Paul Catherall – Director of Customer Care at Ultra Mobile. Co-host of Fireside Chats without the Fires podcast
Paul talks about:
· The Fireside Chats Without The Fires Podcast
· Why some managers only see their employees vs. family
· Why he sees his employees as a sports team
The person who has influenced Paul the most in the past year:
Limitless by Jim Kwik
His note to all customer service professionals:
“Be authentic to the customers’ needs.”
Nick Glimsdahl 0:03
Hello, everyone, my name is Nick Glimsdahl. And I want to welcome you to the Press 1 for Nick Podcast. I am excited to introduce you to Paul casserole. Paul is the director of customer care at ultra-mobile. He is the co-host of fireside chats without the fires. It’s a podcast. Paul, welcome to the Press 1 for Nick podcast.
Paul Catheral 0:24
Nick, thank you so much. I’m ecstatic of being on as one of your guests on press sponsor, NEC, I think you’re doing a wonderful show when the quality and the caliber of guests you’ve had before me, because I’m sure I’ll bring the quality down. has been has been out of this will make so thank you very much for this opportunity.
Nick Glimsdahl 0:41
Yeah, but I don’t think that is true. But there’s also not as many people that have a cool accent like you do. So it actually, here’s a backup.
Paul Catheral 0:51
So I could be saying rubbish. But because of my accent people go, oh my god, he sounds insane. Yeah,
Nick Glimsdahl 0:56
he sounds brilliant. And I only said brilliant because he has the accent now because I’ve ever used that word before.
Paul Catheral 1:04
I love it. Okay, I will test that theory out.
Nick Glimsdahl 1:08
Yeah, so And actually, I didn’t I didn’t prep you for this question to semi forgot. But one thing I do. I ask a question to every guest. What’s one thing that people might not know about Paul? And it could be I’ll give you a few examples. So like Shep hyken, he plays adult. Um, there’s Derek gone. T is the hostage negotiator. He now does consulting. He loves classical music. And that’s how he concentrates. So stuff like that, like, what’s one thing? I can see the games in the background. But what’s one thing Paul does or has a talent of that people might not know.
Paul Catheral 1:55
Wow, Nick, I wouldn’t say I have a talent. But when I get the opportunity, I love to cook. I’m not a very good cook at all. But when I get when I get the chance to which very happens very rarely these days. I do like to, you know, try it out, let’s say and I just got recently back from the UK. And I was able to test out my cuisine skills with my daughter and thankfully she’s still alive. And she did enjoy it. Enjoy a couple of dishes. So yeah, well, I get the opportunity I like to but I’m one of these cooks. I’m not very not very tidy when I’m cooking. I’m just proper Speedy Gonzales. I just go through everything. So yeah, I guess that’s something people may not know, Mary.
Nick Glimsdahl 2:36
That’s great. And if you could make one last meal, what would it be?
Paul Catheral 2:43
Wow. I don’t know if I would make one last meal. I’ve watched for my last meal. I would have my grands bread and butter pudding. If you guys into our bread and butter pudding. Yes. And now I believe that no. So in the UK bread and butter pudding is a staple in any household and it’s it was one of these puddings that came about during the war time I think based on Russians. So it’s very simple. It’s it’s Brad butter. The clues in the title right homemade homemade custard and some normally some raisins or some foreigners and then topped with nutmeg. You put it in the oven 20 minutes comes out is well my my grand news to make super so I think that would be my last meal if I was having to cook a meal. When I was back in the UK recently, I learned how to do proper fish and chips are home. And the fish was the fish was super in the proper batter and everything. So there you go.
Nick Glimsdahl 3:38
That’s awesome. I know how to order a proper fish and chips but I do not know how to make a proper fish and chips.
