the last time you lied to a company to get something for free and no one raised their hand?
• 6:36
  I'm assuming they're being honest.
• 6:38
  And I'm like, well, why do we think our customers are doing that to us?
• 6:41
  Yes, that's going to happen, but we can't punish 98 % of the customers for what we're afraid 2 % are going to do.
• 6:47
  So all that goes into the service app to training to get them to understand why it's in the best interest.
• 6:55
  to your point to protect the client experience.
• 6:58
  So you hire for that attitude and you train them to be aware of these different pieces.
• 7:05
  What happens when you already have these people in place and your client says to you, we just don't have people like that with service aptitude?
• 7:15
  Yeah, I think we say this all the time.
• 7:18
  You can dramatically improve the experience you're delivering to the customer with the exact same people you have.
• 7:28
  It's, again, you assume they had the service aptitude and you never trained them.
• 7:33
  is the vast majority of your new employee training operational and not the service aptitude skills going above and beyond creating a relationship, being curious, listening,
• 7:44
  empathy.
• 7:45
  Those have to be trained.
• 7:47
  I don't care who you're hiring.
• 7:48
  People aren't going to that skill set.
• 7:52
  Most people aren't going to bring that skill set that you need.
• 7:55
  You have to train them on that.
• 7:57
  if you want to be that top 3%.
• 8:00
  To create loyalty, loyalty requires trust.
• 8:03
  And trust requires consistency.
• 8:06
  So this is where the non-negotiable standards come in.
• 8:09
  You've seen companies charge more than their competitors and still win.
• 8:14
  Why?
• 8:15
  Well, so let's look at who's doing it.
• 8:17
  Apple, you know, you're paying a lot more for that iPhone, your Mac book, your AirPods, your headphones, anything.
• 8:28
  mean, Apple is is the premium.
• 8:31
  mean, you know, there's not too many people that are going to charge more than them.
• 8:34
  Lululemon, historically, Starbucks.
• 8:37
  you know, historically is the most expensive.
• 8:40
  You know, the Ritz-Carlton, those are all companies that have proven that you can make price irrelevant and making price irrelevant doesn't mean there's no limit you can put on
• 8:51
  a price.
• 8:52
  It means based on the experience you consistently deliver, your customers aren't out price shopping you, right?
• 8:59
  You're not giving them a reason to say, you know, I feel like I'm getting ripped off.
• 9:03
  you know, is there a cheaper computer?
• 9:05
  Should I get a Dell?
• 9:07
  Should I, you know, get a Samsung?
• 9:09
  Should I get, you know, stay at a Marriott, whatever.
• 9:12
  So that's, you know, the consistency is trust, consistency and, you know, even service recovery builds trust.
• 9:23
  There's the service recovery paradox where they say, you know, if I come and do business with you,
• 9:29
  And I have expectations, not unrealistic, just that, you're going to deliver what you're giving me and you do that.
• 9:36
  And that's all you do.
• 9:38
  I may or may not be loyal.
• 9:39
  If I meet someone that does what you do and they offer me a better deal or, you know, I play golf with them, I'm probably going to switch.
• 9:47
  But they scientifically have proven that if you drop the ball, but make it right over correct, there's likelihood I'm going be a customer.
• 9:58
  for a lot longer, maybe for life.
• 10:00
  Cause you demonstrated your zero risk.
• 10:02
  You demonstrated that that you realize that's not what should have happened.
• 10:06
  And it's less likely to happen again, cause you don't want to be over correcting.
• 10:12
  Do you have any other small above and beyond moments that have made a big difference?
• 10:17
  Any stories?
• 10:18
  Yeah, so I just wrote about this.
• 10:22
  This is mind blowing to me.
• 10:23
  Chewy's, which is known as a world-class customer service place, is awesome.
• 10:31
  They sell dog food and anything to go with pets.
• 10:35
  But something that they do is really, and I have a video that I love to show.
• 10:41
  Like, obviously can't do it here, but think about what's the experience we give in most businesses.
• 10:51
  when a client stops doing business with us.
• 10:53
  It's usually nothing, right?
