Mary Poppen – Chief Customer Officer at Glint

Mary talks about:

Why it’s important to be happy at work
How to become happier and more successful
And company culture plays a role in employee engagement

The person who has influenced Mary the most in the past year:

Vincent Manlapaz: https://www.linkedin.com/in/vincentmanlapaz/

The Service-Based Paradigm Mindset: https://amzn.to/3xRCVVx

Her note to all customer service professionals:

“When a customer comes first, then the customer will last. – Robert Half”

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Nick Glimsdahl 0:03

Welcome to the Press 1 for Nick podcast. My name is Nick Glimsdahl. And my guest this week is Mary Poppen. Mary is the chief customer officer at glint a LinkedIn company. She is responsible for all post sale, customer success and delivering including service support, customer success, customer empowerment training community and renewals. Wow, that’s a mouthful. So she’s also a proud wife, mother of two. She loves travel exercise and trying a new good wine, which everybody does. You have also been named a top Customer Success influencer for the past five years. So congrats on that, Mary. Welcome to the Press 1 for Nick podcast.

Mary Poppen 0:42

Thanks, Nick. It’s great to be here. And I should have me do my intro all the time.

Nick Glimsdahl 0:46

You just let me know. I’ll be your traveling intro.

Mary Poppen 0:50

Fantastic.

Nick Glimsdahl 0:51

So I asked everybody one question at the very beginning. And it’s what’s one thing that people might not know about you?

Mary Poppen 1:00

So this is this is a really great question. We actually use this at LinkedIn all the time. What’s one thing that’s not on your LinkedIn profile? Um, so I’m a certified spinning instructor. I love and I happen for years, I won’t say how many, but love teaching, like gold spring classes. And maybe we’ll come out of sabbatical and join peloton or something at some point.

Nick Glimsdahl 1:24

There you go. That’s awesome. Yeah, they’re actually harder than they look, you see him on courses or on commercials. And you’re like, oh, that looks like its super easy. And everybody’s smiling. And it’s not necessarily the case, when you actually get in there and lose five pounds of sweat. That’s true.

Mary Poppen 1:40

Yeah. And then one thing, though, that’s nice about it is people don’t really know how hard your resistance level is. And so you can sort have cheat if you know, if you need to,

Nick Glimsdahl 1:50

You can. Yeah, I’ve seen some cheaters in those classes. So tell me more about what you guys are up to excellent.

Mary Poppen 2:01

So glint Blitz mission is to help people be happier, more successful at work was really founded, because the one piece of data that seems to be missing in the boardroom readily, you know, because you have financials, and all of the other, you know, business information is data on your people, are they engaged? Are they productive? Are they happy, and that was why our co-founders decided this is a gap, we should fill in the market. And it really took off. It’s really about offering leaders and managers the opportunity to understand what engages and motivates their people to be happier, more successful at work, you know, so it focuses on employee engagement, development, recognition, and continuous feedback, ultimately, to help the employee and manager interact in a more meaningful way, every day.

Nick Glimsdahl 2:58

And so is it more on an individualized basis where because some people’s been a value and happiness is based off of the beer fridge in the corner, some people’s happiness is based off of my vacation or my time with my kids or working in community service? So is there trends in it, you have to kind of base that off of the individual?

Mary Poppen 3:24

Yeah, there well. So it is, you know, confidential surveys, which tend to drop more, you know, truthful and accurate feedback. So the managers and leaders have access to the trends and information for their team, but not at an individual level. So what it allows them to do is sort of focus a bit more broadly on programs that will tap into the majority of engagement, but really, beyond that, having meaningful one on one conversations with your directs to understand specifically what drives them. So it’s a conversation starter in many respects for how can I do this better as your manager? Or How can I help you, right, be more happy? Or uncover some of the obstacles to you know? What might be keeping you from being happy at work?