Paul Catheral 3:47
I said I said to Darcy my daughter said when I was back. Let’s not order any takeout. No takeout for six weeks. But if you want a meal that you’d normally have maybe pizza or some flat from the takeout, then we’ll cook it. So that’s what we did. So we did fried chicken we did fish and chips. We had some very poor pizza. The pizza tries to be honest with you, but
Nick Glimsdahl 4:10
that’s great. So um, one thing I mentioned in the title is that you are a co host of fireside chats without the fires. It’s a podcast and explain to my listeners a little bit about what you guys are doing. You guys are killing it having some great guests. And you know, highly recommend you listen to my podcast first all the listeners, then you I highly recommend you take that time and subscribe to those guys and download and take a listen to
Paul Catheral 4:42
yeah 100% agree do Nick first then come through so yeah, fireside chats without the fires. We Neil and I started this march time during the COVID epidemic when it really first kicked in. And really what we wanted to do the whole the whole premise of the podcast really is to talk about customer x experience in BPO world, my background is predominantly in customer experience and BPO. And obviously, Neil, he has his own contact center. So we thought we would start it from that. We’ve been very lucky in terms of the quality of guests, we’ve had some wonderful guests on, including yourself. So thanks very much. So it’s really getting thought leaders experts on to share what their opinion or what their views are of customer experience, well, then we have a little bit of fun on there, we give opportunities for people to call out, you know, customer experience, heroes of the week. And we also try to bust some myths. And that’s possibly one of my favorite parts of the podcast when people come on and go, do not this isn’t true. So that’s how it came about. Albeit, they’ve been so fortunate with close to 2000 downloads. So really happy, really happy with how it’s going. And thanks for the support. Yeah,
Nick Glimsdahl 5:50
absolutely. It’s, it’s been fun to listen, the myths versus facts. It’s always fun to dig in. And I can I can hear your passion in the conversation. You truly are fired up about what you do. So continue that success.
Paul Catheral 6:07
Thank you very much. It means a lot to Neil and myself. And the fact that we’re getting I never thought March 2020 I never thought I’d be on a your podcast saying. I’ve got an audience who thought that right. So it’s amazing. So thank you.
Nick Glimsdahl 6:21
Yeah, yeah, if
you told me March 2020, that you would be on my podcast? I would say what podcast?
Paul Catheral 6:29
Nick Glimsdahl 6:32
Yeah, you know, so
one thing that we had talked about a little bit, is, when it comes to a contact center team, there’s a lot of management or managers that consider them only employees. Right? There’s a lot of them that potentially consider them. Maybe family. But what does Paul when they when you think of a context center team, what’s the best way that they should be thinking of of their team?
Paul Catheral 7:01
That’s a great question. There’s, there’s many, there’s many onion layers there next, I’m sure we’ll get into as you go through the podcast. In my humble opinion, I think you all the managers out there Run, run a bit of a risk if they start to see that team as family. And the reason I say that is you can’t always be honest with family if they’re doing something wrong. And there is a degree where you don’t necessarily have that level of accountability. Right? So that’s that, to me is the biggest differentiator when you look at a sports team, regardless of what sport, whether it’s American football, or in my you know, in my world rugby or football, or whatever it is, everybody has a role that they have to play. And everybody has their own KPIs that you can’t pass on to anybody. So that in my opinion, that’s why a leader should look at as a team as a sports team. And yes, you’ve got to have the camaraderie ship. But you get that anyway, in the sports team where everybody’s you know that they’re all going for the same goal that they’re in it together. So, in my opinion, it’s difficult, but you shouldn’t look at it as family, you should look at it as a team. And within that team. Everybody has their own defined role. There’s a story that I hate sharing, because it’s, it comes from when England and I’m Welsh, right, so I’m not a big fan of England to England 2003, when the Rugby World Cup, they unfortunately knocked Wales out in the semi final stage. So it’s quite a sore subject. But one of their team players, a guy by the name of well, Greenwood, he did a book on his whole rugby experience. Out of that book, he came out with somebody else and said, How did you know that you were going to win that game? He said, because I knew the person to my left and the person from our right, we’re going to do their job, which man our job to focus on what I was just doing. So I was laser focused on my own goal, my own KPIs. And I think ultimately, that sums up what a team the galaxy industry is all about. So help.
Nick Glimsdahl 9:04
Yeah, no, I think it’s interesting. And, you know, when you actually think through that, and having a comparing it to your family, you can’t pick your family. You can’t you also, like you said, you know, telling telling them the truth sometimes hurts sometimes you you tell it and it’s not the right thing to do, but with a sports team. The reason why another reason why I like that analogy is you get to pick that team, and it’s not going to be all all the people that are exactly like Paul, but it’s everybody that’s exactly fit for that specific role to create your elite team. And, you know, I think that’s important because if, if everybody was like, Paul, you have strengths and you have weaknesses that wouldn’t work on specific roles. You would get it done because you’re Paul But, um, you know, you want to make sure that you have the person that’s best fit for that role. And so, you know, every regardless of the team, if it’s rugby, or football or anything, if somebody who is the kicker is now going to be replaced with somebody who’s the nose tackle is not going to work, because they’re not elite in that role, even though they’re elite football players. Exactly, exactly. And
Paul Catheral 10:25
there’s something else about the team ethos. When I was coming through the ranks through the contact center world, I was always told, as a lead as a team leader, you have to get buy in from your team. And I push back a little bit on this, because I just didn’t like the terminology, I always felt that buying meant sample, at some point, Paul’s gonna lie to me, or he’s gonna tell me something isn’t true, right? Just Just when the whole word of what buying means my personal choice was I wanted the guys to believe in me. So it wasn’t, we wasn’t a buyer. And it was more of a belief system that we were in this together, we were you know, we were in the trenches together. And we were all plugged in and all pulling the same way for the same goal. So yeah, that’s kind of how I looked at it as well.
