Listen and subscribe to our podcast:
In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by John Timmerman to talk about operationalizing the customer experience. John currently serves as Vice President of Operations at Mercy, providing exceptional customer and patient service. He serves for the betterment of customer experiences and helps lead teams to excellence. Listen to the podcast below to find out how you too can transform your customer experience through operationalization.
How To Hire the Right Talent
Overseeing multiple aspects of the healthcare realm and having plenty of experience in the service industry, John Timmerman demonstrates what it takes to build a successful and memorable customer experience. Transforming a customer experience team from subjective to objective is no easy task or a quick one. To help CX leaders on their journey to building a successful team and finding the right talent, John discusses the importance of hiring the right people who enhance the customer experience. He says:
So we’ve got alignment between our brand positioning and the criteria for a selection of our talent, how we onboarded them in a very intentional way to orientate and co-locate them into our cultural values. Organizations do a good job of typically giving people technical requirements of the role, but not the belief system. How we reinforce that is through repetition.
John believes that everyone is born with talent that can be utilized for success. He urges leaders to ask the right questions when hiring CX agents and to be frank in their interview process. In his experience he finds that holding frank discussions and asking questions that easily display the point, he has been able to find top-tier talent and save time by using this vetting process. It wastes time when employees don’t live up to the company standards and expectations and by asking the right questions, time and resources are saved because the best talent is found.
Defining Values that Resonate
Companies would be wise to define their core values and beliefs early on in its creation. Doing so can help in the decision making process and in setting goals. All too often, executives create these company values and paste them on a wall but forget about them as soon as the first meeting comes around. Identifying, sticking to, and incorporating company values is essential for building lasting success, especially when the brand as a whole is aligned with those values. When hiring new employees or agents, these values can be brought up in the interview however, it can be extremely taxing when working with pre-existing employees who do not align with new values. On this topic John expresses, “It’s so difficult if you’re inheriting people that aren’t aligned with those values to begin with. And it’s a lot of hard work and you’ve got to put together a stage plan to have a lot of critical conversations over time and fairness for them and the organization.” There is no singular correct set of beliefs or values and these change from company to company depending on multiple factors. The biggest takeaway from John is to implement and remember those core values in all aspects of CX and business operations and to align the brand with its purpose.
Journey Mapping with Employees in Mind
Journey mapping has become quite a hot topic in the customer experience world as of recently. Typically, a journey map includes every touch point of the process it takes for a customer to achieve a goal within the brand. John presents the different approach of creating a journey map with employees in mind. One of the most distinctive features of this strategy is the connecting of different departments and helping them understand their expectations of one another. Noting his experience at Mercy, John explains, “We have some of the brightest clinicians on the planet that work at this organization, and yet they really haven’t had the opportunity to step back and clarify expectations in these interdisciplinary teams. So that’s kind of like the first step before you do the sophisticated approach.” Furthermore, this is especially effective when expectations are broken down into feasible action plans, focusing on particular steps of the journey map. For example, when working for Ritz-Carlton, John implemented a tactic to improve specific areas. He found ways to improve areas such as the arrival and the departure that further structured the relationship between the organization and the customer. Not only does this tactic work for hotels such as Ritz-Carlton, it is also applicable to all businesses that serve customers. Keeping the employees in mind in the journey mapping process works simultaneously to build customer loyalty.
John hopes CX leaders will streamline their processes from subjective to objective experiences with his helpful advice. To learn more about operationalization, check out the Customer Service Secrets podcast episode below, and be sure to subscribe for new episodes each Tuesday and Thursday.
You can also listen and subscribe to our podcast here:
Full Episode Transcript:
How to Activate a Customer-Centric Organization | John Timmerman and Vikas Bhambri
Intro Voice: (00:04)
You’re listening to the Customer Service Secrets Podcast by Kustomer.
Gabe Larsen: (00:11)
All right, welcome everybody. We’re really excited to get going. We’re going to be talking about operations and how that really plays into the role of helping you transform your customer experience and to do that, we brought on a good friend of mine, John Timmerman. He’s currently the Vice President at Mercy. John, thanks for joining. How are you?
