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Welcome to the Catchfire podcast with Dr
Jason Young. We help inspire modern day
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leaders to find their spark and ignite
a culture that can't be extinguished. Let's
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join Jason and this week's guest.
Today's guest influence me from a far through
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his books and then up close as
we spent time on the phone and then
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in person. A far sounds like
some exotic place, I know, I
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know, I'm building it up here. Hang with me. In fact,
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I even invited him to spend a
few hours or a group of leaders while
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helping with an immersive experience at epcot
a couple years ago. So my guest
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is Jeff Cober. You heard his
laugh earlier. He's a premier thought leader
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in the best of Disney practices.
He work for The Walt Disney Company for
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years and now leads his own company, several of them, by helping organizations
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around the world understand how to be
remarkable for every person that comes to their
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church or business. So, Jeff, I just want to say thank you
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for being a friend and thanks for
being on this podcast. Is so good
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to catch up with you again.
Jason and and thank you for the invite
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invitations and it's great. Absolutely well, if you're listening to this podcast,
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you can't see what I'm seeing.
And so Jeff's backdrop. Jeff, tell
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me, tell me. What is
your back DUP? Describe it for for
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listeners. Well, I've really been
in the business of training and development for
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over thirty five years and it's just
given me an opportunity to really understand what
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employees need to be successful in the
workplace. For the last twenty years I've
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had my own business where I've had
the opportunity of really getting out in the
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trench and helping people with leadership issues, with employee engagement issues, customer service
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issues. But most people know me
because of my work with the Disney Institute.
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I was with the Waltz they world
company for many years and that gave
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me a huge opportunity to be in
the trench and see how best, how
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really one of the most world class
organizations operates, and it's just been it
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just gave me great insights and,
as has been en up, has been
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a blessing and an opportunity to share
with others, let me assure, over
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the last many years. So I'm
actually this looking at background Disney. Why
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helping? You know, employee guest
experiences. Let me compound on the guest
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or maybe you're listening today and use
the word customers, so I'm may use
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those interchangeably. But yeah, why, Jeff Wire, guests or customers?
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Why are they important to you?
When I was a kid, I grew
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up in Phoenix, Arizona, and
I wanted to go to Disneyland California,
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and you know, money is what
money was for a middle class family,
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and so I just cited up is
going to pay for my family to go
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to Disneyland? So I started a
longlowing business. Hmmm. And yes,
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they're actually were lawns in these out
Phoenix, so use your imagination here.
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But I learned, you know,
I mowing lawns back and forth and back
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and forth. But over time I
learned that there was when I did a
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really great job, how much my
customers, those people whose lines I get,
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how much it really appreciated that.
HMM. And and often I get
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tipped because I had, and I
mean I would get really good at edging
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and and just getting that grass really
level and and smooth and getting those weeds
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out and so forth, and and
I saw that it made a difference to
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people to have the yard look really
great. And so I think at a
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very early age, I mean here
I am twelve thirteen, I really kind
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of got a sense of what it
meant to to really provide a great customer
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experience in a very simple way,
but it became internal to me. So
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that that story. One the story
to is that with mowing lawns in Phoenix
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in the summer. That is lazing
hot and and incredibly difficult. And I'm
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older brother had a job where in
a department store got all these great clothes
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and men's retails section. I thought
I need a real job and that this
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lot laying job. I need a
real job. So I didn't know how
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to get a retail job. That
I did and working for this gas station
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for a guy who's who, who's
family had babysout for and he owned these
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gas stations and he had a brand
new one and this was sixteen pumps,
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which in the S S was a
big thing. had a small, little
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tiny island didn't sell anything other than
oil, but this little island that took
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the money and so forth, and
and there were sixteen pumps and I showed
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up on my first day to work
at about four o'clock and about four hundred
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and forty, the other two employees
left, leaving me entirely responsible for this
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gas station. I, like,
I had no knowledge of handling money or
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anything at this point in my life, and but I knew how to smile
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and how to be nice and how
can I help you? So first person
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rolls up because four dollars on pump
come six. All right, four,
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those these four dollars. Thank you
very much, have a great day and
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put the money in the tail.
Next person comes up and he says five
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hundred and thirty two on pump thirteen
and hands me at twenty, and I'm
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going, okay, thirty two,
three, four, three, by three
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penny threes, a forty of time, two quarters, oh, and a
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five, Oh and a ten,
and I give them back his change.
