Brad Cleveland [Customer Experience]

Brad Cleveland – Author, Leading the Customer Experience: How to Chart a Course and Deliver Outstanding Results

Brad talks about:
·       Why organizations should build a core leadership team around the Customer Experience
·       The importance of effective communication
·       How to get Employee Feedback
The person who has influenced Brad the most in the past year:
My Mom, Annie Cleveland
His note to all customer service professionals:
“Thank you for all the hard work and important work that you do.”


Nick Glimsdahl 0:00
Welcome to the Press 1 For Nick podcast. My name is Nick Glimsdahl. And my guest this week is Brad Cleveland. He is a globally known for his expertise in customer strategy and management. He has worked across 45 states and in 60 countries at his impressive. Brad is also an instructor for LinkedIn learning with courses on and customer management and strategy and leadership. Brad, welcome to Press 1 for Nick podcast.

Brad Cleveland

Thanks so much, Nick. It’s really great to be I love the podcast. So it’s an honor to be with you.

Nick Glimsdahl

Thanks, man. That means a lot. So the question I asked every single guest is what’s one thing people might not know about you?

Brad Cleveland 0:38
All right, this may be one of the nerdiest answers you’ve got. so far. I’ve kept a journal for over 30 years, it’s in my handwriting, which is legible, they probably only me in the world.

And it’s not profound. But you can ask me what happened pick a day, 22 years ago, and I can go back, if we’re in my office, my home office where I keep these journals. In one minute flat, I can tell you what was going on that day. So it’s been fun that 30 years. And and it’s great for me because I can go back and see what I was, you know, worried about or excited about or working on and, and just adds a lot of context.

Nick Glimsdahl 1:21
I love that. And it’s something that I’m really thinking about getting into I’ve heard a lot of organizations or a lot of leaders like yourself, who who do write down their thoughts every day. And it’s great to process. But the question that I have for you is what have you learned? And what we can do a whole podcast on this, but what have you gone back and said, Man, I wish I wouldn’t have worried about that. Or, Man, I wish I’d have known these five things 510 2030 years ago?

Brad Cleveland 1:51
That’s a great question. You know, life happens every day. And I think, what’s the old saying life happens when you’re making other plans, or a bunch of takeout versions of that. Life is happening to us every day. And it might be a work day, and we’ve got our to do list and we’re doing this and doing that. But really enjoy it. You know, it’s it’s, it’s every day is precious. And I’ve got a little piece I keep on my desk. It’s a property that’s been around for 1000s of years, you know, teach me to number my days and make every day count.

Nick Glimsdahl 2:33
I love that. And just so I’m accountable. I’m going to buy a journal in the next month and start journaling. That’s awesome. All right, not just you, but everybody hears me, and they’re gonna have to call me out and say, Nick, did you actually do this? So it’s on me to make it happen. I hope I can make it 3030 years. That’s, that’s great.

Brad Cleveland 2:53
And, and as I say it’s there’s nothing profound. I mean, sometimes I’ll put down some thoughts that are a little deeper than than other days, but it’s really just what happened. But but that’s enough of a of a prompt that I can remember what was going on in most cases, even years and years ago. So that’d be my advice. Keep it super simple.

Nick Glimsdahl 3:13
I love it. Appreciate that. So speaking of advice, you are about to release a brand new book, leading the customer experience, how to chart a course and deliver outstanding results on in the states may 25. First of all, congrats. That’s pretty awesome. And in second, who specifically is this book created for?

Brad Cleveland 3:37
Ya, that’s a great question. It’s intended for to be helpful for anyone in any role. If you’ve got an inkling of an interest in customer experience, or if a colleague happens to hand you this book someday blessings on them for doing that is for you. You know, one of the challenges with customer experiences, it’s too often coalesced around teams that they don’t maybe build broad based efforts. They don’t they don’t start out with that intention. But the other customer experience has been around for a while. So there’s there’s professional standards and terms and all these acronyms and principles and, and it can become insular, it can become something that’s exclusive and not inclusive to people. So we want it to be something that draws in everybody. So any role any industry, you know, business to business business, consumer startup or global multinational, we hope it resonates with with anybody. And at the end of the day that that it’s something that that makes customer experience accessible and exciting. Good stuff. So

Nick Glimsdahl 4:49
let’s dig into it at a very high level. What are some of the themes of the book?