Nick Glimsdahl 4:17

Yeah. Is it? Is it important to ask the questions I’ve had, I’ve had a lot of listeners, and just conversations outside the podcast of people asking me so I’ll go ahead and ask the expert. Is it important to ask the additional questions and maybe set aside five minutes before a meeting or five minutes after a meeting or five minutes before a one on one etc.? To ask more of the personal questions like Hey, how you been like, How are the kids doing what’s new, how’s that? How’s the soccer league adult league that you’ve been up to? Is that important?

Mary Poppen 4:51

I think you know, and, and our, you know, results would show to it, it is really important to build that relationship and beyond that really just understanding your team, right? Everyone, like you pointed out has different motivators, different things that make them happy. So what manager’s job is really to understand what drives each person and do their best to fulfill, you know, those needs, and desires. And so having that conversation at the beginning and allowing time for more than just business gives the manager insight into their, their team, and how they can contribute to, you know, their success, and happiness.

Nick Glimsdahl 5:34

Yeah, inside of customer service, it’s all about what’s that all about, but it’s important that the customer feels known and valued. And it feels like that is the same case of what you guys are kind of doing it at glint is making those customers or those internal customers, your employees feel known and valued. Is that is that hitting the mark?

Mary Poppen 5:57

It is, and actually, you touched on something. So as the chief customer Officer aglet, I have an opportunity to, you know, focus on the customer customers, as well as my team. And there, there’s definitely a relationship right there between the two. But what you’re touching on is what I call customer intimacy, knowing your customer better than anyone else, and being able to deliver what they need when they need it, and the way that they want it. Even before they know they need it in many cases, right. And glint does help with your employees in the same way it’s building that intimacy might be an uncomfortable word for a lot of people. But I’ve never found another word that actually describes really the pinnacle of the relationship that you can have with your customers. I would translate the same thing to the employees. Right. Although saying employee intimacy, it’s a little bit stranger than customer intimacy.

You might think of a new word.

Nick Glimsdahl 6:56

It’s actually an idea. Yeah, it’s actually funny the was a Shep Hyken, that came out with the book Cult of the customer. And he’s like, it’s not like, it’s not like that type of cult. But it is that the word is meaning that I need to be obsessed with that customer. And so I think intimacy is the right word. It just uncomfortable talking about it, maybe at the very beginning until you actually break it down on what that means.

Mary Poppen 7:20

Exactly. Yeah.

Nick Glimsdahl 7:21

So you’ve been a part of LinkedIn. Now, I kind of mentioned that on the intro. Tell me more about that. How long have you guys been there?

Mary Poppen 7:29

Yeah, well, I’ve been at glint for a little more than four years now, since the really early days. And we were acquired by LinkedIn two years ago, already. So what a journey it’s been, um, but are the cultures of our companies were so are so similar, that we were able to really come in and be welcomed with open arms. And our cultures are just so you know, similar that things just have been extremely smooth, since the very beginning.

Nick Glimsdahl 8:03

I always see that as a challenge. When there’s acquisitions, there was one guy, I can’t name the name yet. But there was a guy that I’m talking with, he has a large conglomerate with a bunch, like I think 31 or 32 companies that are inside that umbrella. And he was actually interested in looking at customer experience. And so he started reaching out to me and saying, Hey, I’m listening to the podcast. And I’m like, hey, man, I think you guys do customer experience on this far side on one of these other companies. And he had no idea but that, you know, that there’s a lot of that disconnect that happens when those acquisitions happen. So it seems very refreshing to hear a large organization like LinkedIn is, is acquiring an organization like glint to have that seamless transaction.

Mary Poppen 8:54

Yeah, definitely. And I think one of the really interesting things is there’s sort of acquisitions where you like plug a hole in a solution, versus an acquisition, that’s a complimentary solution and the story and what we’re able to do for our customers, is just so incredibly different than what anyone else can do. And then later in Microsoft, and like, the daily workflow on top of that, and you’ve got clean glint, LinkedIn, I’m with like LinkedIn, glue

Nick Glimsdahl 9:22

Sounds, sounds like a new word right there.