John Timmerman: (00:32)
Good. Thank you, Gabe. Delighted to be here with you.
Gabe Larsen: (00:35)
Yeah, yeah. We want to take a minute and we’re going to dive in. I think the talk track will be fun. A lot of cool stuff in your background to dive into, but before we do, can you take just a minute to maybe introduce yourself just a little bit more on some of your background?
John Timmerman: (00:50)
Certainly, Gabe. I work at Mercy Health Care in St. Louis and I oversee service lines, support oncology and cardiovascular, respiratory, food service, environmental service, a number of areas that are all operational and how we bring our patient family experiences alive. And we do it here at Mercy through our mission, which is to bring the healing ministry of Christ alive every day with compassionate care and excellence. And prior to Mercy, I worked as the Global VP of operations for 4,700 Marriott hotels. Prior to that, Global VP of quality and operations for Ritz-Carlton brand worldwide. And then health care before that. So I was a hotel worker. Cleveland Clinic was the first health care organization that I was part of.
Gabe Larsen: (01:44)
Yeah, well you’ve definitely seen the movie before so I’m excited to jump in and then as always, we’ve got Vikas Bhambri, Head of CX and Sales at Kustomer and myself, Gabe Larsen, Vice President of Growth. So let’s dive in real quick, wanting to start with this one, John, a lot of companies run into this problem of trying to transform their customer experience, but it just feels soft, right? They’re often talking about the subjective side of the customer experience. The thing I’ve admired about you as I’ve followed you to talk to you, you just seem to always have such an operational mindset, this fanatical maniacal focus on data and process and systems and structure. Big picture, how do you, how do you kind of coach organizations to shift from the subjective side to the objective side?
John Timmerman: (02:34)
Well, it’s kind of common, organizations understand that they — “Survival is not mandatory” as Dr. Deming has said. And so they know they need to evolve around the consumer, their requirements, wants, needs and expectations, but how they do it is usually the failure point. So they’re looking for a campaign, plug and play recognition program, training, and there’s a lot of good training organizations, so nothing against training, but we would have a lot of people come to us at Ritz-Carlton and go through our training program. There’s other good ones like Disney. And so, there’s a lot of good ones out there, but they’d always be surprised when they kind of get an insight of how we activate the customer-centric organization and how we hire the talent. So we’ve got alignment between our brand positioning and the criteria for a selection of our talent, how we onboard them in a very intentional way to orientate and co-locate them into our cultural values. Organizations do a good job of typically giving people technical requirements of the role, but not the belief system. How we reinforce that is through repetition. And so you take a look at something like our organization was architected on personalized service and in your first 30 days, we’re going to reinforce personalized service 30 different ways for you to touch, feel, and be a part of that. So it’s not abstract. I think a good example I would give is one of the things I would do when I was younger is teach scuba diving. And that’s a sport where there could be some really high stakes for people who [inaudible] and we train a student, we would reinforce any technique 15 different ways before we felt comfortable putting them solo. And it’s similar to, if you want to activate a customer-centric organization, there’s no quick fix. Folks can give you insightful information and training programs. You might get a few golden nuggets, but you’ve got to really engineer the processes to reinforce, align those behaviors, those expectations you’re looking for. And that’s the hard work that organizations most times miss.
Gabe Larsen: (04:56)
Yeah. Yeah. I liked the re-engineering of the process. You mentioned a couple of things and I want to go back to one thing you said before we go into process. Sounds like one of the secrets you found is on the hiring side, which is not, a lot of people are talking about customer journey. They go into that re-engineering, they’re like, “Okay, well, let’s get customer centric. We want to get more data-driven, we don’t want to be soft. Let’s map the customer journey and see how we can optimize it.” But you talked about the hiring process. I mean, it always seemed like, at the Ritz-Carlton in particular, with my experience at Disney, like they hire different people. How do they do it? What’s the secret?