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All right, thank you very much, I'm a nice day. Next Person,
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Oh, a check? Yeah,
a check. Yeah, I think
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we take checks. This hat.
Yeah, this looks like it's legitimate.
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Up. Yeah, thanks that well, I say. Next Person. Credit
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Card. Yeah, we take credit
cards. It was one of those things
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where you swim back where. Yes, okay, so you put that face
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down and then the slip or face
up and then the slip. Or Do
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you put the slip? And then
I couldn't figure it out. So I'm
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doing to me. Why the lines
getting longer and longer in front of my
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little window stand here. And Oh, by the way, I should mention
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this was the middle of the energy
crisis. See, you know that little
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problem a couple of weeks ago where
Peter were out of gas. Oh,
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you had no idea what this thing
look like in the sve these there were
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cars lined up for about three blocks
down the street at this gas station I
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had. I had fourteen people in
line in front of me and I'm trying
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to and I'm like, I've got
to figure out how to move faster,
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do this better, and so I
think it. Well, what I need
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to do is it's change things.
Taking me a long time. I'm just
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gonna throw the dollar bills and this
little corner and make a little pilot dollar
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fiddles and people are going like what
your Claire Pomp Ten and I got,
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well, they haven't paid at all. They drove off a long time ago.
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Buddy, there come, you know, and I think, oh my
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gosh, I got do something,
I got to try to move fast and
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everything and all of a sudden out
of the West, as the sun sets,
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comes as Greece at comes my little
hole in the window and all of
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a sudden all these dollar bills are
floating up around Dandy and like this guy
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has no clue what he's doing.
Long Story Short, I closed the gas
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station at midnight, at thirty.
I came to the realization I had no
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idea how to balance out the sheet
that they had told me in ten or
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twelve minutes I didn't know how to
do anything other than lock the bathrooms and
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at the station and I went home
and I remember that feeling is a sixteen
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year old leaving at thirty in the
morning and thinking I am so stupid.
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I should have just kept the long
moon business. I can't believe now in
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retrospect. It wasn't me, it
was I wasn't supported and I didn't have
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the training, I didn't have the
help. But I learned there's a tie
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between how well we support and help
the employee, HMM, and how great
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a customer experience we can deliver.
Yeah, come on. And if that
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was a thesis for my life and
the training development I've done, it's probably
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contained in those two stories. So
yeah, maybe that that segues into the
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connection between employee and customer. Experience
for someone listening today that maybe they've been
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feeling this intertention or maybe they're even
feel intention from a superior I don't know,
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a peer in their company, their
church, and they really want to
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improve what they provide or how they
provide whatever they have for you know a
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guest or customer. Well, would
you encourage them to do? I would
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invite them to engage their employees in
that conversation about what needs to be done
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for the customer and, rather than
say to the employee, this is what
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you need to do, say this
is what we want as an outcome.
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We want these customers to walk away
and, on a scale of one hundred
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twenty five, be at a five, where they are extremely satisfied, where
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they love what we do and they
come back to what we do. Get
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them to that level. How do
you suggest we do that? And then
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be in the business of supporting the
employ in doing that, giving them ownership
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in doing it and figuring out how
to support and if it hasn't quite gotten
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to that point, then ask again
what else could we do it? Maybe
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at times make some suggestions, but
listen and allow the employees to engage,
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because if you want to sustain a
great customer experience, you're going to have
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to focus continually on a great internal
customer experience, I. Eve, with
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your employees. So your ability to
support and sustain your employees is what will
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ultimately drive a great customer experience.
Extent, yeah, and I love that,
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because the role of a team member
is vital to the sustainability of the
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culture and output that the company organization
wants to create. So if you're a
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leader today and you're listening and you're
sitting at your desk or your your on
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vacation and you're mapping out this plan
and you're like, man, I can't
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wait to get back and tell everybody
what to do, you actually may be
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setting not only yourself up but the
employee, maybe failures, in a dramatic
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word, but for things not to
go as well as you think they could
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go or should go. You know. So I appreciate that. Let me
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ask you this. In fact,
you have this model. It's called the
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chain reaction of excellence and it's,
you know, for those listening, it's
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really jeff has designed this to help
organizations with operational excellence in there these four
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pieces of the model. And so
a man, I know we don't have
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a long time, but if you
give a snapshot of these, you know
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leadership, excellence, highly engage employees, highly satisfied customers, loyal to long
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term success. Why? Why should
this be important to an organization? Well,
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thank you for saying that. And
are asking that because at the end
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of that chain reaction is customer loyalty. Your ability to stay in business long
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term, your ability to really be
successful long term depends on customers who are
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loyal, who are your advocates,
who continually come back to do business,
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who have are happy to spend more
money. And this, by the way,
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this is the Disney model. That
Disney model has been to really create
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a great customer experience of people want
to come back again and again again.