• 10:56
  It might be some guilt of, you you're getting out of your contract and Denise, I've been your account executive for the last 15 years and I've done this, this and this.
• 11:07
  You know, there might be that awkward, you know, firing me or whatever it is, but usually people don't do anything else.
• 11:14
  They just, you know, move on and, you know,
• 11:18
  Chewies goes above and beyond when they get fired.
• 11:23
  And so when you contact them because your dog food or cat litter or whatever it is showed up on the first because you have a membership and you just lost your cat or pet, it
• 11:39
  reminds you, you got to cancel your membership.
• 11:44
  And so what Chewies does every time is they say,
• 11:47
  We're sorry.
• 11:49
  They are not going to charge you for the order you just received.
• 11:54
  They tell you where you can donate it to if you want.
• 11:58
  But then they send you flowers.
• 12:01
  The video I have is them, a pet owner opening and it has a picture of their pet or the paw or something.
• 12:11
  And they say that some
• 12:13
  crazy portion, you know, goes out and gets another pet.
• 12:16
  And one of the reasons is they continue to do business with with Chewie's.
• 12:21
  Yeah.
• 12:22
  But like, you know, it made me start thinking about how do we.
• 12:25
  you know, do that maybe when a consulting project is just over and they don't need us anymore, right?
• 12:32
  Do we do the cold, okay, let us know.
• 12:35
  And do we only reach out to them when, you know, hey, got a new book, hey, got a new workshop, you know, versus, you know, how cool would it be to wrap up that relationship
• 12:46
  with something more memorable?
• 12:48
  So you definitely are the first person they call.
• 12:51
  when that need arises that you offer what they're looking for.
• 12:55
  and just keeping that connection.
• 12:56
  yeah, and real connection, not the automated where we get an email, you know, that's time to go out six months after three months past that, whatever it is, you know those when
• 13:09
  they come.
• 13:10
  So what's the rates real connection from automation?
• 13:15
  I think it's first the person, you gotta have people that are truly curious.
• 13:21
  You could ask and write down someone's Ford family occupation, recreation dreams, just because you have to, just because it's part of your job and maybe you get audited or
• 13:33
  there's a report that runs.
• 13:35
  Or you can be genuinely interested in, I don't know about you, but I do Ford and personal life.
• 13:44
  It's just a good way to
• 13:46
  be curious and keep the topic on the other person and learn about them.
• 13:52
  So it just becomes in you.
• 13:53
  But like to your point, one of our best practices that our clients do is the three to one.
• 14:00
  And the three to one is you pick a time, 8.30 AM every Wednesday and you do this and it takes less than five minutes.
• 14:10
  And the 321 was originally meant to send out three emails, write two cards and call one past or existing client, but that you're not communicating with currently right now.
• 14:27
  And then in that you have to have a reason and it can't be a solicitation.
• 14:33
  It can't be, hey, Denise, we have another book, a workshop.
• 14:37
  You know, I think this might be something you want to do.
• 14:39
  It has to be a non-solicitation warm touch.
• 14:43
  Hey, Denise, I was in your city last week, you know, or I saw that, you know, your sports team or your alumni won a big game.
• 14:53
  Congratulations.
• 14:55
  You know, and here's an article that I read.
• 15:00
  Not that I wrote, it could be that we wrote, but just an article on something that I know you're passionate about.
• 15:05
  I think, you this is something you want to share with your team or your leaders.
• 15:09
  It can't have nothing to do with us.
• 15:10
  Right.
• 15:11
  And, you know, and you're just one of the reasons why I love what I do.
• 15:14
  And then you record, you track that.
• 15:17
  you know, all right, I'm not sending Denise anything for another six or eight months.
• 15:24
  You know, but it makes you think of things like when you're reading articles and you're like, Denise, the CEO from that company, she brought this up the last time we spoke.
• 15:35
  I want to send this to her.
• 15:36
  So you're thinking about it.
• 15:38
  And it's kind of a burden because I got to there's six people I have to reach out to this week.
• 15:43
  You know, what can I send them?
• 15:45
  You know, but it's a non solicitation warm touch that
• 15:50
  The next time they think of what you do, you're the only person they're thinking of, or they have a conversation playing golf with the CEO that needs what you do, you're the only
• 15:59
  person.