Mary Poppen 9:25

LinkedIn, with Microsoft solutions, right? And so it’s there is unfolding, I think this incredible value between our solutions. And the future, even the next few years is going to, I think just have crazy innovation that people aren’t even thinking about today that will relate to you know, your people and your solutions within your organization, what you’re able to capitalize on.

Nick Glimsdahl 9:51

Cool, I look forward to learning more about what you guys are up to in the coming years behind the scenes, but so your mission glint is to help people be happier and more successful, which you kind of talked about. Why is it important to be happy at work?

Mary Poppen 10:10

Well, so you know, Nick, you probably feel this too. Today work in life are right there blurred, especially with the pandemic like even to a more crazy level than ever before. And Sarah Abrams new book, I don’t know if you’ve had a chance to read it, but she talks about work life Jenna, which I think is such a great analogy, because we talk about work life balance, work life integration, and but we think of work like Jenna, if people know the game, right, it’s like, if you move one piece, it does impact others. And so you have to be sort of mindful and careful all the time, about what you take on and you know, what your you do, and does that make you happy, it doesn’t make those around you happy. So we’re all trying to fit in as much as possible, every day. So if you aren’t happy in one aspect of your life, it does carry over to others, right. So being happy at work, you know, creates a happier family, happier friends. And it’s just contagious. Being happy is contagious. So it impacts others around too. So, you know, our goal is to try and help not only employees be happier and successful at work, but also help their families and friends be happier their pets,

Etc.

Nick Glimsdahl 11:30

I love that because bring it back to customer service again. You’d never know what that person is experiencing. Not most of the time, nobody calls because they’re happy. Nobody calls because their product is amazing. And it’s working right now. They call because they’re frustrated. But you also don’t know what else is happening in that person’s world. And so how are you giving them a little piece of happiness in that life in that moment, and maybe not solving their problem? 100%, but actually listening to them and understanding I’m feeling known and valued what I said at the beginning. And going through that process with them and just being in the moment. And sometimes that’s all people need. They just feel like they want to feel heard. And so I really liked that and finding ways to make your dog happy. Is it because you’re happy? I’m enjoying that too? I’m a dog guy. But yeah. So how do you become is your steps to become happier and more successful at work?

Mary Poppen 12:31

You know, I think really, people need to just take inventory of what does motivate them, what does make them happy. And look for opportunities to surround yourself with the people that tap into those, you know, factors, and also work. So surround yourself with people and work that really fills your bucket. So it starts really with knowing yourself, and then ultimately looking for those things in life that work and life that can make you happy.

Nick Glimsdahl 13:03

Yeah, you’re totally right. Kind of going back to that last question. I was just thinking through that just the blend of Jenga is such a good analogy, too, because we’re all majority of us are still working from home? And how do you have that work life balance? How do you still are able to eat with the family or go do what you need to do outside of work, and then come back and finish and maybe that that nine to five or whatever that hourly time that you spend at work is always a little bit different. Now it’s maybe you’re getting up a little bit earlier to leave a little bit earlier. Or maybe you’re getting off now to work at for 3045 minutes in the evening. But as long as it works for you and you’re still doing what you need to do at work is key. So one of the questions I had to is, is how is the company culture play a role in employee engagement?