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You think about loyal Disney customers.
Loyal Disney customers are ones who not only
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come back year after year or see
even several times a year, they purchase
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a Disney vacation club, time share
kind of thing, and that that's a
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Fiftyzero, eightyzero dollar investment right there, plus their annual fees. These people
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are putting tattoos on their arms of
making your whom ever, they have such
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loyalty and they are advocates and they
are willing to Ben and they're willing to
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to get others to come back to
them, and that that works in a
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public, private and nonprofit sector.
You're a college, you're a university.
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Let me tell you people you want. You want your alumni being the ones
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bringing back, succeed following generations,
succeeding generations back to your school. You
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want, if you are a public
sector organization, you want the public behind
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you and supportive of you and perhaps
electing you, if you're a public official,
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reelecting you. If you're at church, you want your parishioners to come
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back, because you know that they're
not going to to grow in faith by
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coming every Christmas. MMM. They
need to come again and again and drink
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from the well. And so you've
got to make sure that the well provides
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and that you end that and that
they're not distracted when they come to the
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well by things around them, but
that they're really there. And so how
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do you do that? You create
a great, not a good, a
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great experience. And how do you
do that? Great Experience? By having
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engage empowered employees and how do you
do that? That's the beginning of the
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chain reaction. It's leadership excellence.
And when we say leadership, we're not
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just talking about you having your act
together, which is really important. Don't
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miss it, it's really important,
but it's you also allowing your employees,
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everyone in the organization, to take
ownership and be a leader. Hmm Okay,
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so in that same channel, let
me ask you this. What do
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you what do you think, and
what have you seen healthy leaders do differently,
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and how can someone listening right now
be that leader? I define leaders
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as doing this, individuals who successfully
attain results by effectively working with others.
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MMM. So there's two aspects of
this. One is you got to create
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performance, you got to make it
happen, whether it's it's increasing sales,
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whether it's driving volume, whatever it
is that you have to do. You're
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in charge of FEMA and you've got
to successfully address a storm that's come through
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and and help people, whatever that
is. You have to achieve result.
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But the second component is equally important, and that second component is you got
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to effectively work with others, engage
others in doing that, and there are
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many, there are some individuals out
there who are like. They get it
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done, they make it happen,
they they move it through, but they
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burn the bridge, as they do
with mad people. Say Yeah, well,
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we achieve this goal, this,
this success, but you know,
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if I have to work with that
Guy Again, oh my gosh. Yes,
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then there are other people who o
there get along with everybody. That
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great, you know, and let's
see, you know, let's got to
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dinner and head let's do launch and, you know, hang around by the
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water cooler, but when it comes
to actually getting something done, you know,
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it's it's all just fluffing. Nice
to know people things. I think
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you gotta have both. You have
to have people who get results by effectively
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working with others, and that is
how I would define leadership ext and and
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part of that, or a one
result of that, would be engaged employees.
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In fact, I mean research confirms, you know, Time and time
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again, and engaged employees are not
the norm. So here's a question I've
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tried to figure out. I don't
know that I know the answer to.
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Maybe you do. Why do you
why do some businesses think their employees are
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engaged when in reality they are disengaged? Yeah, because largely they don't spend
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any time in the trench with those
employees? MMM, they have yeah,
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they have no clue. Your awkwacy. If you take the etymology of the
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word bureaucracy, it is crassy,
which is the Greek for to rule or
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govern, and bureau which is the
French meeting a desk. So bureaucracy means
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to rule from a desk, and
too much of organizations problems lie in their
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bureaucratic systems. They think that by
coming up a new program or a process
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or a policy, they have achieved
and so they rule behind a desk and
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that bureaucracy doesn't do anything. You
need to be in the trench with your
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employees. You need to be listening
to your customers, internally and externally,
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and until you do that you're probably
kidding yourself as to how how will things
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are going? Yeah, so you
know leaders, they're leading this employee experience
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or leading this customer experience, you
know, and they want a high level
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of satisfaction, where they should.