• 16:00
  Goes back to my favorite quote, I think it's by Jerry Garcia, you don't want to be known as the best at what you do, you want to be known as the only one that does what you do.
• 16:09
  I love that.
• 16:10
  Yeah, that's a good one.
• 16:11
  So these are, those create the wow moments though.
• 16:14
  I mean, they're small, but they build that loyalty.
• 16:17
  A lot of times people hear wow, and they assume it's going to be expensive.
• 16:20
  But that's not what you teach.
• 16:22
  In fact, one of the principles you teach when creating your signature experiences is simple, low to no cost.
• 16:33
  What other ones come as part of that?
• 16:35
  You know, if you're in a retail environment, know, that could be consumers coming to you and you, you know, in the Midwest.
• 16:46
  Like now what we'll try to do is, you know, at the end of the night or for anyone, but probably more elderly or whoever run out, start their car, brush off their snow, let it
• 16:59
  warm up.
• 17:00
  Walk them out with an umbrella if it's pouring rain.
• 17:03
  The people that need it, the people that are going somewhere from here.
• 17:07
  Little things like that.
• 17:08
  Paying attention that maybe the person that's coming in has a large order or has a wheelchair and a large order and they're not going to be able to carry both, push the
• 17:19
  stroller and carry the
• 17:21
  the tray with their three kids orders on it.
• 17:24
  So you gotta be paying attention to that.
• 17:27
  Blinders off, head on a swivel.
• 17:29
  I think that's a Navy SEAL comment, a quote, but head on a swivel means how did you not see that?
• 17:35
  That she was unhappy, her face.
• 17:37
  That you went to the table and she had only taken one bite and
• 17:42
  everyone else was done and you asked her if she was done and she said yes and you took it away, right?
• 17:47
  You don't have your head on a swivel.
• 17:49
  You're not paying attention.
• 17:50
  Everyone just cleaned their plate and she took one bite.
• 17:53
  Obviously she didn't want that or wasn't what she was expecting.
• 17:57
  That's service recovery, but that just goes back to head on a swivel.
• 18:02
  All these things that you're talking about, when organizations apply these consistently, it starts to create loyalty.
• 18:09
  Customers stay longer, they forgive mistakes.
• 18:12
  What else can companies expect as a return on the investment when they start to...
• 18:19
  put these things in place.
• 18:21
  Well, I mean, there's all these statistics that we've written about is, you know, return versus new.
• 18:28
  You know, depending on the industry, you have to get five new customers to do the damage of what one existing return happy customer will do.
• 18:40
  They spend more, they refer more, repeat customers.
• 18:45
  You know, a new customer is is trying you out.
• 18:48
  They are going to take your recommendations.
• 18:50
  There's no trust there yet.
• 18:52
  I mean, we need new customers and watch it.
• 18:54
  But a repeat customer, I think we chase new customers too much and don't, you know, focus on retaining retaining.
• 19:01
  You know, they're coming back.
• 19:03
  They're going to obviously, you know, they like you.
• 19:06
  Now, if you recommend upsell.
• 19:09
  They're more likely to refer.
• 19:10
  It's a fact that repeat customers give you higher scores than new.
• 19:16
  And there's a relationship there.
• 19:19
  So, I mean, there's just so much that it just shocks me and appalls me.
• 19:24
  And I guess that's a blind spot is how much executives go after new and don't focus on
• 19:32
  Retaining.
• 19:34
  What does it do When you start to implement above and beyond
• 19:40
  ideas, what does it do for the employees?
• 19:42
  Yeah, that's what it is.
• 19:43
  mean, the thing is, we think a lot about how the customer experience, while hard to set up, hard to raise the level that everyone else is doing, right?
• 19:56
  There's accountability to it.
• 19:58
  We think that all these things only benefit the customer, but you're releasing something, you're taking the handcuffs off, autonomy, giving the autonomy,
• 20:09
  to an employee to be able, if I'm encouraged to build a relationship with you, a professional relationship, well, now I'm going home having connected with more people than
• 20:22
  I previously was.