John Timmerman: (05:43)
Yeah, so it’s kind of funny because well, I was with you, Gabe, at Gallup, they’ll be flying around all the world, talking to CEOs and COOs. The common thing would be the C-suite would say, “I don’t like my culture. I want to change it.” And they ask “How long will it take to change?” And I’d ask well, some basic questions like, “What’s your turnover,” right? And so it’s 25%, maybe four years, because if you don’t hire right, it’s very challenging to align someone to something that’s not natural to whom they are. And I believe God’s given everyone talent. It’s just, the problem is you might not be in the organization that best fits your talents. And that seems to be the problem. So the first thing is defining what are those, what are those core principles? So when I talk about Ritz-Carlton, it was a personalized service. When I, the Cleveland Clinic, it was around patient-centered care. When we’re at Mercy, it’s activating the healing ministry of Jesus Christ. And so there’s no one right value system or brand positioning, but you have to define it. And once that’s defined, you have to look at people that naturally do well, the top performing and those that don’t do well, the contrast group, and kind of see what’s driving those behaviors between those two groups and then start to develop some recruiting, some employer, brand marketing. So the messaging that you send out is incredibly important. Not here at Mercy, but I was working at another large hospital organization and they were having trouble with their nursing staff. And when we did the root cause analysis, it was just the communication they were sending out is on the recruitment front end of it. But once you get that, then you have to look at how do we identify? Do these people have these innate behaviors with them? And so you’ve got to have the right guy to ask the right questions of the individuals to know if they’re going to conceptually match to that environment. And then you’ve got to kind of not assume they’re just going to activate themselves because people can have these innate talents, but they have to be brought out in many cases. And it’s a spectrum. So some people, just there’s no off switch and they’ll go from day one. And other people require a lot of coaching and creating the right environment to help them activate it and everyone in between. But it really comes down to what is our brand positioning? What do we want our consumers to say about us? We want them to see, touch and feel. And then what are the people in the organization? You probably have some, no matter where you work, that are doing that today. Let’s study them, don’t study the people that are no better than the average, because you’re going to just get average results, but study the ones that are doing it today and let’s figure out how we can recruit to those behaviors as best as possible through both the communication, the brand positioning and the employer base comms, as well as the questions and the discernment that you think through people through when they come into the organization. So for Mercy, we’ve, our hurdles, our first few are the technical requirements, the experience, the credentials and education, and the second hurdle is you have the talents for the role. So if you’re going to be a manager, do you have management talents? Can you develop a team or if you’re in a business development, can you influence? And then the third one is our Mercy fit. Do you, are you going to feel comfortable with, on activating everyday, dignity and excellence and compassion and service and stewardships and charisms like bias for action and entrepreneurship? And so once you’ve got that, that’s at the front end of the funnel, then he got to kind of have to look at the entire journey of the employee especially through the first 21 days, because that’s usually when you get them really aligned or you kind of lose them, they start to go off tracks and those organizational norms start to kind of have an effect on them.
Gabe Larsen: (10:05)
No, I love that. Vikas, go ahead.
Vikas Bhambri: (10:05)
I was going to ask, I think one of the things you mentioned is about the brand value or brand promise that people call it. You mentioned some amazing examples, including Mercy. I think one of the things I see as a challenge is people create these values. They put them on a wall or whatever it is, but it never really permeates through the organization. So that would be question number one, if you could give some tips or tricks or how do you actually then orchestrate it through the organization? And two is not everybody always comes on board, especially if this is an evolution that a company may be going through. How do you then kind of identify those people that aren’t in line with the new philosophy and kind of gracefully exit them out of the business if they’re not a fit? I’d be curious about your experience there.
John Timmerman: (10:55)
Yes. All great questions. I’ll answer the last one first, and that was VP of Operations at Ritz-Carlton. We would open a hotel. So then you have a chance to do it right from the beginning as you’re hiring 200 to a thousand people depending on size of the hotel. And to get that, so you know, we selected one out of 20 qualified applicants that had our DNA.
Gabe Larsen: (11:22)
How many was that?
John Timmerman: (11:22)
Gabe Larsen: (11:22)
How many was that?
Vikas Bhambri: (11:24)
One out of 20.
John Timmerman: (11:24)
One out of 20.
Gabe Larsen: (11:26)
One out of 20.