Brad Cleveland 4:54
Yeah, there’s 10 chapters and they’re built around five major themes. So And we wanted this to be left brain enough. And you’re really a guidebook that you can follow along. But we also want it to be interesting and fun. So there’s lots of stories. There’s lots of case studies and examples. But the the five major themes are start with establishing your approach. vision where you want to go the why. And then listen, respond is the second major theme. So voice to the customer, but that’s become kind of a wonky experience in a lot of organizations. And again, it’s, it’s too exclusive, not inclusive enough. So so we cover voice to the experience from my, from a hopefully expansive perspective, you know, listen through all the channels, all the ways are trying to communicate with you include your your employees in that effort. The third major theme, then is educated design. So you’ve established your approach you’ve listened Now, where do you want to go? You know, what, how do you get there? So educate and design your processes and your quality standards and other things that support your effort, inspire and innovate as the next theme and then build on the momentum? Keep it going? It’s not a project, heaven forbid, it’s not a project. It’s a way of life. It’s it’s something ongoing?

Nick Glimsdahl 6:16
Yeah. I like how you just said that it’s a way of life, you don’t just call it the Easy Bake Oven, you can’t just set it and forget it. And I think as a cx leader, you don’t just send an email to the tire organization, saying, Hey, I just want to reply to everybody real quick. We’re doing cx today. It’s that seismic shift, right? It’s for every organization to focus on cx. So where do you recommend maybe my listeners to get started?

Brad Cleveland 6:47
I’m laughing because I’ve seen some organizations send that email. All right, everybody. Here it is. We’re going big. doesn’t doesn’t work. You know, a quick story on that I was sitting in the back of a convention center. A while back as before Calvin tumbled the world. So it was when things were still in person. And, and this organization had their their entire management, team supervisors, managers come together for a day and they were talking about initiatives in the future. And it was a great day, they did a really good job putting it together. I was a speaker that morning, and they’re like, Hey, why don’t you stick around and listen to other sessions. And it was a lot of fun. One of the sessions near the end of the day was on their customer experience initiative. And two people put a ton of work into this is like I think was 75 minutes. And they had 30 or 40 slides and terms like NPS and CES and all these different principles, they went over and metrics and there were graphs and all these things. And they did, they did a really good job of putting together a lot of information. But it was right before coffee break, we took a break. So I’m near the back of the room sitting in one of the back rows. I’m one of the first out to the to the coffee station. And I hear two people behind me talking and one’s leaning over to the other. Did you get all of that? The other person said Not really. I just hope it doesn’t add a lot of time because we are swamped right now. And I’m thinking oh, no, you know this, that came across as a burden, not something exciting, not something that pulled them in. That’s that’s not where you want to start. Right. So so I feel we’ve got to start with vision. And we hear that a lot. I think in days gone by, I probably didn’t give vision as much attention as I could have or should have not not that it wasn’t important. I’ve always known it’s important certainly has been in the organization side. I’ve had the opportunity to lead but I probably gave it pretty quick service. Yeah, vision. That’s good. Got it, jack. It’s really important. I mean, you don’t hear Ilan musk talking about customer effort score. It’s very important to him, but he hasn’t. He’s not that’s that’s not his patch. You don’t hear Richard Branson launching companies around when we’re in real in the net promoter score. You never heard Mother Teresa talk about customer satisfaction, but it’s certainly important. So vision, we’ve got to have vision, something that exciting that pulls people in. And it can be simple. You get the government of Australia right now as a vision may get make government services simple so people can get on with their lives. That’s their vision, love it. Rei use that demo as an example a lot. We inspire, educate and help it for a lifetime of outdoor adventure and stewardship. Build, you know, terrific I can be working in a store I can be in one of their contact centers. I can be in marketing or some other area and I know what we’re about, and that pulls me and so start with finish.

Nick Glimsdahl 10:01
I hear that a lot is people talk about at this big event, and it could be a 75 minute presentation with slide decks that look amazing and put a ton of detail. Is that situation where that next person says, Man, I can’t wait till this fad is over with? Because I don’t have time for it. It’s it is that burden that they feel? And if they don’t they don’t know what that vision is or or their personal why let alone their professional or the corporate Why? They’re not going to get bought in. And so it is that constant vision of making a crystal clear for that employee? Because the employee experience equals customer experience. Right?