Mary Poppen 14:03

Yeah, well, one thing just to kind of round out our last conversation is that people shouldn’t be afraid to ask either for things that will make you know their life easier. So if you don’t ask you don’t get and if you know that being able to work, say starting at 10am, right, maybe that works for you and your company. So never be afraid to put something on the table that can help you know create a better Jenga experience for you. But company culture 100% impacts people’s experience, right and ultimately their engagement and motivation. And people first culture and you can tell these companies because there is empathy being displayed at every level. There’s collaboration, there’s, you know, a focus on relationships because it really matters. And these are the things that you know Research shows and it’s probably obvious lead to higher impact, you know, higher impact on engagement of people first culture or culture carries over to a customer mindset as well. And so you just are surrounded by high energy happiness both on the customer side and the employee side. And so culture absolutely matters. I think we’ve all probably walked into an organization or been part of one. And where you can feel the vibe is just not good, right? There’s tension, there’s like a frustration or dissatisfaction. And nobody wants to be part of that. For the long term. It’s exhausting. And customer since that, too, right. So whatever’s going on in an organization, the vibe, carries over to customers as well? So those organizations just don’t tend to do as well, as organizations that have this people first mentality.

Nick Glimsdahl 16:01

I don’t know why I have this analogy in my head when he just said that. But when you don’t have that vibrant culture, we don’t have that excitement and, and happiness or engaged employees. It almost reminds me of like, the opposite of that is walking down into like a cold, wet basement. And it’s just musky. Like, that’s the feeling that you get when you go into an organization. That’s not the right fit. And I don’t know, everyone’s while I get these weird analogies, and my listeners have to put up with it. But I feel like it’s a good representation of what that what that bad culture looks like.

Mary Poppen 16:42

I yeah, I would say that’s a pretty good analogy. I can, I can feel the vibe of being in like a wet, icky basement and being in a company, you know, walking into a company where you’re like, it does have that sort of similar vibe.

Nick Glimsdahl 16:57

There you go. I’m glad I got I got at least one person over for the day,

Mary Poppen 17:02

I might have that in the future.

Nick Glimsdahl 17:03

You can, you can. So one thing that you mentioned in your answer was the word empathy. And I hear that word. Now more than ever, is it because of the situation that that the 2020, the Euro 2020? Or is it because of something else that we are constantly now trending toward the word empathy?

Mary Poppen 17:30

You know, I think it’s always to me, it’s always been a differentiator for cultures or companies, but also customer service. There’s a trend, you know, you hear if you look over time, what customers say about a company or what employees say about a company, and the underlying theme in many cases is that there’s empathy present. So even if it wasn’t called out in the past, it was there as a differentiator. So it’s kind of the secret sauce. Empathy isn’t really easy to train, you know. But it is easy to find people with empathy. And it’s easy to role model empathy. And that should be a primary focus for companies. And again, it does spill over. If you treat your employees with empathy, it spills over to how they treat their customers to really do make a difference, right? That’s not the it’s the difference to me between being a vendor and being a partner. There’s a tactical exchange and a vendor relationship, which generally lacks empathy. Versus being a partner and having that sort of a you are a unique, you know, customer, you’re a unique employee. And I’m going to treat you that way.

Nick Glimsdahl 18:52

I had a guy, one of one of my guests on the on the episode on the podcast, and he was trying to teach somebody empathy, and they didn’t really get it. And you could hear that they didn’t get it. They’re doing some quality training. Intel, she actually heard one of my guest’s calls because he jumped on the call and he started was in the customer service. And she’s she starts going through his recording, and she goes, that’s what empathy sounds like. That’s interesting, but she never really understood it when she was listening to herself or what it didn’t sound like. And so I thought that was really cool because it took her outside of her comfort zone of listening to other people, and then hearing it for herself. To be able to instead of just saying, this is the things that you do when you were empathetic. It’s going through that process and having her kind of be submerged in it.

Mary Poppen 19:51

Yeah, I think when you when you do experience it and you’re surrounded by it, you can determine I do that or I don’t and I think people can learn, even to fake it, if it’s just not inherently in their nature. But you’re I think you’re right seeing it and experiencing it. It’s, it’s like a light bulb goes on.

Nick Glimsdahl 20:15

Absolutely. So when it comes to employee engagement, is there a correlation between employee engagement and customer satisfaction?