So how they get there perhaps, is
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a different story. So I want
this, but how I get there maybe
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a different story. So if we're
talking about a customer and satisfaction, what
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do you think a customer wants,
when we actually are saying a highly satisfied
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customer. What does a customer want
when we talk about satisfaction? So they've
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come to you for products or services, some kind offering you have, and
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you've promised them that if they come
and they buy with you or they they
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visit you, you or they spend
time with you, they're going to get
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this particular outcome. When you deliver
to that upcome, you have met their
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expectations. When you have x,
when you have more than delivered to that
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outcome, you have exceeded their expectations. How do you exceed expectations? By
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paying attention to the details, and
the details are found through four things.
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Your people, through your setting or
place, whether that's a physical or virtual
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world, through processes, your policies, your rules, your procedures, your
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guidelines, and then finally, through
your products or services. So, for
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instance, somebody coming to Disney,
they think a lot of people, they
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think Disney customer service. That's about
the people, the cast members or those
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who are the Emmployees, being nice
and friendly to the guests. Well,
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they sure better be friendly and nice
to the gas. I mean that's important,
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but that's not the only thing that
creates a great customer experience. That
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creates customer satisfaction. When they come
in and they see benches and shade and
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add an inviting place to be and
enjoyed, then that adds to the experience.
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When there aren't has is trying to
make a reservation or trying to get
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into a ride or weight in line, that adds to the experience. And
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when they have great rides and great
food and great you know, all of
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that, that, as a product, adds to the experience. So it
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is not just friendly people, it
is the entire experience and that's the fine
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through your people, the place,
your process and your product, and maximizing
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all of that is what world class
organizations do to achieve a great customer experience.
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I love a little thing you said
at the very beginning when you're answering
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that question. You use the word
promise and I think for a leader or
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an organization to ask what are we
promising our guests or customer, and then
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what are we doing to deliver that
promise, you know, to said person,
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and that's something I've always, always
struggled with. Her asked myself or
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what are we promising and then how
are we going to deliver that promise,
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because then that establishes trust, you
know, and then the relation, yeah,
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relationship, moving, moving forward.
Let me ask you, maybe not
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a not an unusual question, but
I don't know, maybe. So,
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how should a leader think and feel
about a guest as it relates to creating
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a consistent, repeatable experience that guest
will love? So what you need to
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do is unit need to get very
clear about what a great guest experience is.
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You need to define your standards,
you need to define what a customer
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values from the experience being successful.
And what world class organizations do to be
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successful is they defined their standards.
They define the operating values by which a
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customer experience is successful. For instance, at Disney, that is, for
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things, safety, courtesy, show
and efficiency. And for the last nearly
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sixty years they have been talking about
those four things. And and how do
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you make that happen? And what
makes Disney succeed? It's we, even
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though they have tens of thousands employees
and everybody's on the same page thinking about
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those things. Tactically, strategically,
all of that. Now, that's been
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going on for decades. One thing
that's happened in this last year is Disney
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took a step back and said,
are we missing something? HMM, and
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that thing that they determined that they
were missing was perhaps they weren't being as
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inclusive as they need to be.
And so they have added what they refer
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to. They refer to these is
the fourth key. They've added a fifth
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key and called it inclusion. and
to say, how do we to walt
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had said on his dedicatory day,
to all who come to this happy place
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welcome. They have asked the question, how do we make sure that everyone
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who comes to this place feels welcome? And so now they are very focused
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on adding that aspect to it.
And and and not just that all by
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itself, but in the context are
still making it safe and courteous and a
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great show and making an efficient and
so that's what leaders do, is they
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get very clear about what it is
everybody needs to be focused on and what
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it is that the customer values.
And you won't get that, you won't
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figure it out if you don't spend
time as a customer. MMM. Now,
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most managers, most leaders, they
get reports and they they can see
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how many people, you know,
went through or how good their sales work
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or how many returns they had or
anything of those nature. They get all
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that that quantitative data, but that
is just counting shoes. Great leaders don't
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count shoes. Great leaders walk in
the shoes. Yeah, you need the
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other day, but you need to
also be doing those things that allow you
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to walk in the shoes of your
customer. So stake the MARRIOTTS. They
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have created a hotel empire. and
Bill Merritt Man, he he just lasted
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a couple of years ago before the
pandemic. He was he was going through
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like some hundred and forty hotels a
year worldwide. Wow, and and much
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older than you are I and going
across the world visiting a hundred forty hotel
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because he knows that walking in the
shoes of the customer is absolutely critical.
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So that what you decnd may actually
answer this question in a so you could
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say yes, why do so many
organizations underestimate the value of a positive guest
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experience? Yeah, it's that.