Brad Cleveland 10:41
Absolutely. And there used to be a debate about that, you know, what comes first? Do happy customers help inspire our employees? And that all sounds hopefully pretty ridiculous. Now we’ve all had your listeners have first hand experience in this. The research is certainly clear on this that customer experience is is the basis the foundation of excuse me, employee experience is the foundation of customer experience. It’s got to start there.

Nick Glimsdahl 11:16
Yeah, I would 100% agree. So with all of the data out there today showing the improvement of what customer experience and or employee experience does. Why don’t some of these leaders jump in headfirst into customer experience?

Brad Cleveland 11:34
Really good question. I think customer experience has been a victim of its own success in the sense that it’s been out there for a while. And a lot of organizations think they’re doing it. And you hear you hear some pushback and different, you know, research results that Oh, it’s failing in a lot of cases. I saw a number recently 93% of customer experience initiatives fail 93% My goodness, you often hear 70%, like more than half are failing. And that, to me just seems ridiculous. If customer experience doesn’t, doesn’t work, if it fails, what do you do not do customer experience? That’s not an answer. We have to get this right. It’s our future. So I think a lot of leaders don’t jump in because my goodness Am I gonna risk my credibility on this? Or maybe I don’t have the authority it’s it’s the whole shootin match. It’s It’s big. It’s, you know, every everything a customer prospect experiences, its product services, you know, marketing, perception, all the social banter out there. So maybe I’m not in charge all about, or if I am, I’m CEO, or CFO or CEO or chief customer officer, we still may have other priorities that let’s let’s hang our hat on some other things that we’re doing right now. My encouragement we addressed this in the book is, don’t let any of those things get in your way. You know, jump in be the spark that gets things moving in the right direction, because it is our future. And you can build a you know, selfishly you can build an incredible legacy by by helping get things moving in the right direction. But beyond beyond you, beyond me beyond those of us that are involved in us, we’re making a difference. And it’s that intrinsic motivation. That’s pretty cool. When when you jump in and get things moving.

Nick Glimsdahl 13:39
Yeah, when it comes to building that spark, sometimes it’s difficult to do it on your own, you’re pushing that rock uphill, waiting for that momentum to hit once you hit the top to go come all the way back down. So why is it important for organizations to maybe build a core leadership team around customer experience? Is that is that something that is the right thing to do? Or is there another option?

Brad Cleveland 14:02
Yeah, we your customer experience is is everything its products, services, promises, it’s what a neighbor mentions across the fence to a prospect so so it involves the entire organization. So we have to we need a team to manage this, we need a team to pull people when the problem that sometimes happens too often happens is that the team becomes you know, another silo are another project unto itself. And so the team’s gonna have a very clear focus on facilitating and enabling broad participation not becoming a silo in and of itself. But a team is important, you know, we need we need the right and that’s one of the things you know, this is chapter one stuff, build allies, build advocates get that get that team in place and you can be in department or you can be a supervisor of a team. And you can start right where you are. Yeah, ideally, customer experiences supported from the top, it’s organization wide. But we’ve seen sparks happen in very specific areas of organizations that then really lead into a more broad based effort, they inspire something great. And you can trace it back to where it started. In some cases, it was a supervisor of a team saying, Wow, we can do better, you know, we can, we can really create something special here.

Nick Glimsdahl 15:37
So during that transformation during that spark, because if you just have a spark and you’re saying, hey, let’s do something or you’re creating a team, and it’s maybe not the right team, or maybe it’s, there’s not the right plan or vision moving forward. That’s, in and of itself is is complicated and frustrating, but I say everything is going well. But as a as a customer experience leader, how important is that effective communication on that journey?

