Scott McKain – Author, ICONIC and Hall of Fame Speaker [Customer Service]

Nick Glimsdahl 0:03
Welcome to the Press 1 for Nick podcast. My name is Nick Glimsdahl and my guest this week is Scott McCain. Scott is a globally recognized authority on how organizations and professionals create distinctions to attract and retain customers. Scott’s recent book iconic how organizations and leaders attain sustain and regain the ultimate level of distinction. The book was recently named on Forbes as a top 10 business book for 2018. After 1000s of presentations in all 50 states in 23 countries, he was honored with the membership of the professional speaker Hall of Fame. I can go on and on and on about this guy, but then we would not have a podcast we were just talking about how awesome Scott is. So I want to dig into this guy’s book by Scott, welcome to the press conference, podcast.

Scott McKain

It’s such a privilege to be here. Thank you for having me. You have so many extraordinary guests, and many friends of mine have been on the podcast. And so it’s an honor and a privilege to be asking it and a pleasure to join you. So thank you.

Nick Glimsdahl

Thank you. So the one question I asked every single guest, at the very beginning is what’s one thing people might not know about you?

Scott McKain 1:10
The one thing I think is that I played the villain in a Werner Herzog movie that Roger Ebert named is one of the 50 greatest films in the history of cinema. And it’s so funny you asked that question about my great pal’s speaker Larry Winget was in town for a couple of days visiting me. And we went to dinner last night and a guy came up and said, Oh my gosh, you’re the banker. And he was a Werner Herzog did that.

And it’s amazing to have done something, you know, when I was in my 20s, that, you know, is still seeing and still talked about today. So that’s, that was my, my 15 minutes of Andy Warhol is theme. Yes.

Nick Glimsdahl 1:59
it is amazing. And I think the movie came out in 1977. Is that correct? So you played? Was it an evil character? Or was it just the banker? Or what? What was your role?

Scott McKain 2:11
Well, it’s the story of German immigrants that come to the United States thinking that it’s going to be the pot of gold at the end of the rainbow, and the banker who lends them the money to purchase a mobile home. And then I repossessed the mobile home. And it’s kind of the villain of the story. Because there’s a line that the main character says to his wife, you know, in Germany, they beat me up here, they do it from the inside out, meeting me, you know, that I’m tearing the guy up, and but the banker was in a situation where he was doing his job, but the fact that he was so phony and fake and smiling, and, you know, kind of leads them down the primrose path, when there’s obviously no way there’s no way they’re going to be able to make the payments and all that kind of thing. So it’s, but it really is interesting, some people viewed it in a way as a negative look at America. And to me, I looked at it very positively. And Herzog did talking with that as well, that, you know, it really was the story of is not the pot of gold at the end of the rainbow you have to earn what you receive. And I don’t view that as a negative message at all. So it was weird, he talked to me about being in his next film, it didn’t work out because one of the cast members became ill. And then they changed it from an English-speaking film to a German film. But it was just a great experience. It was it was amazing. I learned that acting was not in my future. Because Nick is someone that speaks says, as you do, you’ll appreciate the privilege that we have to be able to write and deliver. And to kind of produce our own and, and in acting, it was okay, here are the words you’re going to say. And I’m going to tell you how to say it. And I’m going to tell you where to sit when you’re saying it. And we’re going to keep doing it until you get it the way I want it not the way you want it. Right that so that just wasn’t for me. But I’m glad it is for others I did movie reviews that are syndicated nationally for a decade. And it led to my first book, which was all businesses show business, the combination of, you know, how do we look at customer experiences through the lens of creating compelling experiences. And now, you know that that book came out almost 20 years ago, and now it’s just something we kind of take for granted in this business. But all we all look as customers for that experience that makes us feel the way that a good movie makes us feel.

Nick Glimsdahl 4:41
I always enjoy this question because I have no idea what people are going to say. Although I did do plenty of creeping to find information about you and I thought you were going to pick something else. So I thought I had a little rabbit. I thought I had a rabbit in the hat. I thought I was going to pull out

Scott McKain 5:01
Well, I can play I can tell you I played drums had a chance to go to Nashville and be a drummer with a country music guy that was a star and good music at the time. And I had, it’s one of the turning points in my life, I had to decide, did I play drums? Or Was I a drummer? And those are two different things, right. And I realized that I enjoyed playing, but there is a commitment to any profession that you have to make, I think it’d be successful. And that was not the profession. I wanted to commit. My time and my effort to, and getting involved in customer experience and writing and speaking about it. That’s, that’s something I can spend my entire life on.