John Timmerman: (11:26)
So that means we were willing to go without people to get the right person, because we knew that we had the wrong person, it just cost you dearly. And that’s a discipline, some organizations just quite frankly don’t have. They lower that requirement. And when I would meet with new employees and we’d be opening a new hotel or bringing on a new department, I’d be very frank. I talk about our values and say, “If there’s anything here that you feel uncomfortable with, please, we’re going to take a break and do not come back because this is not the right organization for you. There’s an organization out there for you. We’re just not the one. And that’s okay. We want you to kind of come to that self-discovery now.” It’s so difficult if you’re inheriting people that aren’t aligned with those values to begin with. And it’s a lot of hard work and you’ve got to put together a stage plan to have a lot of critical conversations over time and fairness for them and the organization. So anytime you go to hire someone new it’s like, “Let’s get it right,” because downstream is just so much more difficult. But in terms of, what’s the second part of the question or the first part of the question?
Vikas Bhambri: (12:46)
Yeah, [inaudible]. How do you permeate it through the organization?
John Timmerman: (12:49)
Yeah, most of those are quite worthless to be quite frank because you have some consultant or some marketing company, and they could be good consultants and marketing companies, but they developed some textbook vision statement, mission statement, whatever word, label you want to put on it, and it gets transferred to posters and to a buttons in a campaign. And then it collects dust over that. And so really the proof point is, how you can wire it in to create an affinity to one your human resource processes, and then two, your leadership processes and three your operational processes and four your information now with analytics processes. So for HR, we talked about, it’s like calibrating that to the psychometric or that the hiring criteria for leadership processes. And it’s just a basic, “What’s my role as a leader for activating this in my communication?” And so if I had a meeting here at Mercy or Ritz or at other organizations I’ve worked, one of the things is typically the values tend to be at the bottom of the agenda, but it’s intentionally bringing it to the top. So the first thing you talk about is mission, vision, and values, or whatever you call it in your organization, clear. And even though profit is a fuel that keeps us moving forward, and you got to talk about that by all means, that’s not the first thing. And by the way, I’ve been all over the world and profit gets the leader excited, but I’ve never met a frontline employee that get excited on –
Gabe Larsen: (14:24)
John Timmerman: (14:27)
So talk about the things that are going to resonate to them. And it’s the things that are relevant, tactile to them and how that relates to the values. One of the just quick best examples, I can’t mention client names, but we were working a large banking client and the banking client were developing a value system, and this is in California and they were, they were just dead set that the executives were going to define this. And we pushed back a little and said, “Yeah, the executives have a big role for defining those, but really it’s your frontline that’s going to be the proof point for this.” And we kind of had some healthy discussion with them and we finally agreed that, “Hey, the executives will develop a mission statement, and then you get consultants, go ahead and create something with the frontline and we’ll work at it and consider it.” And so we did that. Parallel tracks and an executive did a great job, but the final test was we took the mission statement, the values that the executive created. We took the ones that project team of frontline workers created, and then we randomly picked frontline, these were bank tellers and cashiers and such, and we asked them, “Take a look at these two value statements. Which one gets you excited and in less than 30 seconds, which one can you create a story right now about how you’ve either done this or how are you going to do this?” And take a guess which one they picked?
Vikas Bhambri: (15:49)
John Timmerman: (15:51)
Yeah it was. Frontline wins every time. And so, it needs sponsorship of executives, but if these things don’t resonate within the culture that you have, it’s dead on arrival.
Gabe Larsen: (16:04)
Wow. Wow. So maybe one follow up to that, John, I just feel like a lot of people ask, especially when it comes to the Ritz-Carlton, these, the it’s, and maybe I’m just, maybe I’ve heard rumors, maybe it’s not true, so maybe you can dispel them. But, when someone like goes in a room, the operational rigor that before somebody checks in like what that person actually does in preparation to get that room, like there’s a 50 point checklist or a hundred point checklist, or there’s a lot of operational rigor that goes into actually providing that optimal experience. I’m trying to think of some of the examples I’ve heard, but maybe you can confirm or deny. How operational significant do you get on some of these small things to make it that Ritz-Carlton-type experience?
