Currently, I am working on a new keynote speech and project that I’m calling “The Customer Algorithm.”
The idea came to me as I was driving a rental car from Tucson to Phoenix. Construction on the Interstate had traffic at a standstill, and I was likely going to miss my flight. This raised the possibility that it might be more productive for me to simply travel to my next speech rather than return home for a day before hitting the road again.
When I called the airline, the AI voice recognized my name and frequent flyer status. It was friendly and made me feel that it wanted to help. However, while it could’ve helped me pick a later flight to the same airport, it was not prepared to help change my destination. I found myself alone in my Hertz rental, repeatedly shouting, “REPRESENTATIVE!”
You know that organizations are increasingly turning to AI to support their customer experience strategies. While AI offers numerous benefits, it is crucial not to overlook the importance of the human element in delivering the Ultimate Customer Experience®. Emotional intelligence is the key to building trust and loyalty — essential components of any successful CX strategy.
As my recent travel experience suggests, human agents are better suited to handle unique or unexpected situations that fall outside the scope of AI’s programmed responses. People on your team should be able to think creatively, draw from their experiences, and offer personalized solutions. This flexibility is particularly valuable in industries where customer needs and preferences can vary widely, such as retail, healthcare, and hospitality.
However, this does not mean that your organization should shy away from implementing AI in your CX strategies. AI can be a powerful tool for handling routine inquiries, providing quick access to information, and streamlining processes. The key is to find the right balance between AI and human interaction, leveraging the strengths of each to create a seamless and efficient customer experience.
The obvious question is, how do you achieve this balance?
Organizations must invest in training their human agents to work effectively alongside AI. This includes teaching your AI how to hand off conversations smoothly and when to escalate issues to a human agent. Your team must be trained on how to leverage AI-generated insights to provide better service. Additionally, organizations should prioritize transparency, letting customers know when they are interacting with an AI and offering the option to speak with a human agent if needed – without requiring them to shout “REPRESENTATIVE” repeatedly to get to one!
Another important consideration is the continuous improvement of AI systems based on customer feedback and interactions. By analyzing data from both AI and human interactions, you can identify areas for improvement and fine-tune your AI algorithms to better meet customer needs.
AI is a valuable addition to any CX strategy, but it is not a replacement for the human element.
The Ultimate Customer Experience® requires a balanced approach that leverages the efficiency of AI and the emotional intelligence of your team members. By investing in the right mix of technology and human talent, organizations can create a customer experience that drives customer retention and referrals, which means profitability for your organization.
What do you do when you find yourself in a downturn?
No one enjoys this situation – and often, the result is that we start marketing obsessively, creating an appearance of desperation for business. Ironically, no prospect or previous client is attracted to a company that seems to be hurting for customers.
Instead, we need to consider a more guided and reassured approach.
Within the professional speaking segment of my career — as opposed to the consulting and education/training aspects of what we do — I’ve noticed that spring often brings a bit of a slowdown in activity. A smaller number of conferences and conventions are held when school is not in session, and families are taking vacations, so we typically get fewer calls in the spring to book speeches for meetings in the summer months. (It’s why the National Speakers Association has always scheduled their annual convention in the summer!)
And 2024 is part of the four-year cycle of both a Presidential election here in the States and the Olympic games occurring in the same year. This often means that keynote slots usually filled by professional speakers will now go to political analysts and successful athletes.
Is there a typical time when you experience a lull in your business?
It’s tempting to view these quieter periods as detrimental. However, it’s crucial to recognize them for what they are: seasonal adjustments, part of a natural ebb and flow in the cycle of business.
Understanding the patterns of our professional landscape can transform how we perceive and react to these lulls. Instead of succumbing to frustration, we can view them as an opportunity to regroup and realign our strategies. Here are four approaches to re-motivating oneself during these slower periods:
1. Strategic Planning and Goal Setting
Use the quieter times for strategic planning and setting new goals. It’s an opportune moment to reflect on your business’s direction, evaluate past performances, and set clear, achievable objectives. This is not merely about continuation but a strategic recalibration to ensure that when the pace picks up again, you are ahead of the curve.
2. Skill Enhancement and Learning
Slow periods are ideal for personal and professional development. Whether it’s attending online workshops, reading the latest in your field, or learning a new skill that can add depth to your offerings, the investment in your growth will pay dividends when the demand picks up.