Brad Cleveland 16:08
Yeah, communication is so critical. And I’ve it’s kind of like vision I’ve come to realize it’s, it’s as important and more as I ever realized. I mean, this has been a 30 year journey for me and some of these things, I kind of feel like I’m starting to get a little bit and next week, I realize I didn’t quite have it just yet. But But communicate you we talk about communication and and we look at you know, what’s being communicated? What are what are the messages? Who are they going to all that’s great, but quick story. One of my neighbors, Josh Lewin is a sports announcer, friend and neighbor, and Josh is a great announcer. I mean, he can take even a boring game or a lopsided game and make it super interesting. You know, the personal stories and the statistics and the journey and up and coming to Amazon even though they’re absolutely wallets right now. And it’s fun. It’s engaging and, and when the sports world and so he’s an announcer for the Boston Red Sox, and the UCLA Bruins and he’s got this incredible resume of teams he’s worked with at the pro and collegiate levels over his career. And when COVID shut things down last year, Josh and his, you know, peers in the announcing space are like, how do we keep our skills sharp, there’s nothing to announce. And so they came up with this friendly competition, where they would enhance the mundane. And then they create videos and they post these videos on Twitter. And they’re hilarious, you know, someone crossing the street, a pedestrian crossing the street, someone would in the answer they’re looking at, they’re looking right. So Josh announced, making once one day as a frozen to keto, he put in his microwave. And he has this on video and the LA Times actually picked up on it. So you can google Josh Lewin. And you’ll see this LA Times story about these announcers do these little friendly competitions. But he’s announcing this to keto cooking this microwave 14 seconds 1312, the wife, the dog, we’re coming down to is so engaging, and I’m thinking, if Josh and his colleagues can do that, can you and I with customer experience data and our reports and all the things we’re trying to communicate here’s what can we make it a little more interesting? You know, you bet I’m no Josh Lewin. But I can tell a good story if you pin me down, and you can and so can any of us. When we’re seven, eight years old, coming back from summer, we we’d wide eyed we tell stories about our adventures over the summer, we got to get back to our DNA, we’re all good at this and bring those reports to life. Don’t let them fall on yours that just aren’t listening or in tune because their reports they’re they’re boring. They’re there. There’s too many of them. There’s too much we’re trying to say we we just don’t make it fun. So bring it to what we actually have a whole chapter on telling stories chapter five, bring customer experience to life.

Nick Glimsdahl 19:27
Yeah, go back is as a listener of this podcast, go back and listen to that. Go go and buy that book and listen to chapter five because the storytelling is key to anything but it’s crucial in customer experience. So with the the next question I have is there’s a lot of metrics out there. We talked about the cset NPS the customer effort the fill in the blank, right the next three, three acronym three, three letter acronyms that that’s going to come up in the next five years, but how do my listeners know What KPI to do at the right time? Or what do you recommend? Or how do how should they get started?

Brad Cleveland 20:07
I am so passionate about this topic specifically. And and at the risk of being a little different than what we normally hear around metrics. I just, I think we’re getting it all wrong. There’s all this debate and discussion around the high level KPIs, your net promoter score, and customer effort score, and C SAT. And and what’s better, and what’s the advantages and pros and cons of this and that, and we actually we cover those in the book, but their results, what are the things we’re doing to create those results, that’s where our match, but that’s where our attention really needs to happen. That’s where the metrics really need to come to life. And yeah, have a net promoter score customer effort score whenever it makes sense for you. But it’s the metrics that are one layer below that. That’s where we got to get the attention. And that’s where we either have too many, or they’re not, you know, they’re they’re not reported in a way that you make sense or there. There’s just too little interpretation of what they what they really mean. But there are a handful of, of metrics at that level that really stand out. I’m thinking things like quality metrics around quality and supply and demand, employee experience, customer experience innovation within a metric on innovation. Are we moving forward strongly into the future as things change? So let’s give attention to those would be my my encouragement, and what the highest level metrics we may have established, take care of itself.

Nick Glimsdahl 21:52
loved that we kind of talked at the very beginning about the person in the coffee line saying, Man, I’m burdened by this, we talked about the importance of employee experience with employee experiencing equaling customer experience. But do the do the employees need to be measured on customer experience to is not necessarily buy in? It’s not necessarily vision? It’s not your personal or professional or corporate wide? But should they be measured on customer experience?

Brad Cleveland 22:20
Yeah, you know, and make sure I’m understanding the question, right, because I think there are a couple of answers to that. One is, we definitely need to measure we need to have a metric on their level of engagement, you know, are they with us, is our vision, our purpose and our values resonating with them. So we need, we need that measure of customer engagement. But we also need to measure what we’re all doing to contribute to customer experience. And that’s anybody you can be in the loading dock, you can be CEO, you can be in a front, front office or customer facing position of some sort. We all need quality standards that guide what we’re doing, we’ve got to have metrics around them, not talking about control and the wrong kind of metrics. And you know, things that don’t make sense. And there’s plenty of that. But some basic quality standards and principles. They’re inspiring, and tell me Yeah, this is what doing a great job looks like. As we’re building customer experience, we all need that.