Mary Poppen 20:24

There absolutely is. And there’s tons of research on it. But anecdotally, you know, it just, it does make sense. But I always think of it. And of course, like any consultant, you have a four box. And so on one axis is the employee engagement, on the other is customer satisfaction. And if you think about, like, the best place to be is up into the Right, right, which I call the all in zone. And so I like to use are you familiar with in and Out Burger?

Nick Glimsdahl 20:58

I love it.

Mary Poppen 20:59

But every single experience I’ve ever had in and out burger is you walk in, employees are happy, there’s a ton of energy. In many cases, they know the customers, they’re working, they’re doing like one person is doing shakes, and one person’s doing fries, but there’s this like, well-oiled machine. And there’s just this great vibe on top of knowing you know that you’re going to get this phenomenal burger as well, right. So there’s just this happiness that exists and kind of contagious between the customers that go in, into in and out and the points I got, I’ve never talked to anybody that felt not super elated when they left, you know, in an Out Burger. And so I think of them in the in the online zone, right. Whereas the polar opposite is the low customer sad, low employee engagement. And I apologize to any, you know, DMV employees who may be listening in, but it’s an example I use, because the only companies that can survive in that quadrant are the ones that have to survive, right, they have to have a reason to be whether you want to go there or not, you need to, um, and then they need to have employees, right. And there’s good benefits and whatever that draws people in. Not really, it’s kind of like the wet basement vibe, you used to have to go into the DMV. So polar opposites on the scale. And then you’ve got, you know, top left quadrant where you have high employee engagement and low customer satisfaction, which is ultimately leads to exhaustion. Because employees want to do really good things for their customers, you know, they’re up every day saying what can I do, but they’re dealing with customers who are really unhappy, right? The product isn’t working sale, set the wrong expectations, the employees aren’t empowered to solve customer issues. And so what happens is you risk everything sort of dropping into the lower left quadrant, the risk zone. And then conversely, when you have high customer satisfaction, but low employee engagement, it’s a missed opportunity, because how long will customers interact with employees who are generating this bad vibe, right? They don’t love the company, they don’t believe in the mission, they don’t want to be their customers pick up on that too. And then they don’t want to be a part of it. Right. So it’s really a missed opportunity to move customers into that all end zone. So there’s definitely a relationship. And we could probably all think of, you know, examples for each. But the reality is companies have actions they can take for both employee engagement and customer satisfaction. And if they work on both in parallel, that they’ll start to see some pretty incredible, you know, results.

Nick Glimsdahl 23:50

Yeah, I like the correlation, specifically inside of in and out. And I think that directly correlates to other departments inside of an organization. But do just because do you think and this is your personal thought? Do you think that people go into an In and Out Burger, because it they like the way it makes them feel not necessarily the burger, or the or the fries, which are great, and they’re hot, and you can eat order off the secret menu. If people didn’t know there’s a secret menu, you can have that this sponge, the sponge button, which only lasts like 24 hours, but it’s the quality there, right? But are people showing up because and they’re bringing their friends who are from out of town, not just for the quality of the of the burger of the burger or the fries, but because of how it makes them feel?

Mary Poppen 24:44

I do I think the desire to return more than once a week is not just the taste of the burger. I think it is the service. I think it’s how you feel when you’re surrounded, you know in an environment that’s just high energy Happy, you know, well organized. Um, yeah, I mean, they it seems like there’s a ton of teamwork, collaboration, you know, people want seem to want to be together. And it doesn’t feel like it’s a work shift. As much as it’s, you know, a part of their lives. It’s an it’s a place that they spend a good majority of their lives and they’re happy there. So I definitely, I definitely think that’s the case.

Nick Glimsdahl 25:29

Yeah, is happiness, why they’re added in and out, even though there, they might not be getting paid? It’s not like a really awesome job. Maybe it’s an awesome job in that moment. But are they? Are they doing it? Because they enjoy being there from the employee side now? Or? Or they they’re all in? So you mentioned the all in quadrant the four bucket? Are they trying? Are they all in on what the company’s mission is? Are they all in on the product? Are they all in on creating better experiences? Is that is that part of all into?