Nick Glimsdahl 11:09
And in that they believed in you does that come down to trust
Paul Catheral 11:15
100% 100%, it comes down to trust. And the way that that’s built is if you say, you’re going to do some something for somebody, you do it, right, you go ahead and do it. And so it’s very much like the customer experience world, right? If you say, you’re going to call somebody back in 24 hours, you better call that person back within 24 hours. And it’s exactly the same from a team leader perspective, whether that’s, and it could be a simple thing is making sure that the agent of your team member gets coached and they said they’ve got coached or that you’ve processed their holiday request, or that they did they said they’d call in if they couldn’t be sick or whatever, or you know, when they were going to be sick. All those things, ultimately, even though they’re small, add up to this big things that I guess people would call trust or credibility, the moment you’ve lost that, from any team member, it’s spread like wildfire, those, there’s two circles in the contact center world, right, there’s the positive circle and the negative circle, the positive circle, takes a hell of a lot of work to get on. But when you’re on it as a team, it’s the best feeling the negative circle, it takes a split second to go on it. And then it’s so difficult to get to get back from the positive side. So yeah, if there’s a lady, you’re saying, you’re gonna do this, then by hook or by crook, you’ve got to do that.
Nick Glimsdahl 12:31
Yeah, yeah. And when it comes to trust, to just building the relationship, if, if we had a 30 year relationship, working collectively together, and we’ve built a strong enough trust together, even though I may or may not have dropped the ball, sometime, I have had enough credibility built up in our relationship, where it’s gonna be like, Hey, you know what, yeah, you did screw up. However, I have all of this other experience with you, where it looks like, you’re not going to do it again. And that was just something that was out of character. But if somebody happened to do it twice in a row in the same week, and they’ve only been had a relationship with you as a as an employee for a month, that’s a totally different conversation that you’re having.
Paul Catheral 13:22
Yeah. And it’s the same the other way around as a leader, right? If, if you if you damage that relationship, then it’s very difficult. It’s very difficult to pull it back on 100% agreement. 100%.
Nick Glimsdahl 13:32
Yeah. And, you know, just thinking through that it’s the same thing with your customers,
if, of course,
right, if you treat them like garbage at the very beginning and continue to not set or or exceed expectations. They’re going to find somebody else who does.
Paul Catheral 13:51
100% 100% It’s, it’s, I know, we’re talking about team leader, but ultimately or as a team management within the BPO world. It’s completely correct. When you talk it’s about the customer experience, you know, it’s about holding yourself to what you said you do for the customer, right? And then the moment you’ve built that trust, and the customer is more likely to a stay with you for a long time and the belief what you’re going to do, right? Ultimately, Nick, customers just want sh one t that works. That’s all they want. Right? And it doesn’t take much to go from mediocrity to wearing in unfortunate in this day and age. Yeah. Yeah.
Nick Glimsdahl 14:28
I mean, with with all of these sports Now, coming up, and starting back up, it’s everybody’s trying to win something if it’s the Stanley Cup, if it’s you know, the hoisting of any cup, and I don’t know what the Rugby World Champion cup looks like, and you’re gonna you’re gonna parade me probably after the call, like, how dare you? However, like, how do you get your team members to go from mediocre and they went five and five Last year, to having a tenant record, or or the, or the equivalent inside the call center where they become elite and in a kind of what you said was going back to being accountable or doing what you say you are, but what else is there?