John Timmerman: (16:53)
Yeah. So, and a good reference for this is, it’s a Gallup book that was published a while ago and it’s around the notion of how do you create excellence? And when you take a look at a new coworker, employee in an organization, against a requirement, first got to make sure, is there a requirement well defined? So you’re pretty close, Gabe, in that in a guest room, we had about 127 key points of cleanliness and operational requirements. And then you take that and then you say, “Well, how do I make a highly reliable system against that?” So you wouldn’t get the training, the hiring, the inspection process. And so one example would be you just, you have worker fatigue if you kind of ran them against 127 points for 16 rooms. They would clean [inaudible] cleaning a room at a clip of a room for every 30 minutes on average. And so you take that and break it down to what are the 14 vital things that are important to the customer that we got to get a hundred percent, right? So the 127 are still important. We’re not going to ignore them, but we’re going to allow a different level of variation for 127 versus these 14, have to be just bulletproof a hundred percent right. And then be really rigorous on our inspection and reinforcement on those things at high frequency rates. So that’s every room, every housekeeper. One of the things we learned with our housekeeping staff too was, we got to a point where we said, “Hey, we’ve got some people that are so good where they just don’t even need inspection.” So we stopped the inspection and we got pushback from them, they said, “You know what? We know we’re really good and we got low error rates, but we actually want leaders to come in and recognize the great work that we do,” So be careful too, when you go to complete self inspection with top performers. Sometimes those employees value the feedback and the validation that we give them. So it’s designing the right level of inspections so that we’re not burdening with a lot of unnecessary costs, preventative costs, but it’s making sure that for those things that are vital to you, you got a high reliable system. Like one of the things we can never guarantee when we were checking in a customer at Ritz was they’d get the room they wanted. The right view, the right floor and all that. So we stepped back and said, “Well, what can we guarantee?” Well, we can guarantee and we can operationalize that. We’ll use their name at least three times when they check in. And so how do you do that? Well, at the bell services, the door, they’re trained to look at the tags on the luggage. And then they got them. We give them a tool, a microphone, and a radio to communicate it to the front desk. And then we got a follow up call from someone on duty once they checked in the room to see how they’re doing. And so there’s constraints in any order. And then people also say, “Well, you probably pay people more at Ritz-Carlton. That’s why you got it.” Guess what, we paid the same market rate as the Red Roof Inn and any other brand. It’s just that we had some really super good processes and the same would be for Mercy. We focus on, there’s an ocean of things you can work on and that are important so you’ve got to have those accounted for, but you got to really narrow it down to how are you going to differentiate and what’s going to be critical that has to have a hundred percent reliability, and then just really design around that. Because if you try to design a hundred percent reliability, especially in a human dynamic situation where you’re relying upon human technology and not automation, you got to really pick the areas that you go for very carefully.
Vikas Bhambri: (20:44)
John, you made a great point at the end there, which is a lot of times people, when we use brands like Disney or Ritz-Carlton, et cetera, people are like, “Look, of course people are paying $800 a night or a thousand dollars a night to stay there.” You’re going to, and the assumption is that you said that we’re paying our people more. My belief has always been that there’s some core elements that you can have in any business, whether you’re a restaurant, whether you’re the local delicatessen, whatever it is, that it doesn’t matter if you’re the Ritz-Carlton. What are some of those kind of key principles that really any business can adopt? You said you’ve got a 127 point checklist, but there’s 10 things that every business should think about or consider or adopt to provide that premium level of customer experience.
