Customer Service Must – When I was at Lands’ End a million

When I was at Lands’ End a million years ago and we grew to 80% a year ago and welcomed all sorts of new people who hadn’t gotten used to our special culture, Gary made me aware of the company and said, “Look, you have to help us guide our decision making because the right people come here to make decisions based on old work habits or vertical practices, and we’re not like that. “So it’s a matter of conscience, a very simple matter of conscience that everyone can accept. A lot of people came up to me and said, “Well, you know, why didn’t you drop the parents’ question? I said, “It’s an analogy for people you admire and it helps you to be who you are so you can come back and have a simple thread,” right? No matter who you are, if you’re the CEO of the organization, are you going to charge extra for the pillows or, you know, for all these things? If you’re in the middle of the organization, will you make such a complex bowl of spaghetti? And if you’re on the front line, even if you have to say no, you could tell your mother when you were a teenager, but I hope we’re all in that black tunnel and don’t talk to our mother that way anymore. It’s very, very powerful, and I think the important thing in all of this is all these things that affect your employees because they look at what they say, “Well, that’s the kind of company we are,” and it hardens your employees over time because you know what? That’s what they should be defending as well. John Jantsch: One of my favorite things about visiting the website you created for this book that I’m going to ask you to share, but you have all these stories of mothers and people sending their mothers, very old photos in some cases, and a way to talk about this movement. John Jantsch: I think what triggers a lot of people is that they read a book like this and think, “Yes, it will help us,” but the fact is that you have to take care of the client [inaudible 00:19:13]. Jeanne Bliss: I think that when you try to simplify the complex, at least for a while, we find that a CCO, a CXO, any or a group of people, you have to think long and hard throughout society. Jeanne Bliss: For example, the [inaudible] service in Tennessee, we hire teenagers to throw burgers, make hot dogs, etc., but at the beginning of a psychometric survey we ask something like: “In general, I feel pretty good about myself. Jeanne Bliss: It’s also important, in my opinion, not only to consider the front line, but also to make decisions about how you’re going to work. John Jantsch: And it’s like everything else, especially if you have to change things, it requires an investment that is sometimes difficult to make immediately. When we turn our people into police officers, John, they defend rules they don’t necessarily believe in, and every time they have to defend a rule against an angry customer, you know what? Their minds are also weakening. Jeanne Bliss: And what made me laugh is that, you know, you look so good on the Internet as you write these things, that you know there’s what’s called road pricing, which means there’s a little old-fashioned red refrigerator in every room. John Jantsch: So you have all this training for the front line people, and then the leaders are back in the conference room talking about the idiots who are the customers. Much of CX’s work isn’t done as fast as we’d like, because someone from the organization does it instead of saying to the management team, “We own it, it’s our responsibility. “And I believe that within companies, until that happens, they won’t change to the level they need. Jeanne Bliss: And that’s a big part of that role as Customer Manager. John Jantsch: One of the things I find in many companies, which can be big or small, is that I think people underestimate what everyone has about the customer experience.