• 20:24
  I was previously handing you as a transaction.
• 20:27
  I couldn't exceed the two minute and 36 seconds I'm allowed for per call, right?
• 20:34
  Or in a hurry, next.
• 20:38
  versus, you know, make a connection.
• 20:40
  You have permission.
• 20:41
  You don't have permission.
• 20:43
  You'll be celebrated if you, you know, remember that she takes her coffee with, you know, one cream and one sugar.
• 20:51
  And now the next time she comes in, Denise, you know, one cream, one sugar.
• 20:55
  And you can't believe that, you know, I knew that.
• 20:58
  But that makes me feel good.
• 21:00
  So, you know, being in the daymaker business, making people's day.
• 21:05
  The day maker feels the best at the end of the day.
• 21:07
  you know, when your employees feel that they're allowed, you know, they have a lot more job satisfaction.
• 21:15
  They get to go home and brag what they got to do today.
• 21:19
  That's a beautiful thing.
• 21:20
  Listeners, if you're listening to this and thinking about loyalty and how do you put these systems in place in your organization, consider joining the Experience Revolution
• 21:31
  membership.
• 21:32
  Each quarter, we teach a live masterclass on the core principles of world-class experience.
• 21:39
  So above and beyond service aptitude, non-negotiable standards, leadership execution.
• 21:45
  We also give you access to replays tools, templates that you can use immediately with your team.
• 21:53
  Think of this as a way to actually put time aside every quarter to work on this with your leadership team and actually implement these things that you're hearing about.
• 22:03
  If you want a proven roadmap for building loyalty your competitors can't copy, join us at tdg.click forward slash membership.
• 22:14
  All right, John.
• 22:14
  What's the smallest action you've seen create the biggest loyalty?
• 22:18
  Hmm.
• 22:19
  uh
• 22:21
  about with you yourself personally?
• 22:22
  What have you experienced in some of the places you do business with?
• 22:27
  Small actions that have made you loyal.
• 22:30
  Yeah, know, Some have read the book.
• 22:33
  One of the books, and it must have been in there or though they'll reach out to Lindsey, my executive assistant, and then they personalize when I get to the hotel room and they'll
• 22:47
  have snacks that they know I'll eat or, you know.
• 22:50
  beverages that I drink.
• 22:52
  And that is not necessarily the hotel.
• 22:55
  It's the client that's having the event at the hotel.
• 22:58
  And that's really cool.
• 23:00
  But I'm trying to think of small.
• 23:02
  I think of a million after we hang up.
• 23:04
  Just that when they educate you that, you know, maybe one person knows that something's happening in your life, you know, your kids, you know, something with your kids or
• 23:14
  something.
• 23:14
  And then, you know, random employees come up and will congratulate you or something and that they shared that in a good way that, you know, it's not just that one employee.
• 23:24
  It's like now they're sharing that customer intelligence.
• 23:27
  So anyone that comes in contact can, you know,
• 23:30
  compliment me.
• 23:31
  So I call it high five moments, right?
• 23:34
  And you know, when you get a high five moment, that's really important.
• 23:37
  Share that, you know, with people.
• 23:40
  There's a restaurant over here that's one of the, I think the chain is Hospitality Restaurants, it's small group.
• 23:46
  Oh, in Cleveland, in
• 23:51
  People don't understand how Cleveland is.
• 23:55
  on the west side of Cleveland.
• 23:57
  Salmon Dave's, I don't know if you've ever been there, but I believe it's the same owners as Delmonico's, Lockkeepers.
• 24:04
  ah And they're so good about, we were just there for dinner and someone at the table was talking about, I really like this, but you know, mentioned something on the sides that
• 24:16
  went with it.
• 24:17
  And the server's like,
• 24:20
  We can give you something different besides and names off like six different things.
• 24:25
  They just make it easy where there are so many places.
• 24:29
  Can I get this instead of that?
• 24:30
  No.
• 24:32
  It's just the little things like that.
• 24:34
  think make a big difference.
• 24:38
  And it's something that like expectation wise, mean, really like that's what expectations have come to that I can replace.