Nick Glimsdahl 5:40
Yeah, there’s a difference between good and great. And then there’s a difference being iconic. Aha. Which will, which we’ll talk about right away. I love it. Yes. So the book, right, iconic, it’s how organizations and leaders attain sustain regain the ultimate level of distinction. Awesome book, I highly recommend everybody to pick this thing up. The one question, I got a bunch of questions. But the first question I have is, what does it mean to you to be iconic?

Scott McKain 6:08
You know, the book I wrote before iconic was named create distinction. And it was what you could do to stand out in the marketplace. And interestingly enough, one of my clients, who went through the whole process is Fairmont Hotel. And they went through the whole process about, you know, how do we have distinctive housekeeping? You know, what would make our housekeeping distinctive from Marriott? And how do we have the distinctive front desk and how do we, and they weren’t properly property, in particular, the Fairmont Scottsdale princess did it and they’re getting all these accolades. And so I’m having breakfast with the CEO of that hotel, and he said, Okay, so now what? It was a blinding flash, the obvious, I’d written a book about how you got there, but not how you cap it, or how you got it back. But the other thing that I noticed was the distinction to me meant that you stood out from your competition. You know, how did that hotel stand out from the Marriott’s? In the Heights in the Hilton’s in that area? How did you become distinctive from your competition? But yet, as we know, there are some businesses that transcend their category. They are so good at what they do that, you know, I, for example, I speak a lot to financial advisors. What you know, there’s some that stand out from other financial advisors, but there are some advices that are so good. I wish my accountant ran her office the way my advisor does, I wish my doctor ran their office, I wish when I go to buy a car, that they would treat me the way that this financial advisor treats me right. So to me, that’s iconic, when you become not just the standard, the got in your industry, but you become a benchmark across category categorization. That’s when you’re truly you know, iconic, and there’s some that are just clichés. I mean, you know, Michael Jordan is distinctive in basketball, LeBron James. They’re iconic, they transcend their sport. Starbucks isn’t just a coffee shop. But these are just so old and tired examples but yet they’re ones I can use that that everybody understands. But like, you know, if you read the book, there’s a steakhouse in Indianapolis, has higher revenue than Tavern on the green in New York City. And every business in Indiana, not just other restaurants, every business in Indiana looks at you know, how do we keep our employees the way that signal Mo’s keeps great leaders? How do we create something that my friend Jay Baer calls at a talk trigger like the cocktail sauce is saying, how do we create that so they become a standard by which every business in that community aspires? So that, to me is what iconic is when you transcend your own category? Because what you deliver is so superior and you can’t be iconic, without delivering the ultimate customer experience?

Nick Glimsdahl 9:03
Yeah, I would say the same is true. I saw a quote a while ago where it’s talked about organizations or people getting tattoos of companies, on their bodies. And the number one tattoo in the world of a company is Harley Davidson. And so the question I’ve always kind of proposed is how do you get a person to put a tattoo of your organization on their body? And what does that mean? Not necessarily, right? It figuratively but what does that mean? And how do you reach that? And I think that is the iconic stage,

Scott McKain 9:37
that you’re exactly right. It was the keynote speaker for the global dealer meeting for Harley Davidson a few years back and a Harley dealer came up and pulled up his sleeve and showed me the Harley tattoo. And then he said to me, do you believe in distinction enough to get it tattooed? Like I believe in Harley, I got it tattooed, and I went out and I got this thing. Got my arm? Because I, yeah, you know, I think you got to walk your talk, I think it and so what you’re saying really resonates with me, Nick, because, you know not that not to Jeff to put it think on your body. But are you that committed? And we might vary, you know your commitment shouldn’t be the same as mine and vice versa. But the question is, are you that committed? I think that’s one of the problems today is that, you know, we’re not clear about what we are. And we’re not clear about what we are not. And so many organizations try to be all things to all people. And there’s a lot of things I disagree with in the book Good to Great. But the opening line, to me is the greatest opening of any business book. And that is the good is the enemy of great. And there’s a lot of places to have good customer experiences. And that’s what keeps them for having great customer experiences, they don’t go all in. So what we have to do is to you gave a perfect example, we’ve got to be so committed to who we are and what we do and how we deliver it. That is the same level of commitment is putting it in, in your body.