3. Strengthening Connections
Networking doesn’t only have to occur in peak business times. Reaching out to your network, checking in on colleagues, or even setting up informational interviews can foster relationships that yield future opportunities. This is also a perfect time to collaborate on new ideas with peers. Knowing you aren’t alone in this situation can provide assurance, as long as it does not become a “woe is me!” conversation. My mastermind group meets every summer – and a small group of pals and colleagues meet on Zoom every week. We help keep each other motivated and encouraged.
4. Innovative Experimentation
With more time at your disposal, experiment with new ideas that you wouldn’t during busier periods. Whether it’s a new marketing technique or a fresh topic for your speaking engagements, experimentation can lead to innovation and renewal. It was during a slower period in speaking that I created the concepts that became my bestselling book, “ICONIC.” You never know where your experimentation might lead!
Reflecting and Renewing for Enhanced Relevance
Reflecting on past successes can indeed be a double-edged sword, particularly for seasoned professionals who might worry about remaining relevant in a rapidly evolving market. Here’s how to reflect on your achievements and use them to foster continuous renewal:
Analytical Reflection: Examine your past successes to understand the qualities that distinguished you then and consider how these can be adapted or expanded upon to meet current trends and expectations.
Feedback Loops: Engage with peers, mentors, and trusted clients to get feedback on your current offerings. This can provide insights into how the market perceives your relevance and where there might be opportunities for innovation.
Personal Branding: Update your personal branding to reflect both your legacy and your adaptability to current market demands. This shows that while you respect and acknowledge your past work, you are also fully engaged with your industry’s present and future.
Continuous Learning: Embrace a mindset of continuous learning and curiosity. Being open to new ideas and approaches not only enhances your skill set but also signals to your industry that you are a dynamic and evolving leader.
Embracing Reverse Mentoring for Fresh Perspectives
Another powerful strategy I’ve employed to stay engaged and relevant during quieter times is reverse mentoring.
This involves partnering with younger professionals who not only value my experience but also challenge my thinking with their fresh, generationally unique perspectives. Here are four reasons why reverse mentoring is a critical element of staying motivated and relevant:
1. Cross-Generational Insights
Reverse mentoring allows for an exchange of ideas across generations, fostering a deeper understanding of emerging trends and consumer behaviors that are shaped by younger demographics. This can be particularly valuable for tailoring our strategies to meet the expectations of a broader audience.
2. Challenging Established Norms
Young professionals often bring a different approach to problem-solving and innovation. By engaging with reverse mentors, seasoned professionals can challenge their established norms and potentially outdated methods, ensuring that their strategies remain dynamic and adaptable to new market conditions.
3. Fostering Inclusivity
Reverse mentoring encourages a culture of inclusivity by validating the contributions of younger team members. It demonstrates a commitment to hearing diverse voices within the organization, which can inspire loyalty and a positive work environment.
4. Mutual Benefits
While reverse mentoring is designed to benefit the more experienced professional, it’s a reciprocal relationship. Young professionals gain from exposure to the seasoned insight and strategic thinking of their mentors, enriching their professional growth and understanding of the industry.
Incorporating reverse mentoring into your professional life not only bridges the gap between generations but also injects new zest into your career.
It’s a testament to the idea that learning and motivation are lifelong processes, invigorated continually by new challenges and perspectives.
Every professional will experience cycles of peak activity and slower periods. The key is to use these quieter times as strategic periods of growth and development.
By embracing these lulls as opportunities for strategic planning, learning, and innovation, you can ensure that you remain motivated and ready to meet the challenges and opportunities of your next busy season.
One common theme I’ve observed among successful organizations—from those directed by young entrepreneurs to major corporations to highly distinctive educational institutions—is their ability to differentiate themselves from their competitors.
From Apple to High Point University, from LPL Financial to BMW, they understand that customers don’t choose them for their similarities to others in the market but rather for the unique qualities that set them apart. These businesses have not only thrived but also inspired others with their success stories.
When you look at your business, ask yourself: what makes you different?
This is the key to attracting and retaining customers who value what you bring to the table. By identifying and leveraging your unique qualities, you can open a world of opportunities and potential growth for your business. Here are five steps you can take:
Innovation is a powerful differentiator. Customers are drawn to businesses that constantly push the boundaries and seek new ways to solve their problems. If you can demonstrate that you’re at the forefront of your industry, always exploring cutting-edge solutions, you’ll stand out from the crowd.