• 24:48
  mashed potatoes with asparagus.
• 24:51
  It makes me happy.
• 24:53
  I think we discount what Starbucks does, that there's supposedly 170,000 ways you could order your drink and get it.
• 25:04
  Like in most places, like you said, that would be unheard of and above and beyond, right?
• 25:10
  And I actually have questioned Starbucks logic.
• 25:13
  Like if they didn't offer that,
• 25:16
  how much more efficient, faster would their drinks be made?
• 25:21
  Their drive-through would go faster.
• 25:23
  You come in there and you're reading off this long formula that, well, you don't have to read it off if it's yours, but if it's yours and you send it to me and I got to read it
• 25:34
  off, that is against everything that business is about, lean.
• 25:40
  and efficiency and don't let them.
• 25:43
  And that's why most businesses don't.
• 25:45
  And I've questioned like, would Starbucks, obviously, well, I don't know, would they be more profitable if they didn't let you, you know, order 170,000 different weights, right?
• 25:57
  I mean, they would just be an efficiency chain, but they probably wouldn't charge, could charge as much and be as busy because one of the things that people like about Starbucks
• 26:06
  is that's my drink.
• 26:08
  Like,
• 26:09
  Like I don't think anyone else gets it the way I get it.
• 26:12
  You know, they should actually have it.
• 26:15
  Right.
• 26:15
  And light ice.
• 26:17
  Yeah, I had to start saying my new one because people would literally have my old one at an event for me because they'd hear me say it.
• 26:28
  So.
• 26:29
  That is it.
• 26:31
  Of venti mango dragon refresher.
• 26:35
  with water-based and light ice.
• 26:37
  The Jan DeGioia Special.
• 26:39
  Yeah, it should be on their menu.
• 26:41
  Do you think a lot of leaders underestimate the power of details like that, like just the small?
• 26:47
  differences.
• 26:48
  Yeah, I we can get too obsessed with efficiency and profitability and productivity and lose sight on what.
• 26:56
  mean, Apple takes it a different way.
• 26:59
  you know, up until like this past thing, you could only get your computer and you still can.
• 27:05
  You only get your computers and phones in like two colors.
• 27:08
  Right?
• 27:08
  I mean, they don't have where you can order it and, you know, any color you want.
• 27:14
  You know, there's some, you I mean, that's how most businesses run and Apple's awesome.
• 27:19
  I mean, they're world class in other areas, but reducing options can.
• 27:25
  It make you more efficient.
• 27:27
  Does it make you more profitable?
• 27:28
  mean, that's, you know, that would look at, you know, the argument of Starbucks versus all the other.
• 27:33
  coffee places in the world that don't allow it.
• 27:36
  Starbucks looks like they're coming out ahead.
• 27:38
  When it comes to Above and Beyond, Starbucks is really good at that.
• 27:44
  What other industries, businesses,
• 27:47
  Hospitality always is the leader at that.
• 27:50
  Hospitality attracts naturally people with higher service aptitude and that want to be in that type of business.
• 27:58
  But I hospitality should be a strategy in everyone's business.
• 28:01
  And that's why the cool thing is like, where'd you get that Denise?
• 28:05
  My lawyer.
• 28:06
  Your lawyer?
• 28:07
  Like, you know, that's more oddball.
• 28:09
  My consultant.
• 28:10
  my accountant, you know, like they have such an opportunity to, you know, stand out.
• 28:18
  What is a way that managers can help employees notice these moments?
• 28:24
  So that goes back to the pattern recognition and the journey mapping, which we call creating the signature experience.
• 28:32
  you know, if stage one, if you're a restaurant, any retail environment that has to take appointments.
• 28:40
  So stage one is you call up to make an appointment for a doctor's office or a restaurant or air salon.
• 28:45
  OK, so so so what are the most common things you have to train?
• 28:51
  to your call center people, what are the most common things that may come up that it's pattern recognition?
• 29:00
  It could be an emergency visit, a legit emergency visit to, you're celebrating some, if I ask, are you celebrating anything?
• 29:09
  In the salons, if you're booking, you're an updo style,
• 29:16
  Is that a commonly known phrase or is that an industry?