Paul Catheral 15:17
I think in the BPO world or any type of leadership role, it ultimately comes down to, and no people say over and over again. But it does, it just comes down to not just as the wrong word, I don’t want to undersell it, it comes down to coaching, it comes down to you sitting down with with your team leaders comes down to coaching and development, right in terms of where they can improve in the colon, there always don’t always be an opportunity for improvement, right? They’re always so in my opinion, again, it’s only my opinion, the way to achieve that 1010 an hour record is simply by simply again is understanding that is by sitting down with with with the agent, with your rugby player with your American football player, I’m sorry, I only know quarterback as a position in American football, I apologize again. But sitting down with those people and talking through where their opportunities are whether you know where the opportunities are, and ultimately where their challenges are and how they can improve. So yeah, I think that’s that’s the question. Yeah,
Nick Glimsdahl 16:19
yeah, I like that creating, creating that honesty, and then the transparency and saying, Hey, this is where we can collectively improve. And I think every sports team, kind of going back to that analogy is needs to be motivated. And throughout if somebody gets injured or you know, you’re you’re mid season or you’re in the fourth quarter or whatever, halftime, somebody sometimes needs a little bump in motivations, though, how do you, Paul, motivate your your team members? to help them get past that that next stage? Or or give them that? You know, not necessarily a promotion, but give them that the, the the Attaboy,
say this is this is where I’m been, I’m proud of you. I’m very excited where we’re at. And here’s how we can improve.
Paul Catheral 17:15
It depends on the person, it can’t be a one size fits, all right, you’ll get some, you’ll have some people who respond to the fatherly approach to the arm around the shoulder. And I know that sounds contradictory to the family, it’s not as a team leader, you still need to be able to understand how to get the best out of your stuff, right? So you need that. Some people respond to that. The The, the more of a kind of a softly approach, where you put the arm around the person you speak to them, if they’re having a bad day or a bad week or a bad month. Other people funnily enough respond to the hairdryer treatment, as we call it in the UK at halftime, you’re getting shouted out for not performing. So it really is dependent on the type of person. And when I was a team leader, I used to have a file called the hopes and fears file, right. So I’d get to know all my team members, not from a performance perspective, but from a personal perspective, in terms of, you know, their family life, where they are kids what their interests were, and it would just simply sit on my desk, so that if I needed to, if I could see that Nick was struggling, for example, I’ll have a quick look at the hopes and fears are so Nick was going Nick had a family day on Saturday, let’s see out you know, let’s see how that went. Maybe something happened now that he’s, he’s not he’s not himself. Also other team leader you need to be so switched on to what’s happening within your team. And one of the best lessons I ever learned from one of my old bosses was keep an eye on what people are wearing. So if somebody is normally quite bubbly, and all of a sudden and wears bubbly colors, like yellow or bright red, or some thoughts on all of a sudden starts coming to work in maybe dark terms, then something’s changed. Something’s happened to them. And that’s when you need to go right. So let’s, let’s let’s stay next to one side, let’s find out what’s going on. So as a team leader, you need to be a chameleon. I guess you need to be able to chop and change your rolls and swap the different hops around. They’ll help. Yeah, no, I
Nick Glimsdahl 19:18
like that. The one thing that I heard you say though, was explained to me a little bit because I didn’t I get it, but maybe some clarification is the hairdryer halftime? And what what does that is that mean? Like hey, you know, just letting you know Paul halftime, this didn’t work out. So you’re gonna ride the bench? The second half?
Paul Catheral 19:43
What not so much right? The bench. So particularly in football, if you’ve had a soccer right, particularly at halftime, if you’ve had a shocking first half where nothing’s gone right and the game plan has completely gone out the window, you’re more than likely going to get shouted out By the team, the manager, right? And what we say when we say our highest hairdryer treatment, as you have to imagine that manager as the hairdryer who shouts You’re so the players has been blown back, etc, etc. So that’s what we that’s what I mean when I say had our treatment. So,
Nick Glimsdahl 20:15
as funny, it reminds me that picture, and I don’t know if you’ve seen it, but it’s the guy in the lawn chair sitting and it’s got this massive speaker in front of them, and his hair is just flowing backwards. Maybe. So, I guess on that, how do you treat a team member? When they’re not meeting expectations? Because if what what you said, with the with the Was it the rugby player or the soccer player, where you’re looking to the left, and you’re looking to the right, and you’re saying, I know that they’re going to do their job. So what happens when you look to the left and look to the right, and one of them? is in parent carrying their weight? How do you come to that team member? and say, Hey, man, just letting you know that, you know, here’s our ultimate goal. Here’s what your goal was. And at the beginning of the year, it looks like we’re a little bit off track or what? What does that conversation look like for you or recommended conversation? For others?
Paul Catheral 21:18
I thought you’re gonna give me an easy ride on the podcast. I was I was mistaken.