Personalization is another critical factor. A human touch goes a long way in a world of automated responses and generic customer service. I tell the story of a distinctive cab driver, “Taxi Terry.” Part of what made the experience with him distinctive was his effort to take the time to listen to his customers, understand their individual needs, and tailor his approach accordingly. Show your customers, prospects, and employees that they’re more than just a number to you.
Trust is the foundation of any strong business relationship. As one of the keynote speakers at this year’s Trust Summit organized by my great friend, David Horsager, we had the opportunity to explore how his extraordinary “Pillars of Trust” are congruent with my “Four Cornerstones of Distinction.” You can’t build distinction in a culture of distrust. Be transparent in your communications and act with integrity in all your dealings. Your customers will appreciate your honesty and will be more likely to choose you over competitors who may prioritize short-term gains over long-term relationships.
Flexibility and adaptability are also crucial. The business landscape constantly evolves, and your customers’ needs may change over time. Be willing to adjust your approach, customize your offerings, and find creative solutions to new challenges. Show your customers that you’re a flexible partner they can rely on.
Finally, don’t underestimate the importance of community involvement. Customers increasingly want to work with businesses that share their values and are committed to making a positive impact. By actively engaging in local initiatives and supporting causes that matter to your customers, you’ll demonstrate that you’re more than just a business – you’re a valued member of the community.
Your customers will choose you for your differences, not your similarities. Embrace what makes you unique.
Don’t try to be a copy of your competitors. By focusing on innovation, personalization, trust, flexibility, and community involvement, you’ll create a distinctive approach that sets you apart and attracts customers who appreciate the value you offer.
Remember, your differences are your strengths.
Celebrate them, communicate them, and use them to build lasting relationships with your customers. Distinction is the path to long-term success and growth.
the impact of individual actions on customer experiences
the importance of adapting to life’s changes
While these subjects may seem unrelated at first glance, I believe they both highlight the crucial role that people play in our lives.
Posts about lousy customer service and ridiculously horrid experiences get more clicks and traction, however, I believe it is also critical to make the effort to also note when something goes right. My personal experience has been that when something falls apart – like my recent stay at the Hampton Inn West in Amarillo – it’s because leadership failed in its job to model the customer approaches they want to see from their team. Many times, though, when something is great, it’s because individual team members take it upon themselves to deliver for their customers.
That was the case with Carson, the front desk clerk at the Hampton Inn in Rolla, Missouri, the very next night of our trip.
With a big smile and warm manner, this young man sincerely welcomed us to the property. He showed me where the luggage carts were and helped ensure that we got to our room promptly and easily. He made certain we had a couple of bottles of water – our choice: room temperature or chilled – and told us our dogs were extremely cute. (A sure-fire way to score points with us!) And he directed us to precisely the right place to park both my car and the SUV with the U-Haul trailer that Tammy was driving. (Obviously a major improvement over the previous evening!)
After we got settled in our room, we noticed the toilet was running. We couldn’t get it to stop – so I called the front desk. Carson not only answered promptly, he was in our room in mere moments to fix the toilet! He even apologized to us that because his shift was ending, he would not see us as we checked out the next morning. He wanted to wish us safe travels and hoped we would return to this Hampton Inn again in the future.
Here’s the point: our previous night in Amarillo was horrendous. This night in Rolla, Missouri, was terrific. Same hotel chain. Same décor. Same room, same mattress, same everything.
The difference was Carson.
Carson’s exceptional service not only made our stay in Rolla pleasant but also restored our faith in the Hampton Inn chain after the disappointing experience we had in Amarillo the previous night.
Your job is to:
create more Carsons through your leadership and training for your team; and,
model the behavior for your team that will help them become a group of Carsons
It’s been said by every writer and speaker on CX, “Your people make the difference.” It’s a cliché because it’s true.
Carson’s impact on our hotel experience serves as a reminder of how the people in our lives can make all the difference, which brings me to the second topic I’d like to discuss: changes in life.
This next point is a strange segment to share because I’ve lived for many years in Vegas and have loved my time there. However, as family members are getting older and some are facing health challenges, Tammy and I have decided it’s right for us to move back to Indiana for a year or so. In the past year, Tam has lost three aunts, and I lost the last member of my late Dad’s family of twelve siblings. (Thankfully, my Mom is still doing well.)
The driving trip I discussed in the last couple of messages was because we are relocating to Fort Wayne for the next twelve months or so. My business will still be officially based in Las Vegas, and we plan to return to the West in the future, but the time is right for us to be Hoosiers who are based in Indiana again for a little while.