Nick Glimsdahl 23:25
Yeah, because everybody as an employee, is potentially talked to about the customer experience, maybe at onboarding. But sometimes if you’re not measuring it, or you’re not constantly bringing it in and having a vivid description, or persona or storytelling or voice of the customer. That goes back to that frontline, if we’re in the call center, that frontline employee, so they’re, they’re listening to all the pain points, because nobody calls him the call center happy everybody is usually fired up and has a complaint or have been waiting in line and I’m stuck or I was trying to do self service. And now I’m transitioned to this person. They’re asking for my mom’s maiden name and the last three that grew up on my last for my social and I don’t feel known and valued right so i How do I portray the good news that the employees but also show that they’re constantly engaged? And so I love that the engagement of the of the individual side or individual departments? Yeah,

Brad Cleveland 24:24
yeah. And we’ve we’ve all got a know our purpose and how valuable our work is not using a contact center as an example. You’re right. It’s hard work and it’s interaction after interaction. They are not calling to give us kudos usually there’s something that you know they need help with or something that didn’t go quite right. But that then that becomes the the input that we can use to improve customer experience. You know what happened with the product. What happened with some policy that wasn’t clear. What promise and we quite live up to, you know, where can we innovate, we’re hearing that every day. So when I, if I’m, if I’m one of your employees in the contact center, and I know where you look, you’re helping a lot of people. And that’s terrific. But beyond that, you’re helping us have eyes and ears on our organization where we’re going with things. That’s, that’s fun, and circle back and give me specific examples of that on an ongoing basis. So if I know, my work matters,

Nick Glimsdahl 25:32
yeah, and then even close the loop for that employee, so the employee gives them the opportunity to improve, because the customer gave them the opportunity to prove every time that somebody gives you bad news, do something with it, either take a note or improve it and send it to that leadership. But then come full circle on either give that feedback back to that customer say, Hey, I just want to let you know, this is what we did, or Hey, Mister, mister missus employee in on the front line, here’s how here’s the difference that you made on making that impact or explaining the frustration that you feel or the frustration that a customer feels along that journey. Because if you don’t get that full feedback loop, and you’re constantly, they’re pushing out or pushing over, they’re gonna slowly start to stop to do that start to stop to do that. That was, that was a mouthful,

Brad Cleveland 26:20
I got it. It’s such an important point, you’re exactly right, in that and too many organizations miss that opportunity. You know, and it’s a shame to do all the steps before that, really capture that insight from your employees and and, and share it with cross functional areas, the other functional areas across the organization act on it and not go without final step. And like, here’s what we did with it. Thank you, and create that inspiration to, to keep that that whole cycle going. going from strength to strength. So you’re making a really good point.

Nick Glimsdahl 27:00
Yeah. So with the book, leading customer experience, does it matter on the level of the journey? Like where they’re at in that journey? If if somebody is more mature, or they’re trying to focus on something specific? Or do they start at the very beginning? Or are they or today, depending on that size? Or level or maturity? Should they open it to chapter five? Because chapter five focuses on something that is maybe pertaining to them?

Brad Cleveland 27:28
That’s a really great question. We hope you can jump in any way. Well, what what I hope is that you read it front to back, and it’s just the best thing you’ve read forever. And wow, it just devour every page. Realistically, you could jump in anywhere. And it’s structured, hopefully that way. So it’s, it’s laid out in a logical flow, where if if you’ve got vision down chapter one, you got your team structured, Chapter Two is is employee experience is the foundation and that’s maybe an order and then chapter three Voice of the Customer now we’re not listening to all the channels that we could, we’re not really using it. So you can jump into chapter three or chapter chapter five, on on storytelling, bringing your metrics to life. So yeah, I think you could jump in anywhere. And that’s, that’s our hope. It’s probably realistically not the kind of thing you it’s not a it’s not a not a fiction novel, you read front to back you, we hope you use it that way, and maybe keep it on the shelf and pull it down and use it in different parts of your journey.

Nick Glimsdahl 28:37
Yeah, I would say that if, if I had a fire in a specific reason, if it’s creating a vision, or if it’s storytelling, or if it’s something else, and I see it inside your book, I’m probably gonna jump to chapter seven or chapter five, finally, to figure out storytelling. But then I’ll go back and start at chapter one or the intro, and go through the rest of the process. But I typically if I see a book that intrigues me, and I have a fire that I want to solve, as maybe the reason why I bought the book, I would go to that one first. And then and then start, but highly recommend reading through the, excuse me through reading through the entire book, but maybe go to the first chapter that is your biggest pain today.