Nick Glimsdahl 21:22
Hey, you guys drilled me with questions? I had to lean back a little bit.
Paul Catheral 21:28
So yeah, so again, you’re you are you are nine times out of 10, we’re gonna have a team member that isn’t performing for whatever reason, right. And the sooner that you identify that as a team leader, the better because the longer that performance doesn’t that performance continues in that vein, it has a negative impact on the whole team, not just that one person. Ultimately, when a team member isn’t performing, regardless, the other team members know they’re not performing. They know if they’re having a bad day. And by default, the confidence level as a as a team member starts to dip in the in the team member that’s having the issues. So I think as a leader, you’ve got to identify it quickly. B, then you’ve got to look at extenuating circumstances is that outside of work as your anything else happening with this team member? Is there anything that could be causing issues at home or whatever it may be, I know, it sounds maybe a little bit too personal. But as a team leader, you need to get to that level to understand what makes your team member tick. And if there’s nothing happening, or after you’ve done that, that’s when you’ll take the person to one side and then talk them through, right. And again, this is the bet that the good or the great team leaders know how to handle it, whether it is an arm around the shoulder, or whether it is the hairdryer treatment, right. And sometimes you may have a child or approach with the arm around the shoulder and it’s not work, then as a lead, you need to both be boldness and then go right. previous experience means that there hasn’t worked only so now I’ve got to change my approach. And I guess the conversation holistically would be along the lines of Hey, Nick, see, you’re struggling at the moment. This is where you were last month, this is where you are this month. This is the big goal. This is your contribution, you can see in your previous performance that you can do it. So let’s talk about what opportunities are what challenges you think you have right now. And where I can help you achieve. I’ve always found from from a leadership perspective, it’s always better to give the person the opportunity to speak and share their concerns. Rather than going in and say, Nick, I know exactly what’s wrong with you. You’re not doing this, you’re not doing that do this and it’ll be fixed. That’s, in my opinion, again, that’s not the right way to manage, you’ll get the best out of your stuff. Makes sense? Yeah.
Nick Glimsdahl 23:46
Yeah, no, I love that because and we were talking about Derek gaunt, previous guests, and he mentions, don’t ask the question, Why ask instead of the why change it to a what is so instead of saying, hey, Paul, why are you not hitting your metrics? And you’re like, immediately is defensive, right? And you’re like, Listen, man, I’m gonna put up my boxing gloves. And let’s, let’s, let’s roll. But instead, you’re saying, hey, it looks like you. You dropped on your metrics a little bit, the last two months? What made you you know, what are the circumstances that you’re feeling? Or what are you going through, that are contributing to these metric drops? That conversation is now changed? Just by saying, a one extra word or one word that’s now replaced with a why versus a 100%?
Paul Catheral 24:41
That’s great advice.
Nick Glimsdahl 24:45
Yeah, yeah. So it’s, it was it was interesting when I hear that, um, you know, when when it comes to sports teams, also. Then I’m going to keep on this at least for one more question, but
They are constantly meeting, they are constantly communicating, they’re constantly driving towards that ultimate goal. When it comes to a team, within the contact center, how often should contact center leaders be communicating with their, their team members, their sports team?
Paul Catheral 25:25
In my opinion, you can never really put a target on that, right? You it’s impossible because the more communication just helps I know, the normal situation, or the normal role is 15 minutes before shift, you haven’t seen anything, right? And then maybe, yeah, maybe have a debrief after. But that doesn’t mean that from start to end the shift, you don’t speak to your team, it’s not like you switch off, you give new direction of the star shift, you’re explaining where everybody wants to go. And at the end of shift you then you then break it down, right, and then review it and see where you were to target. But that doesn’t mean that, Nick, I’ve told you you’re going to do or this is what I want from you. I’ll see you in eight hours. It doesn’t work for that, right? Because we ultimately dealing with human beings and things change on it, sometimes the minute to minute basis in the contact center world. So you have to be completely engaged with your stuff at all times. So it’s wrong for tell you how much because I don’t think there’s a limit. And certainly, you’ve got to be me, at least to start with once if not twice a day with the whole collective. But that would be my that was a nice number. Could you see it even in like me for football and rugby terms, because those are my two sports. Always, you get the coach on the sidelines, constantly given directions, because things change in a day somebody, you know, things change you in the game, somebody might get injured, somebody might be having a poor game, whatever it may be. So it’s constant, constant communication. And again, as a leader, you need to understand what type of communication methods suit your teams. So it’s a poor example. But there’s a lot of international players now playing in the English Premier League. So you can have an Argentine and you can have somebody from Spain, for example, or somebody from France and assembly from England, playing on the same team. The majority coaches now will speak most different languages to help them, talk with the staff to help them talk with their team members and get the most out of it. Now, I’m not expecting to walk into a contact center world and speak to a team leader who’s multilingual. But you can flip that around and say, right, so what are the beliefs? And what are the the interest that necurs so that I can engage in a conversation with him that isn’t simply about naked? 60% of target, man? Come on? Right? It has to be a lot more, you have to be elongated?