The two seemingly disparate topics discussed in this post – the impact of individual actions on customer experiences and the importance of adapting to life’s changes – are more interconnected than they may initially appear.
Just as Carson’s personal dedication to providing excellent service transformed a routine hotel stay into a memorable experience, the people in our lives have the power to make even the most challenging transitions more manageable and meaningful. By focusing on cultivating these connections and striving to be the “Carson” in someone else’s story, we can navigate life’s ups and downs with grace, resilience, and a greater appreciation for the people who make the journey worthwhile.
Sometimes life throws a curve or two – and it is in these times that we should be reminded of the importance of the people in our lives…and how they are more impactful than the places where we may be residing.
And while Fort Wayne and Las Vegas aren’t too much alike (to say the least), and my travel will be different from the small airport here instead of the huge one in Sin City, it’s an adventure.
I just wanted you to know – and we both appreciate the love and support we receive from our friends, family, and our clients who have become our friends and like a family. Thank you.
Tammy and I were each driving our cars cross-country this week from Las Vegas to Fort Wayne, Indiana. I was in my car, and she was driving our SUV while pulling a small U-Haul trailer. Our older dog, Lucy, was in the car with me, and our puppy, Chloe, was Tam’s traveling companion. After a long day crossing I-40, we pulled off in Amarillo, Texas, to use some Hilton Honors points and stay at the Hampton Inn West just off the highway.
As it was difficult in the busy parking lot to find a space big enough for the SUV and trailer, the front desk clerk said that since I was a Diamond-level Hilton Honors guest, we could pull the combination into the two spots reserved for Diamonds on the side of the building. We dragged our luggage from both vehicles. Tam went to park her SUV and trailer as directed. I loaded our baggage on a cart, threw it into our room, and then returned to help her get both dogs out for a potty break, after which I’d park my car as she headed up to our hotel room.
I opened the door to the room, quickly got the luggage inside, and hurriedly returned to help my wife. The dogs finished their business, and Tammy headed to our room with them as I circled the lot, looking for a place to park my car.
As I re-entered the Hampton Inn, Tammy texted me a picture as she was calling me. Opening the closet, she found men’s dirty underwear and socks. I noted the TV was on when I opened the door to pitch the luggage in. I immediately became afraid that a person was still occupying the room and would return to find someone he would perceive as an intruder. I told her to exit the room immediately and wait for me to get up there to get our luggage.
As I told the front desk clerk what had happened, she said it “was impossible.” I asked her why I would make something like that up. Then I showed her the picture. She told me, “If your wife entered the room with those dogs, my manager says I can’t give you another room.”
I was incredulous. Would she even imagine we would stay in a room that had obviously not been properly cleaned—and perhaps had not been vacated? I might not have been as kind as I was previously, but I told her in no uncertain terms that we were getting another room. She made me wait as she texted her manager, who, after several minutes of leadership contemplation, told her to give us a different room.
I get Tammy and the dogs in the new room, go back up, reload the luggage, and move it down two floors to our new location.
Finally, at about 11 PM, we drift off to sleep. Until 1 AM when the phone in our room rings.
This time, the overnight clerk at the front desk ordered that I must move our SUV and trailer immediately or risk being towed away. I informed her that I parked where the last desk clerk told me to — and a bit coldly asked why she would call a guest at 1 AM anyway.
“My manager has made it clear that only Diamonds can park their cars in those spots.” I responded that I was a Diamond. “Yes, but you also parked a trailer in the other spot, and that’s against what my manager told me was permissible. If it’s not moved, it will be towed.”
So, I get up, get dressed, and head out into about 35 degrees and spitting snowfall. I asked the clerk to show me where to park so I wouldn’t be towed. She points to an empty space in another hotel’s parking lot. “You can park there—they don’t mind.”
“How will I know,” I ask, “that THEY won’t have me towed because I’m not a guest there?”
“They won’t care. It’s fine.”
Tired and upset, I park the SUV and trailer where she points — and move my car into one of the Diamond spots. I return to the room a little after 1:30 AM, adrenaline pumping because I’m so mad and frustrated. It takes me at least 90 more minutes to finally fall asleep.
As we check out about three hours later — exhausted and with a day’s drive ahead — the same overnight clerk tells me that three other cars — two with trailers — were towed away after I moved mine. (Which was, fortunately, just fine where I had parked it in the other hotel’s lot.) She presented the bill for the night at the hotel. (Even though we were using points for the stay, we were charged $95 for having two dogs with us.) I told her I wanted to have a few words with the manager.