It's that they don't have clarity around what
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they're promising and so what they deliver. It's just kind of all over the
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place. There's another variable, awesome
involved. I would refer to as six
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speeds. We talked about the promise
and then we delivered through the four piece
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of people place, process and product. But they say six prop at the
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end and that's the price. HMM. What is the price that the customer
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pays tangibly and intangibly for your products
and services? So if it's a ticket
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to a park, or let's just
say it's the state dinner, the state
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dinner may have been fifty five plus
tax and thread to it. MMM,
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but what's the intensible price us doing
that? Well, I had to put
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up with really poor service, or
you got my bill wrong at the end,
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or I had to wait around forever
to get the table, or I
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really could have gotten somewhere else this
evening and had a much better experience.
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Those are the tangible and intangible price
that people pay and a lot of times
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we don't. We don't really factor
in what is the customer giving up in
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order to to come with us and
be with us and experience us. We
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have to make sure that we again
exceed our delivery so that people at the
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end say, you know what,
that was so worth the price, that
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was so valuable, then you know
you've done your job so far. If
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I'm a leader and I'm sitting with
my team and I want exactly what you
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just described and we start talking and, you know, with each other and
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wanting to plan on how to lead
with the customer mind, customer in mind.
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If we're having that conversation, is
there potentially something that could get in
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the way when we're having that conversation? Is there something that could trip us
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up on our way to planning on
how we're going to lead with the customer
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in mind? The most, the
thing that most comes to my mind goes
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back to getting employees on involved,
getting employees engaged. I think that trips
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up. What people say. It's
well, I don't have the budget,
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I don't have the money to do
it. And Yeah, you have to
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be pretty practical about what you can
and can't do and, for that matter,
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what you can and can't promise.
But it's amazing because people, they
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are just capable of critical thinking that
surpasses the problems that happen in delivering a
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great customer experience. At they feel
inspired, they feel ownership, they're going
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to say, what do I need
to do to make this the best I
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can and how do I make this
work? And they're just there, there
335
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from the beginning and they make it
work. They make it, they work
336
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it until it succeeds, as opposed
to disengage. Employee says, just tell
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me what my job is. HMM, I'm putting in my hours to tell
338
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me what my job is. At
that point you have no hope of succeeding
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in any major, long term way
with your customers. I love that.
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Let Man ash you a final question. What is what has been one experience
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that you, being a guest,
you know with a particular brain, and
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also being this subject matter expert,
you found that the experience impactful enough to
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00:29:00.700 --> 00:29:04.099
share with others. Like. What
was it about that experience that matter to
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00:29:04.220 --> 00:29:08.900
you that you remarked about it to
somebody else? Let me give you two,
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if you don't mind one that's again
in one on a little better level.
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I I had been in New York
all week and I had to go
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end. I was not going home
for the weekend. I had to go
348
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straight off to Sacramento. I was
exhausted by time I got to I landed,
349
00:29:27.079 --> 00:29:30.920
I was in line for rental car. There only two or three other
350
00:29:30.000 --> 00:29:34.359
people in front of me in this
rental car line, but it took me
351
00:29:34.559 --> 00:29:37.910
the better part of thirty minutes to
finally get to the counter. It was
352
00:29:37.990 --> 00:29:44.910
going so slow and when I got
there, kind understood why it was so
353
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slow. The individual behind the counter, she was very young, very nice,
354
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but apologetic because their systems were slow
and kind of down. But she
355
00:29:53.579 --> 00:29:57.220
hey, so can I see your
drivers license, as Hi hunder drive this
356
00:29:57.339 --> 00:30:00.859
license. My critic care and she
goes, Oh, you're from Orlando.
357
00:30:02.019 --> 00:30:04.140
DO YOU LIKE ORLANDO? Is Orlando
a great place to live? I've always
358
00:30:04.180 --> 00:30:07.009
wanted to visit Orlando. Do you
like living in Orlando? Have you ever
359
00:30:07.049 --> 00:30:10.809
been to Sacramento? No, you
have it. Well, what are you
360
00:30:10.890 --> 00:30:12.410
planning at doing? Your kind of
lost Sacramento. So good. They lost
361
00:30:12.450 --> 00:30:17.089
some lots of things people like to
do. While I say all that,
362
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she was so nice, she was
so friendly, she was so kind,
363
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but there was one little problem.