Nick Glimsdahl 27:47
Yeah, no, that’s great. And I think we could probably continue this conversation into the future, maybe off the podcast, but if we get any get any longer, we’re gonna have to play play life or monopoly. So Paul, I have two questions for every guest that’s on the podcast. And the first question is, what book or person has influenced you the most in the past year? And then the second question is, if you can leave a note to all the customer service representatives, and it hit everybody’s desk, or a pop up all at the same time, Monday at 8am. What would it say?
Paul Catheral 28:26
Okay, let’s do the second one first, because that was a complete curveball. And I’ve spent the last couple of days thinking about it. And I went through a recent ride all the the the attaboys everything. And I think what I ultimately come up with is what we’re speaking to what we’re speaking about earlier was, if you said you’re going to do something, do it. So I guess it’s just being authentic to the customer’s needs. That’s, that’s something that I think I would I would leave. And I’d like to think that that’s how people see me in my career, they may not may not at all, but that’s, that’s how I’d like to think. In terms of books. I’m fascinated with the brain. It just amazes me that this thing here, I’m pointing to my head. Most people think my brains are in my seat. They’re not there they are in my head in terms of what it does, and the capability it has, and it’s the only organ that’s named itself, right. Everything else is it’s just a bizarre, I love it. And I’ve started to read a lot of books over the last couple of years about how the brain works. And I’m not from any type of medical profession or anything that so some of the technology or terminology was going a little bit over my head. I’ll be honest with you. This year, I stumbled across it. I’m sure you’ve heard of it. I think we actually may have had this conversation on LinkedIn. Jim quick, Jim quicks book limitless is a fascinating book, in terms of, not the I don’t have the power of the brain is the right terminology, but in terms of what you can do to improve If your brain and just just what it’s capable of I, honestly anybody out there, Jim quick, limitless, what a fantastic book. And he breaks it down for me. Because I’m not the smartest tool in the book. He breaks it down and very easy to read and very easy to understand segments and, and words said out there there was that would be my book recommendation.
Nick Glimsdahl 30:22
Nice now great, great information. Paul, what’s the best way for people to get ahold of you? Is it? You know, I think you’d go to go to LinkedIn. And it’s Paul cathro. So, yeah, pa au. l cathro. Which is publicity. II know and I’m gonna get it. c a p h, e, r, a, l L. Correct, right. Go to LinkedIn. And then you can go to fireside chats without the fires dot, pod bean calm.
Paul Catheral 30:55
Yeah, pod beam.com. We’ve also got a LinkedIn page for fireside chats. And I can also be found on twitter at poor cat 72. A normally our poor cat 72 will find me across most, if not all social media platforms. And Nick, if you don’t mind, I would like to give a quick shout out to my new venture, the podcast coach. So anybody out there that’s looking to start or get involved in podcasting. You can find us across all social media platforms, the podcast coach, that our website is podcast coach dot sight. So please feel free to reach out we can have a chat and we can hopefully help you achieve your podcast dream up some of that.
Nick Glimsdahl 31:36
There you go. There you go. I have already picked up Paul’s brain a few times of things that he’s doing some of the content that he’s putting out there some of the pictures and creative that he’s done. So if you’re interested in doing a podcast, give that guy a message and get a hold of him. But you know, again, fireside chats without fires is a great, great podcast, go and go and connect with him and on LinkedIn, and Twitter and follow the guy and know you can’t hear his voice over over social. But I’m sure he’ll be happy to connect with you in the future. But Paul, thank you so much, man. I appreciate it. It’s been a blast, and I look forward to our future conversations.
Paul Catheral 32:21
Absolutely. Nick. It’s been I’m so privileged. Thank you so much, Mike. You’ve been a wonderful guy, a wonderful host agasshi. That’s me going back to my podcast. You’ll be a wonderful host. Thank you so much. And you’re doing such a great job with press one for Nick. 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.