Nick Glimsdahl 11:09
So for the people that can see Scott. And I didn’t, I did had no idea that he presented a Harley. And I had no idea that he actually has a tattoo of distinction on his body. But that was that was the greatest setup. That will never happen again. That was amazing. So one of the quotes that you have in the book is to taint to attain iconic status, you must seek to enhance and play to the strengths of your team. And I think that really resonates with me, because I’ve experienced it. Like when you go and do a quick trip like in St. Louis, that was my favorite QT was my favorite gas station at that gas station, and I’m guessing they were trained on it. But they would look at my credit card at the time. Or if I you know, whatever I bought, and they looked at my credit card, they’re like, Alright, Nick, see you later. And you say, Alright, see you later in your head in my subconscious. I’m telling them, I’m coming back. But which with Kwik Trip, you mentioned the chapter, what makes them successful?

Scott McKain 12:21
what they believe in their people, and they show that by how they compensate them, among other things, right. It’s one of the things I say business meetings that sometimes gets me a little bit of trouble, because it’s a little controversial. But I, especially pre pandemic when everybody was meeting together and I would I would hear these executives get up and go, people are our most important asset. And then they treat them like an expense. Yeah, in business. To me, an expense is something you seek to minimize or eliminate. Right. And expense is something I need to manage an asset is something I nurture and help to grow. And what Kwik Trip does is to truly treat their people as an asset and invest in them, pay them better keep in, I was on a program a while back, and I take my seat to give my speech and there was going to be a panel discussion on before me. And there was an older gentleman that was sitting next to me we strike up the conversation and I didn’t know who he was. And they introduced the co-founder of Costco. And this guy stands up and walks out of the stage. I like oh my gosh, shut up. But one of the things he said as we were talking afterwards, is he said the key to success of Costco is that I decided early on, I would rather turn over inventory than team members. Most places viewed that turnover of employees as like turning over inventory. And he said if there’s a key to our success, you know, people think oh, it’s lower prices. It’s but he said it’s really not it’s that we really do care about our people and we treat them better. You know, and it’s interesting. My wife was in Fort Wayne, Indiana, when Costco opened in Fort Wayne, the number of applicants to work there was extraordinary. And we call this a clue. I mean, you compensation is part of it. It’s not all of it, but its part of it. But what QT does what Costco does is they treat people as an asset. It’s not just lip service, it truly is the way that they create experiences. I mean, you know, the airline industry, they would they would treat their employees extraordinarily poorly. Compensate them poorly, and then expect them to deliver great experiences to customers. You can’t balance your book on the on the books on the backs of your employees and expect them to Deliver the kind of experiences that that customers going to find compelling. So you gave the perfect example there, their cutie, I mean, they, again, why did that person make that effort? Well, it’s because the company displayed a commitment to them. And so they’re modeling that behavior by showing that commitment to you as a customer.

Nick Glimsdahl 15:22
And correct me if I’m wrong, but I believe they pay them well above the average of what they should be getting paid. But when it comes to training, they also train them and started saying, hey, you’re going to, you’re going to learn how to do the inventory, you’re going to learn how to do the cashier or the run them, you know, clean the floors and clean the toilets all at the beginning. So you know exactly what it’s like, and maybe what the same some of the pain points are. So you know, how to fix them, or you know, what, what that process is going forward? And I think that is so key. The one thing you mentioned, you talked about asset over. What? Over expense, it made me think of like, are they are they overhead? Are you pushing them over your head? Like, are you celebrating them? Oh, I love that, or I love that. Yeah, feel free to use that. I will quote you. I love that. So that it’s all yours. So when it comes to organization, we talked about cutie we talked about Costco? Why do companies run from their own uniqueness?