Brad Cleveland 29:21
I think that’s good advice. I do the same thing. I’ll jump in and get glean something that I know I need. And if if that section earned some credibility, then yeah, maybe I’ll give it give it more time. And that’s certainly our hope, you know, we, we want it to be it’s an honor to have anyone take the time to, you know, get in front of a book and and spend their time and their focus that way, because we’ve all got a million things pulling at us. So it’s just a privilege and honor to have someone open any page and then you want to earn their trust and be a partner in what they’re doing, hopefully in a very helpful way.

Nick Glimsdahl 30:00
Yeah, Brad. So I wrap up every podcast with with two questions. And the first question is, is what book or person has influenced you the most in the last year, so put parameters around it, no pressure. And then the second one is, if you could leave a note to all the customer service professionals, it’s gonna hit everybody’s desk, Monday at 8am. I gonna say?

Brad Cleveland 30:20
Those are great questions. Well, the book is dedicated to by mom, Annie Cleveland, and she hasn’t written a book on customer experience or done speeches on it or anything like like that she’s not in our world, right? Your World, my world. She’s a customer, but she’s the nicest person ever. I’m, I’m a little biased, mine uses the best mother ever. But I can see her work through processes. Sometimes she’ll you know, show showing counter menus or show, she’ll read terms and conditions or grants through policies and, and so she’ll give it a go. And she’ll do her best then. And I’ve used her as a persona in consulting assignments for years and years. Here, here’s, here’s Annie Cleveland, if she were one of your customers, how would this process come across what it worked for her? And, lo and behold, Gene, bless us. It has been a terrific influence in the customer experience base, wrote a book some years back, would you do that to your mother, and real, real fun read and a great book and Jean actually wrote one of the endorsements for this book. And I mentioned that to her, you know, you put words to something I’ve been doing for years. That was that was brilliant. But Annie Cleveland, she’d be my she’d be my person. And she’s been an inspiration to me in so many ways, but in this way, very specifically picturing her house as a customer. Lead, let’s see the the other question note that I would leave. You know, I’d say thank you. Thank you for all the hard work and the important work that you do.

Nick Glimsdahl 32:03
It’s really interesting. And a lot of people that I’ve interviewed to date, a lot of them say thank you. Because I, I believe that maybe they don’t hear it enough as a customer service representative. They don’t hear the Thank you. They just hear how can you solve my problem today? In the least amount of effort? So I think it’s so simple. But it’s something that the people on customer service need to hear, because sometimes it’s a thankless job.

Brad Cleveland 32:33
Yeah, yeah. You know, my advice would be, if you’re in a place where you can say, Thank you be specific with it. You know, all here, sometimes leadership teams, and thank you, thanks for the work you guys are doing. And that’s good. But even better is, you know, when when, when we had this system issue, and you guys stepped in, and you worked countless hours to get this done for us. That helped get us through a tricky time. Thank you, you’ll be being as specific with individuals and with teams as possible. Yeah,

Nick Glimsdahl 33:09
that’s good stuff. So Brad, what’s the best way for my listener to get ahold of you?

Brad Cleveland 33:14
Yeah. Brad at Brad Cleveland, calm his email. website is Brad And my phone number and everything else is listed there. So welcome, welcome, anybody to reach out and say, hi.

Nick Glimsdahl 33:31
That’s great. And then just one more time, the book is called leading the customer experience, how to chart a course and deliver outstanding results. It is out on May 25. My guess is you probably pre order that before then. So get on wherever books are sold and buy that book. Leave that fella a review. And yeah, I’m looking forward to to the success you’re going to continue to have and the five stars that everybody’s going to put on that book, because it’s an outstanding book. And I recommend everybody listen. Oh,

Brad Cleveland 34:02
thank you so much, Nick, and thanks for the work you’re doing. Again, it’s just such a privilege to be able to jump on here and I love the podcasts. It’s something I intentionally carve out time for because I get so much from every one of them. So thank you.

Unknown Speaker 34:19
Thank you, Brad.


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:

  1. What book or person has influenced you the most in the past year?
  2. 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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