• 29:19
  A woman's, okay, a woman books her hair to be put up and styled in an updo style, which is a fancy thing, makeup and manicure.
• 29:29
  If they schedule those things, they're going somewhere.
• 29:34
  I don't know, have you ever scheduled those things just to go home and watch a movie?
• 29:38
  Right, so that's a pattern recognition.
• 29:43
  ask now, oh, Denise, are you celebrating?
• 29:46
  Yeah, I'm in a wedding.
• 29:47
  I'm going to a wedding.
• 29:49
  The bride got promoted and the CEO is taking me and my spouse out to a fancy dinner, whatever.
• 30:00
  I'm going to win an award, whatever that is.
• 30:02
  Now there's so many things that could be done with that.
• 30:06
  And when you show up, congratulations, congratulations.
• 30:09
  Everyone should know that you're coming in contact with
• 30:11
  Maybe there's a card signed by the staff.
• 30:15
  Congratulations, right?
• 30:16
  I mean, that's all free.
• 30:18
  Those are all free things.
• 30:20
  So it's pattern recognition, but most employees won't know that if they haven't done it.
• 30:26
  So what are the things?
• 30:27
  Listen, if the dog barks in the background, ask them about it.
• 30:31
  Most people are crazy about their pets.
• 30:33
  That's part of the Ford family, their pet.
• 30:36
  A baby crying.
• 30:37
  a throwaway comment of something that they make is a lot of times something very important to them.
• 30:44
  So, paying attention.
• 30:46
  So at each touch point, there's pattern recognition of certain things that will come up that are above and beyond opportunities.
• 30:57
  So this is, I can see how this works easily in retail environments, hospitality.
• 31:03
  What about in high stress environments?
• 31:07
  such as
• 31:08
  How about medical?
• 31:12
  medical.
• 31:13
  yeah, medical, know, high stress environments are, you know, something that they're challenged with is
• 31:20
  Oftentimes are dealing with, you know, customers, patients, whoever that, you know, are stressed out, that have a lot of anxiety and which can cause empathy, fatigue.
• 31:37
  So I don't know about you, but knock on wood, I rarely hear that someone has cancer.
• 31:45
  And when I do family, friend, whoever,
• 31:48
  I get a pit in my stomach, I feel horrible, I'm super empathetic in that moment, whatever.
• 31:56
  Now, think of you work on an oncology floor.
• 32:01
  That's all you deal with.
• 32:04
  You're not going to get the pit in the stomach 16 times today.
• 32:09
  So there's empathy fatigue there and then there's relative empathy or whatever is that.
• 32:16
  your cancer.
• 32:18
  is minor compared to the patient I have in the room next to you.
• 32:24
  She's saying goodbye to her kids, right?
• 32:27
  You don't even know, and might be something that's, ointment might take care of, who knows?
• 32:34
  But that's still the worst news that patient has heard and scared and what that can turn into and what that could lead to.
• 32:43
  So it's hard.
• 32:44
  It's the same thing in law enforcement.
• 32:47
  They can come to someone's house who's upset that their iPad got stolen out of their backseat and they want all resources of the city used to find this culprit.
• 32:59
  But those police officers might be coming from a death notice, that's their term, where they had to go to a parent's house and let them know that they found their son or
• 33:09
  daughter.
• 33:10
  deceased in a car accident, overdose.
• 33:13
  So imagine them coming from that to my house and I'm screaming at them because my iPad got stolen.
• 33:21
  Right?
• 33:21
  I mean, you what they want to tell me about my iPad and deservedly so, but they can't.
• 33:25
  So it's really hard.
• 33:28
  It's really hard.
• 33:29
  it takes a lot more.
• 33:30
  It takes a different person.
• 33:31
  also takes leadership to constantly be celebrating.
• 33:36
  victories that you can have and reminding people the impact that they're having, even though they might be getting screamed at.
• 33:45
  If you work a Goodyear, that's a grudge buy.
• 33:48
  I don't want to have to go to Goodyear and get my tire replaced.
• 33:52
  So there's a lot of support, technical support.