Scott McKain 16:30
I think because they a couple things. One is, I think, because they incorrectly assume that the more the more alternatives we offer to the marketplace, the more attractive we’re going to be to customers. So they try to be all things to all people and they don’t want to isolate. They don’t want to tell you what they are. But they’re not as willing to tell you what they are not. And you can’t have clarity, unless you’re also willing to define what you’re not. I heard a lecture the other day that that really struck me it said, when do you ever wonder why a country’s boundaries are what they are? Well, it’s because in ancient times in particular, that’s where they were willing to fight the battles. Hmm, you know, you crossed this line, we’re going to fight we’re going to claim this is our territory. And if you cross this line that if you stay on the other side of that line, alright, we’re all right, you know. And so the boundary lines are where the battles were fought. And most organizations aren’t willing to fight those battles and establish those boundaries. But the other thing is in recorded history, no customer has ever said, I love doing business with them. They’re exactly like everybody else. You know, what I proposed to my wife, I did not say, will you marry me? You’re just like every other woman I’ve ever dated. Yeah, I mean, that would not be a great proposal, right? So we are attracted by our, by the differences. And most organizations run from that they don’t, they, they don’t know why they are different, or they don’t try to create a difference, or they’re not willing to do the battles that it takes to establish the boundaries that it would really attract customers. No customer is loyal to a generic yet many organizations strive to be exactly that.

Nick Glimsdahl 18:22
It’s going to be harder every single year trying to create distinction, and to meet customers’ expectations. So if you try to be like everybody else, and you’re just Manila, then you’re going to fall back. Total, there’s a, there’s a lot, there’s a lot to that. One thing, I think in chapter six, you lost me a little bit. And you tell people you tell people go negative? So are you telling me that the iconic companies are not always bubbly or happy?

Scott McKain 18:54
Oh, one thing I want to stress, I probably should have stressed it to the greater degree of the book is that I’m not saying be negative. I am saying go negative and don’t be afraid of the negative. Here’s what happens. The situation, let’s say, you know, something happens, and I’m a dissatisfied customer. So I complaint. Now, by the way, you know, there’s a lot of research out there that you know, as well or better than I think that, you know, complaint really is a gift, right? Because there are some customers that don’t complain to you, but they’ll tell everybody else and they never come back, you never got a chance to regain their business. So a complaint is something we need to take very seriously from customers. But yet, what often happens is we don’t you know, we just want to make sure that customers happy. So we put a band aid on it and send that customer away happy. But we don’t though negative enough to drill into what is wrong with procedure, or what is wrong with our training or what is wrong with the policy that created that let this happen to create a decision. Satisfied customer. There was a study at Texas A&M University that said that the SWOT analysis, the strengths, weaknesses, opportunities, threats, analysis in many companies is become irrelevant. Because employees are afraid of identifying weaknesses out of fear that they will be perceived as negative employees. And it’s a whole shoot the messenger kind of thing that we see in in so many organizations. So what I’m trying, one of the things I noticed about iconic organizations was they embrace that negativity, let’s really drill down and figure out what’s wrong as the way of making it right. And, and I’d like to see more organizations as they try to become iconic. Understand that positive employees and positive procedures can be obtained by not being afraid of the negative and being willing to go deep, and discover those issues.

Nick Glimsdahl 20:59
so interesting. So how should my listeners go negative?

Scott McKain 21:04
Well, you know, in part, it depends on what their individual’s specific responsibilities are, of course, but, you know, take a look at take a look at what’s going on with your customer surveys, your customer evaluations, you know, are there are there trends in what they are saying, okay, so how does that happen? And walk backwards through every step. And, and a lot of times, you know, it’s, it’s a bad analogy, but it’s a lot like a plane crash, you know, when a plane crashes, it’s not necessarily that one thing goes wrong. It’s that this happened that triggered something else that created and but it isn’t, until we really go deeply into that, that we figured out where that first error was that contributed to the second mistake that in and that analysis becomes important. Secondly, is I love doing customer interviews, you know, when somebody isn’t happy to really ascertain what specifically was it? Now, what are the problems in doing that? Is it organizations turn that into a sales call? You know, or, hey, we’ll give you a free one. If you come back. Well, that didn’t solve the problem, right? I mean, it made that customer happy, hey, I, you know, I got it for free. But what, what created the problem what created that situation? In we can, when we show the customer, we really care about fixing it. By the way, one of the things that some iconic organizations do too is they follow up on that. Thank you for this input. Here’s what we did to make sure this doesn’t happen to other people again, you know, one of the interesting things I talked to AIG malpractice, and they do malpractice insurance, and they said one of the most important things that some folks want when they file a malpractice suit against the doctor, is that they want compensation isn’t that they’re trying to take a hunk out of the doctor side, they want to do the process. So other patients don’t experience what they did. Well, if the doctor or the clinic or the hospital would have followed up with them to say, here’s what we have done to fix the process that created the problem that you had, how many dollars of lost investment could have been recouped? Because people wouldn’t go after that. So it becomes important to follow up with the customer and let them know what you’ve done to make that run.