Mary Poppen 26:10

It is I do think there’s there are hygiene factors, like paid benefit, the ability to take time off vacation thing, those things that I think have to be present in order for the all in zone to be possible. But I think once those factors are met, and people feel good about that, they can move, you know, kind of up the pyramid of needs, and really enjoy being with the people they, you know, are surrounded by and that’s employees and customers. Right? So I definitely think I definitely think it’s a part Yes, of the all end zone. And as long as the baselines met, you know, companies can get there.

Nick Glimsdahl 26:56

Yeah, I see that as a as a book coming. I know that in and out burgers are very secret with what they do and their process and how they train employees. But maybe it’s the process of, of in and out all in and out burger recipe. So it’s another one of my analogies that tend to be good-is. But, um, so one of the things that you mentioned at the very beginning, or would that I mentioned at the very beginning was around how you run the customer success at glint. So what does customer success mean to you?

Mary Poppen 27:36

So we talked about customer intimacy, which is a so the mission of my team at glint is to deliver a wow experience to our customers. And the Wow, experience is different for every customer. Right? It depends on who you’re interacting with, that the customer, and the customer in general and their needs, from a maturity perspective of their processes to whether they have enough, you know, people to do the technical, every administration work, etc. So there’s a lot of variables to consider. So the challenge for my team is knowing that customer better than anyone else, right, it’s that customer intimacy, again, knowing what they need when they need it, being able to proactively deliver it. And that leads to wow moments, right? When you’re able to reach out and say, Hey, I know that you feel you’ve acquired this company, we let’s get an onboarding survey out in the first 30 days, because we know that retention is that much more significant. If you can act on the onboarding experience of these employees, you know, within the first 90 days, so let’s get it out. And let’s make sure they’re feeling heard. Those kinds of things are, are impressive to customers, but it also makes them look like heroes, right in their company. And so those opportunities to create really not even create, I’d like to talk about innovating, moments that matter with your customer, really start by knowing them really, really well. And taking the time to understand what’s going to make them successful, and what’s going to build the relationship.

Nick Glimsdahl 29:24

So knowing then, intimately, I think it’s is it surveys and truly asking them the right questions. But is it also understanding what they’re not saying?

In terms of the customer mean,

Yeah, when you’re asking those questions, I think there’s a lot of things that people are not saying but they’re acting in a different way than they’re speaking. Is that is that true?

Mary Poppen 29:50

Yeah. So the nonverbal are really important, you know, with zoom and other video conferencing capabilities, you don’t have to be in the room with the customer. To pick up on that anymore, which I think has been game changing, because you’ve heard video or not video, but conference call capability and remote work for a long time that can be successful, share your screen and then have the audio right. With the video, you’re able to pick up on a nonverbal cue that you may not otherwise have seen, right or noticed if you weren’t with the customer live. And so I absolutely, I think that nonverbal plays into the ability to build this intimacy, and to deliver really great results.

Nick Glimsdahl 30:36

Awesome. What? When does the success of the customer end? Is there? It’s like a secret. Is there a secret stopping point where you’re like, ha-ha, checkpoint, like I accomplished my goal? Or is this like an infinity loop where it just doesn’t stop?

Mary Poppen 30:52

It’s, you know, I wouldn’t I won’t even call it a marathon because marathons have a finish line, it is a journey, there is no final destination. The goal ultimately is just ongoing success. Right? So I think the challenge is how do you continue to deliver value after you do reach, you know, the first of the product launch, for example? Or you have finished a year of the contract? You know, yay, let’s celebrate. But what’s next should always be asking, what’s next? What’s next? What other value can we be providing? So there should never be a final destination? Just a lifetime partnership?