John Timmerman: (21:36)
Yeah. That’s a pretty common question. And I’m not going to skirt around it, but I would say that I’m a little bit hesitant because of sharing specifics because then, as you know, Vikas, Gabe, people run out and try to implement that and may not be right for the context. When I first got to Cleveland Clinic from Ritz, they said, “Make us like Ritz-Carlton.” I said, “Well, let me come back to you in 90 days and tell you if that’s right.” And there’s some things we use from Ritz, but there’s a lot of things we didn’t use too just because of the context and the brand positioning. So, but here’s what I would say though, I give you some fallacies to stay away from. So maybe I’ll go the other direction, not saying what to do, but what not to do. The one thing is to draw the assumption that training’s going to solve it. And I learned this as a young 20-year-old manager, when Ritz was just being formed. When I joined the organization, the president Horst Schulze, we all the time, you get general managers with, you would call them excuses. Excuses why they couldn’t deliver a perfect customer experience for our guests. And the typical excuse was training. And then what Horst would do on the phone, Horst would say, “I’m flying down to your hotel right now. I’m going to offer everyone of your employees a thousand dollars if they can do this the way that we’re asking them to do it. What time do you want me to show up?” And the GM would always say, “No Horst, don’t get on the plane. It’s not a training issue. There’s other issues. We’ve got to clarify the expectation. I got to go back and make sure they’ve got the tools and resources. We need to know if we’ve got the right measurements and metrics in place to answer the question. How do we know this is being done the way that we want it to be done? Are we reinforcing the right behaviors, both positive reinforcement as well as you gotta be truthful.” Hey, there has to be negative consequences when these things aren’t done after you’ve given everyone, you’ve set the table with what they need to be able to do it and you can’t just say, “Happy employees and happy customers.” Yeah. It’s easier to serve customers if the employees are happy, but there’s other processes and tools and resources that have to be brought in to play too. I really wish it was that easy. Then we’d all be getting better customer service across the board. So stay away from that training fallacy. Also stay away from the fallacy that if we just paid more, because for any savvy manager, put the data aside and the data sites this, is that pay is abhorrent. So that’s not right, it’s an obstacle. But if it is right, it’s very short-lived and what’s going to give you, get you in terms of performance. And if there’s one thing I always learned from Gallup, when you look at what drives behavior, you have to ask, you have to know that it equals one level with each coworker. So for someone, it might be economics, for other people, it’s going to be public recognition. Other people, I mean, they quit if you gave them public recognition and it’s some autonomy and their job, and it just varies across the board. And that’s why leadership is not easy, not for everyone, because you’ve got to dial into those nuances of people once you’ve set that table and give them those basic tools and environment.
Gabe Larsen: (25:03)
Wow, I like that. I want to talk just for a minute about the, you hit some of the operational elements, but a lot of people talk about this customer journey map concept and how you can actually start to go from end to end and start to find some of the checkpoints or the areas you do need to improve. How would you coach organizations to go through that process? I mean, it seems like you’re so methodical in the way that you walked through that customer journey yourself and find things that, I remember this one we did at Toyota together, and you were thinking of things I didn’t even, there were so many signatures, you were like, “That guy had to sign 130 times. Like that’s crazy.” And I’m like, “Oh, I didn’t even see that one.” Is it just take an eye for it? Or how do you do a customer journey map, John Timmerman style? You know?
John Timmerman: (25:52)
Yeah. The most I’ll give you is, if you’re at maturity stage one, but the first thing to do is to most, and by the way, most of the breakdowns occur in service organization between handoffs, between departments. And so if you kind of know that, and that’s a working hypothesis, then one easy thing is just to get two departments together and clarify requirements and expectations. So I can’t tell you the number of times I walk into a hotel and meet with the culinary and the banquet servers and ask the question, “Do you know what you want from them? And do they know what they need from you?” And they’d be working together for 10 plus years and really not have a clear definition around how they support each other and those requirements. And that’s true for hotels and hospitals. We need, we have some of the brightest clinicians on the planet that work at this organization, and yet they really haven’t had the opportunity to step back and clarify expectations in these interdisciplinary teams. So that’s kind of like the first step before you do the sophisticated approach. Let’s say you got some clarity around basic requirements between departments, teams, multidisciplinary units. Take the customer experience at Ritz, we calculated that there was 1800 potential touch points for travel or stay in 1.5 nights. So again, that’s the ocean of what can happen. And then you got to say, “What are the critical phases of the 1000 plus that inform the consumer’s opinion of you?” And really determine whether they’re going to come back and what they say and feel all that. And you break it down into a little bit, the arrival phase. It’s like mom said, first impression. So let’s focus right now on the arrival phase and get that right. And then if it’s not the arrival, maybe you got that, we know recency theory that the departure, the fond farewell thing. So maybe let’s go take a look at that. And then maybe let’s circle to what’s in the middle between those two bookends of the phase, and let’s look at it, or what are the transactions, the things that they’re doing? Like filling out those application forms. What are the things that we’re doing to reinforce relationship? How do we intelligently design something unanticipated? Organizations don’t have endless resources to gold plate, the experience. So you’ve got limited amenities and things you can do for consumers to drive their loyalty. So whether it’s on the site, visual site with gamification, or it’s a physical interaction, how are we going to find design, design in some of these things that are going to drive delight and make this more than just a reliable, transactional thing, but also experience that drives relationship and some level of memory and printing for that experience?