She said, “After I told the manager about all the upset guests from the towing and everything, he told me he was sick and wouldn’t be in this morning.”
As we drove away, I realized that even though I was angry with those two clerks for obviously egregious behavior towards customers, the blame should rest on the missing manager. Both clerks were more concerned with upsetting the manager than their customers. Apparently, they were afraid of managerial reprisals for any deviance from “the policy” — even if their efforts were to ensure that the guests at the property were taken care of in the manner that the hotel promised in their marketing and branding efforts.
How about you and your team?
Would they be afraid that making it easier for the customer (like where a guest can park or moving someone from a dirty room) isn’t the priority and would cause them to be on the receiving end of managerial reprimands?
Have you trained them on the Ultimate Customer Experience®?
These desk clerks knew one thing: there would be hell to pay if they did something outside the lines of precisely what their manager had told them.
Keeping guests in a dirty room or towing their cars away in a strange city was acceptable as long as it fits within what the manager had outlined.
That’s bad management. Of course, you already knew that by how the manager hung his employees out to dry by calling in sick after being told there were upset customers wanting his attention.
One final thing: I called the Hilton “Customer Cares” line the following day while driving to tell them about my horrible experience. A woman I could barely understand — as her English obviously was not yet fluent — told me she could put my points back into my account.
I replied that I also wanted a refund of the $95 because I didn’t want that property to have a cent of my money — and that they had failed on the aspect that’s the bare minimum of what a hotel guest has a right to expect: a decent night’s sleep.
She told me that was beyond what her manager would let her do, and she’d have to escalate my case. I said I would like to speak to a supervisor. She replied that it was impossible — just check my account in 48 hours, and I would know what they had decided.
I hung up and just shook my head as I proceeded down the Interstate. If that’s how they treat their best customers as a Diamond Hilton Honors member — how do they take care of (or not) their occasional guests?
And why should I choose a Hilton brand in the future as opposed to another? (They might save the $95 — and lose thousands in future business. We will see…)
What happened to me isn’t important to your business, but the question about how your employees treat your customers is.
In today’s hyper-competitive business landscape, an organization’s success hinges on its ability to stand out from the crowd.
Therefore, as a leader, it is not enough for you to simply manage your team and ensure smooth operations. To truly excel, you must inspire and empower your team to create distinction in every aspect of their work.
This foundational perspective on leadership is crucial for driving organizational success and separating your company from the competition. I fervently believe—and this is supported by my experience and research—that creating distinction is the key to organizational success, profitability, and creating the kind of culture that inspires the retention of your best customers and employees.
At the core of this leadership approach is the belief that distinction is not just a top-level concern but rather a responsibility that should be embraced by every department and individual within the organization. Leaders must effectively communicate this vision and provide their teams with the tools, resources, and support they need to innovate and deliver exceptional results.
One of my favorite examples is the Fairmont Scottsdale Princess, a renowned resort that has successfully created distinction in a crowded market. Rather than focusing solely on creating a distinctive resort as a whole, the leadership team with CEO Jack Miller broke down the goal into meaningful elements, such as crafting a distinctive check-in experience and providing distinctive housekeeping services. By empowering each department to contribute to the overall goal of distinction and the Ultimate Customer Experience ®, the resort was able to create a truly memorable and differentiated experience for its guests that has made it the most profitable of all Fairmont properties.
As a leader, it is essential for you to foster a culture of continuous learning and improvement within your organization. Encourage your team members to seek out new ideas, best practices, and innovations that can help set your company apart. Provide opportunities for professional development, cross-functional collaboration, and creative problem-solving. By investing in your team’s growth and development, you not only enhance their individual capabilities but also strengthen the organization’s ability to create distinction.
Moreover, leaders must lead by example and demonstrate a commitment to distinction in their own work. This means consistently pushing boundaries, challenging the status quo, and seeking out new and better ways of doing things. By embodying the values of innovation, excellence, and differentiation, leaders can inspire their teams to follow suit and contribute to the organization’s success.
The pursuit of distinction should be a top priority for any leader looking to drive organizational success in today’s competitive landscape.
By inspiring and empowering your team to create distinction in every aspect of their work, you can set your organization apart from the competition and achieve long-term success.
Remember, distinction is not just a goal but a mindset that should be embraced by every member of your organization, from the front lines to the executive suite. You can lead your team to create distinction!