Nick Glimsdahl 31:33

Yeah, an extended finish line that doesn’t stop. But maybe like you said, there’s their success factors where you can celebrate those small wins. Because sometimes if you don’t celebrate the small wins, you could get overwhelmed in that moment, because you’re never reaching a quote unquote, goal, or finish line. Right? Yeah,

Mary Poppen 31:54

There’s always key milestones, right. And those milestones should be meaningful. And part of the challenge too, is I densifying, the real value that you can bring, because sometimes customers themselves can’t articulate it. And a lot of times, the people servicing the customer have big portfolios. So there really needs to be a way for both to be able to identify what would value look like, on the employee side, that should, they should have systems, right, and some foundational elements that are being provided that will help them deliver value. So a lot of times I think employees are, are only able to deliver a certain amount of value, because then like, their resources, and their insights sort of run out, right, they don’t have a way to get to the next level. And that’s where I think companies need to start investing and start looking at what are those elements that will help our team continue to differentiate and drive value?

Nick Glimsdahl 33:06

Yeah, that’s a great point. So Mary, I wrap up every podcast with two questions. And I’ll provide them both at the same time. So it gives you a little bit of time to think of them, but what Booker person has influenced you the most in the past year, and we can put the parameters around customer service or customer experience or not. And then the second one is, if you could leave a note to all the customer experience and customer service professionals, it’s going to hit everybody’s desk Monday at 8am. Would say

Mary Poppen 33:38

That I love it. I’m the first one in terms of influence, Vincent man, the HP has taken it upon himself to interview customer service professionals from all industries, since sort of all sizes of companies to uncover some of the underlying themes and best practices, and to build a community of experts with differing viewpoints, but allow pretty much everyone to come together and start to build some common frameworks. And he’s been on sort of a book, the right word, not marathon, but he’s been producing. He’s done a fourth book. And I’ve had the privilege to be part of the journey with him. But what’s been really influential to me, it’s just how he’s been able to just reach out network, you’ve touched all sorts of people get all sorts of perspectives and bring it all together. And it’s really made a huge impact in our CS community. In terms of what I would say to people, I would say this if this hit their inbox at 8am. When the customer comes first, the customer will last. And that’s a quote from Robert Half.

Nick Glimsdahl 34:58

That’s a great quote. Man, I appreciate the recommendation, what does that guy that you recommend? Does he have a book?

Mary Poppen 35:09

Yes, it’s, it’s a mindset. It’s a service based mindset paradigm shift, kind of a long title. But it’s the it’s the most recent book. It’s really, it’s got a lot of frameworks for CS leaders, customer experience leaders to really think through whether it’s their own organization or their consulting for one. So I definitely recommend it.

Nick Glimsdahl 35:38

Cool. I will definitely check that out. Mary, what’s the best way for my listeners to connect with you?

Mary Poppen 35:44

LinkedIn would be the best way. And it’s just Mary, Katherine.

Nick Glimsdahl 35:49

Shocker. Shocker. Connect via LinkedIn. I don’t even know why I asked. Mary, thank you so much. I had a blast. I learned a bunch and I look forward to seeing your success in the coming years.

Mary Poppen 36:02

Thanks so much for having me, Nick.

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The Press 1 For Nick podcast is both educational and engaging, and each episode offers listeners a dynamic blend of insightful stories, best practices, and invaluable lessons.

Nick’s guests – each with a unique wealth of knowledge – include leaders from a variety of backgrounds and industries. Some of his guests include:

Customer service & customer experience leaders
A hostage negotiator
Award-winning authors
Home Depot’s Senior Director of Customer Care
Former VP of Disney’s Magic Kingdom
Lyft’s Head of Partner and Customer Engagement
Deputy Chief Veteran Experience Officer from the U.S. Department of Veteran Affairs

On every episode Nick asks his guest two questions:

What book or person has influenced you the most in the past year?
If you could leave a note to all the Customer Service and CX professionals, what would it say?

You can find all the podcast guests’ answers under their episodes below.

If all you want is the guests’ book recommendations, you can go here.

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