Nick Glimsdahl 23:26
Yeah, one thing that I interviewed Chris Voss, he was international hostage negotiation. Yeah, it’s that Yeah. And he talks about labeling. So when, when somebody, so when in customer service, if somebody gets frustrated, instead of just hearing them out and responding to what they’re saying, sometimes you respond to what they’re not saying. So it sounds like it seems like it feels like that you are frustrated sounds like we let you down. And when somebody just feels heard, sometimes that just solves their problem.

Scott McKain 24:00
you’re exactly right. It’s, it’s interesting, even to it as you listen to them. You know, when you say it sounds like feels like you’ve been let down, you almost hear it, you know, just the tension of the anger that the customer has, is released. And now you’re over the biggest hurdle there. Yeah, but the thing we often I think, forget is that customers bring the baggage of every negative experience with everybody they’ve done business with both at work and at home to that conversation. They come in if they’ve been treated badly elsewhere, they come in with the expectation, perhaps unfounded, but still, you know, it’s real to them. That that you’re not going to treat me any better than anybody else since I’ve been abused by this company. Now you’re going to do the same market that I had and that’s a problem, but it’s the reality that we have confront, deliver an ultimate customer experience.

Nick Glimsdahl 25:03
Yeah. And sometimes it’s not even necessarily another company, it could be somebody else inside that same company that let them down. And maybe it’s just because they had a bad day.

Scott McKain 25:13
I joke about playing operator lottery. But operator lottery is when you call a helpline and you don’t get somebody that’s very helpful. So you just hang up, call the number back, hoping the lottery wheel is going to spin you around to somebody that’s committed to helping out their customer. And that’s a problem too, because I talked about we own the trademark on the term ultimate customer experience. And if it’s random, it’s not ultimate. And that’s another place that we can go negative who are the Who are the people we either need to retrain or not retain? Because if they can’t meet our standards that damages everybody in our organization?

Nick Glimsdahl 25:52
Yeah, so with damage with organizations, we kind of see a lot of organizations like Toys R Us and blockbuster and compact, and others, I mean, we can go and have a list of list of them, but they lose their luster a little bit loser shine. But if a company loses their shine, and they used to be iconic, can be regained.

Scott McKain 26:14
Yeah, it can be. It depends, first of all on how abused your customers feel. One example I use in the book was Radio Shack, I don’t know that I ever had an extraordinary customer experience at Radio Shack. And I had bad experiences at Circuit City, for example. So when they went out of business, there was no real longing, you know, to get out. So it would naturally be harder for them, because they hadn’t built a reservoir of goodwill. But another company that’s become a client of mine is United Airlines. And one of the things that they realized is, first off, you can’t immediately come back and say, fly the friendly skies, when people go, hey, you were too damn friendly last time. But they realized you have to do that from the inside out. And I think that that’s one of the real issues that happens when you try to regain this lost luster is that you first of all have to realize what the problems are internally, you have to accept it and acknowledge it and own it. And you have to fix it internally, before you can go externally. Because really, what you’re saying when you try to regain it, is we screwed up. We own it, we fixed it. And now we’re trying to get you to take another chances on us as a customer. And that means you better have your internal systems, right? Because the customer isn’t going to give you too many chances after that, you know, they might give you a second chance. But they’re not giving you the third and fourth and fifth chance while you figure this out. Right. You’ve got to fix it internally, before you can take it externally the customer.

Nick Glimsdahl 27:58
Yeah, I love that. So I got to ask the question, because for somebody who is in the professional speakers Hall of Fame, you’ve got to you’ve spoken everywhere, probably in crazy amount of countries, right? It’s that we talked about 50 states, all 50 states in 23 countries and counting. If you can go back and speak at one more place, where would it be, and why?