• 33:55
  That's a grudge buy and they could have empathy fatigue because everyone calling is calling because their computer's down.
• 34:03
  and everyone's pissed, you know, no, you know, those are tough jobs.
• 34:07
  I mean, those are, those are the toughest jobs in the world.
• 34:10
  So looking at all organizations now, what's one action that a listener can take in the next 24 hours to help improve their above and beyond culture?
• 34:22
  getting together with people, many people as they can, and making a list of two dozen above and beyond actions that A, are likely to come up in those scenarios.
• 34:38
  What are the most common things that could come up?
• 34:41
  And I'm not talking about two dozen per, that would be a lot.
• 34:45
  But just, you want to create a list of two dozen, and they may apply to different touch points.
• 34:50
  A, most common will come up and B, don't cost anything.
• 34:56
  And it will be a lot easier than you think once you start thinking.
• 35:00
  Walking someone out to their car, brushing the snow, giving them an umbrella, know, remembering how you take your coffee,
• 35:09
  Or maybe I follow up in an email saying, hey, how did Ken surgery just checking in?
• 35:13
  You don't remember telling me that, speaking that we're a service provider client, not employee, but employee too, right?
• 35:22
  So these can be two dozen that have occurred in the past or two dozen that you make up just based on your customer journey.
• 35:31
  Yeah, they probably have occurred in the past unless you're not good at it.
• 35:35
  and then do what with those two dozen.
• 35:37
  Then start marketing it to your team.
• 35:40
  Hey, here's the five most common ones that will present themselves on phones.
• 35:46
  Here's the most five common one when they're just reaching out to us to start.
• 35:52
  Here's the five most common ones when someone's unwinding down from doing business with us.
• 35:58
  you know, those types of things.
• 36:00
  And then you advertise them and then you have a contest and you celebrate them.
• 36:04
  People need to be celebrated because at most businesses, they would have gotten in trouble for doing a lot of these things.
• 36:11
  And that's still like a muscle memory.
• 36:14
  So now I'm celebrating that Lindsay did this tells you it really is okay.
• 36:20
  It's like, you know, I can do these things.
• 36:23
  I want to do these things.
• 36:25
  but there's something, you know, subconsciously telling you, no, no, no, no, no, no, you'll get in trouble if you do this.
• 36:30
  I love it, I love it.
• 36:31
  Two dozen things, come up with those listeners or identify at least one small moment in your customer journey where trust is either earned or lost and design it so that it never
• 36:44
  fails.
• 36:45
  Loyalty is the byproduct of leadership decisions, not frontline heroics.
• 36:50
  Small moments don't stay small.
• 36:53
  And remember, if you're ready to build a culture where small actions create customers for life,
• 36:58
  join the Experience Revolution membership.
• 37:00
  Go to tdg.click forward slash membership.
• 37:06
  John, what else do you have for our listeners before we close up for this week?
• 37:11
  Find something personal, make something memorable.
• 37:14
  I did not say that someone said to me at a workshop, and I'm like, my God, that's great.
• 37:20
  Yeah, find something.
• 37:22
  of how it was used?
• 37:24
  I think Ford's the best.
• 37:29
  Your daughter or son is a senior in high school and has committed to or accepted whatever into Michigan, University of Michigan or wherever.
• 37:46
  Maybe you send them some sweat.
• 37:48
  Ohio State University, you had to say Michigan.
• 37:51
  know, I know.
• 37:52
  Maybe there's some swag that you send them or, you know, parent of, you know, or frickin little pennant.
• 38:04
  You know, it's things like that.
• 38:05
  And maybe, you know, you know, I posted on LinkedIn or Facebook.
• 38:09
  I never even told you.
• 38:11
  But all of a sudden something arrives.
• 38:12
  Love it.
• 38:12
  Yeah, the people put the information out there.
• 38:15
  Ford is online.
• 38:16
  Family Occupation Recreation Dreams.
• 38:18
  It appears in social media.
• 38:20
  Easy to find.
• 38:21
  Awesome.
• 38:24
  Thank you, John.
• 38:25
  And we'll see you next week.
• 38:27
  Thanks, listeners.