Gabe Larsen: (28:57)
Hmm. Interesting. I like it. Do you, as we get to kind of close here. Certainly the world has changed and that’s changed for Mercy. It’s changed for Ritz-Carlton has changed for so many companies with all that’s happening in the world. What are some of those things that you’ve learned through this change that you would want to leave maybe with customer experience leaders trying to transform their businesses, knowing that digitization is on us more than ever, knowing that COVID is obviously changing everything we do? What are some of those principles that you’ve kind of maybe either had to adopt or didn’t you feel like you could pass on to an audience of customer experience leaders?
John Timmerman: (29:36)
Yeah, I actually, a great question. I actually have three of them. There’s many, but three. The first one is this is a tragic situation that’s occurring. A lot of people are put in a very bad situation and let’s take this bad situation and try to use it for good as much as possible. And you can do that through many different ways. One is compassion. So we don’t lower our standards but we’re also looking at things through the eyes of not just our consumer, but our coworker. And so maybe there was a policy that you never compromised in the past and not suggesting what organizations do or don’t do, the policies, but let’s reevaluate it through the lens of, you’ve got one parent that’s trying to juggle somebody at home and another one that’s trying to juggle their job and the school’s closing. And let’s reevaluate policy through an eye of compassion for people and make sure that we put them at the center of it. The second one is let’s just try to automate as much of these things as we can. So, per capita, the US, we’re extremely high in terms of per capita cost for health care. And so if we can take out some manual process and automate it and allow people to practice at the top of their license and allow people more human contact versus paper shuffling, let’s do that as much as possible too. And the third thing is for leaders, I can speak for myself and the leaders I work with, you’re going to have to take a step back and rethink the new requirements because the world has changed. And a lot of the things that I would do yesterday that would drive performance results and success just quite frankly don’t apply today in this new environment. And so we’re all having to learn how to, if you’re right-handed, write left-handed. And make sure you’re spending time with your teams to define, “Hey, what are the new requirements? Because things have changed.” I just can’t say that it’s the things of yesterday are going to work today and give people the breathing room to kind of go through that discovery phase because the demands of co-workers, of consumers, of leadership, I suggest is very different today and that’s going to require some change and growing for I think, all of us, that whole leadership responsibility.
Gabe Larsen: (32:14)
Awesome. Awesome. Well John, love having you on. Vikas, closing thoughts or closing questions on your side?
Vikas Bhambri: (32:18)
One, I think we could do another 30 minutes.
Gabe Larsen: (32:21)
Yeah. Dang it. I’m sad I only booked 30.
Vikas Bhambri: (32:25)
Can we do a part two? No look, I think the key thing, and we learned a little bit about this last week with our previous guests is, your customer journey mapping is all the rage and everybody’s doing it. But I think my key takeaway from John’s discussion is the employee side, because, it is, there’s two parts of the equation and the employee, everything from hiring to then enablement, and then the management of those of those team members is absolutely critical in delivering that ultimate customer experience. So thank you so much, John. That was my big takeaway.
Gabe Larsen: (32:58)
John Timmerman: (32:59)
God bless. Take care.
Gabe Larsen: (32:59)
How many touch points was that again, John? It was how many?
John Timmerman: (33:04)
It was about 1800 plus per just for a 1.5 length of stay.
Gabe Larsen: (33:10)
That is just crazy. Alrighty. Well John, again, really appreciate you joining and taking the time. Vikas, as always, thanks for being on and everybody have a great day.
Exit Voice: (33:22)
Thank you for listening. Make sure you’re subscribed to hear more Customer Service Secrets.