Scott McKain 28:23
the first thing that popped into my head was I had the privilege of speaking in Moscow. In the 1980s. I was part of a student organization and they threw that they begged me to speak there. And it was it was before the fall of the Soviet Union. I would love to go back and just experience that, again, just to see how much that city is changed. I in the student organization I was part of was FFA at the time I was in it was called Future Farmers of America. Now there are so many urban programs and, you know, small animal care for veterinary people, tech technicians and so forth. That it’s just FFA. They invited me to back to speak to the convention A few years ago, there were 40,000 people in the audience. So to get to do that, again, would also be a great privilege. That’s a great question. You know, I’m, and I’m the luckiest guy in the world. There have been so many extraordinary experiences that I’ve had, you know, it’s kind of like saying to a parent, okay, so which is your favorite child? There’s so many great experiences, but that that’s, that’s a couple that would be really, really need to redo.

Nick Glimsdahl 29:47
that’s great. Thanks for sharing Scott. So I wait. Alright, I asked two questions to every guest and the first question is what poker person is influencing the most in the past year so parameters and then the second one is V didn’t leave a note to every customer service representative, it’s going to hit everybody’s desk Monday at 8am. What would it say?

Scott McKain 30:07
The answer to the first one, it’s a person and the book that they’ve written. I think a lot of times, we take things for granted, you know, we’re always looking for that new, shiny object. And I have a great friend named Joe Calloway, who wrote a book called be the best at what matters most. And I love that simple philosophy. You know, it’s, it’s not be the best at everything, it’s not be the best that it is. First of all, I think it gets back to the clarity piece we talked about earlier, really defining what’s important, and then be the best at that. And focus your attention and focus your resources on being the best at what matters most. And I had read that book in this last year of time of COVID. I reread it. And it’s powerful, and it’s inspiring, it’s instructive. All at the same time. If I was going to leave in a note, for folks in involved engaged with customers, it would simply say, if I were being treated the way that I am currently treating this customer, would it make me excited to do business here again? I think I think that’s the ultimate question. You know,

Nick Glimsdahl 31:26
it is the ultimate question. It is, because it’s a gut check to. I asked, I asked companies, would you do business with you, if you if you had a choice? And the question, or the answer is usually silence? Because they don’t want to answer it. I love the question. I think it’s profound.

Scott McKain 31:49
I asked. I asked executives, I say, how would you like to work for you? And I had a guy go back out and quit for you guys. That’s, that’s a brilliant question. I love that. Would you do business with you? I mean, that because it is it’s a gut check. It gets you back to, you know, if I was being treated as if I were the customer. And I’ve been treated like this when I’m doing business, what I what I want to go back and buy from me or be served by me or be helped by me at a call center? Would I want that again? So

Nick Glimsdahl 32:22
that’s great. So Scott, how can my listeners get ahold of you? If they want to buy your book if they want to book you for a speaking gig? What’s the best way to get ahold of you?

Scott McKain 32:32
Yes, I appreciate you asking a couple ways. What is this Scott McKain calm, its McKain. So a little bit different spelling, it talks about the speaking business and tells you more than you’d ever want to know about me. We also have a program called the iconic inner circle. And every week you get an assignment about what you can do to become more iconic, and every month we get together and do a Q&A. There are also programs that we have that are a part of that that are you know, self-paced learning programs of creating a distinctive story. How do you get better on online with communication, virtual communication, one is on you know, setting your goals and your values and making sure that they’re in alignment. So there’s several things there and one of the things that we’re doing for folks that are kind enough to listen to the podcast if you go to iconic inner circle.com your first month’s free and you can quit any time so there’s no risk so sign up try it for a month if you like it we’d love to have you remain if you know if you get the information and don’t want to proceed and you can quit it’s free so just go to iconic inner circle COMM And take a look

Nick Glimsdahl 33:39
and love that. However, if you sign up for 12 months, you get to get a tattoo of iconic inner circle

Scott McKain 33:45
on your arm that might go on the other arm right I thought of that that’s a great idea.

Nick Glimsdahl 33:51
you’re going to have to stop writing books because you’re going to be fully attached

Scott McKain 33:56
going to look like to get the county fair. Yeah, that’s

Nick Glimsdahl 33:59
awesome, Scott. Appreciate your time. Everybody. Go buy this guy’s book iconic how organizations leaders attain sustain and regain the ultimate level of distinction where books are sold. Scott, appreciate your time and looking forward to success you got here in the coming year.

Scott McKain 34:14
I really appreciate it. It’s been a delight being with you. Thank you

—————————–

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.

Subscribe on: Listen on Apple Podcasts Listen on Spoti Listen on Goog isten