I wanted my car. This was not
364
00:30:27.480 --> 00:30:33.119
a time to build relationships that last
forever. I wanted the car and I
365
00:30:33.359 --> 00:30:37.670
was so exhausted by this. But
I've been nice because she was that,
366
00:30:37.829 --> 00:30:41.029
you know. So I reciprocating,
but she's not reading here. Well,
367
00:30:41.430 --> 00:30:45.549
a few minutes into this and all
of a sudden and lower thee hall.
368
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I'll from behind the office comes the
manager, as yet to show her face
369
00:30:52.619 --> 00:30:55.700
in the thirty, forty minutes I've
been there. Wow, I'll come the
370
00:30:55.779 --> 00:31:00.099
manager. Manager steps out, she
kind of kind of gazes over the sea
371
00:31:00.740 --> 00:31:04.769
and then she begins to turn around
and go back to her office. Now
372
00:31:06.289 --> 00:31:14.930
I'm a fairly expressive individual, so
it may not surprise you that when she
373
00:31:15.130 --> 00:31:19.799
turned around, I said, even
surprising myself, Oh don't you go back
374
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there. Oh, she stopped in
her tracks and turned her around. I
375
00:31:26.279 --> 00:31:32.000
said, I have waited thirty minutes
toward getting my car there and there are
376
00:31:32.079 --> 00:31:34.630
only two or three people in like
there are two three people here waiting in
377
00:31:34.829 --> 00:31:38.150
line and they should not be waiting
that long. You need to be at
378
00:31:38.230 --> 00:31:41.109
the counter, if you got system. So so you need to be at
379
00:31:41.109 --> 00:31:51.019
the counter and you need to be
handling these guests. Awkward Moments. She
380
00:31:51.259 --> 00:32:00.140
slowly starts moving toward the counter,
opens up the computer and invite somebody to
381
00:32:00.500 --> 00:32:07.089
the counter. More awkward moments and
then, after minutes later, as she
382
00:32:07.250 --> 00:32:12.490
goes, okay, I need to
go back to my office to get a
383
00:32:12.650 --> 00:32:16.279
key, but all the right say
love, that's why I'm here next next
384
00:32:16.359 --> 00:32:22.839
door. Yeah, and she goes
back there. There's also it's a lot
385
00:32:22.960 --> 00:32:29.759
weird around this and and the girl
means to me as her boss is now
386
00:32:29.880 --> 00:32:32.710
come back to the office. She
leans toward me and she goes, I'm
387
00:32:32.869 --> 00:32:39.349
so glad you said something. HMM, and I wanted to say that point.
388
00:32:40.269 --> 00:32:44.579
Well, why didn't you say something? You know that was slow,
389
00:32:44.940 --> 00:32:47.900
but I also knew she was friendly
and Kinda Nice and she would not say
390
00:32:49.059 --> 00:32:52.059
that kind of thing. She's just
got that kind of person. And so,
391
00:32:52.420 --> 00:32:57.460
but I love but I tell that
story because, look, people styles
392
00:32:57.579 --> 00:33:02.650
are different and and you need to
read those styles. But also you can't
393
00:33:02.650 --> 00:33:07.769
be in the back. That's bureaucracy
being in the back. You got to
394
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be out in front with your customers, with your employees, working in the
395
00:33:13.440 --> 00:33:15.880
trench with them. So that's that's
the one story. The second thing I'll
396
00:33:15.880 --> 00:33:20.839
tell you. It's a little better
and it's a it's a fairly gentle thing.
397
00:33:21.519 --> 00:33:24.400
I have a have a couple of
children who are artistic and my youngest
398
00:33:24.680 --> 00:33:31.829
is to be able attic. He
has grown up because I've been with Disney
399
00:33:31.869 --> 00:33:36.670
and we live here in Orlando.
Our backyard is really well to Steve Wo
400
00:33:37.549 --> 00:33:44.660
he has grown up on main street
and he loves voices and the forces that
401
00:33:44.740 --> 00:33:53.059
drive the horse drawn trolley's are amazing
and these horses are huge in size and
402
00:33:53.140 --> 00:34:00.730
way. And somehow, because he'd
always read the trolley, the people directing
403
00:34:00.809 --> 00:34:07.690
the trolley kind of got to know
him and over time we were invited back
404
00:34:07.849 --> 00:34:13.039
to the barn and for years every
time we came to the magic kingdom we
405
00:34:13.119 --> 00:34:16.119
spent time in the barn and this
Horte, these horses would know leashes or
406
00:34:16.159 --> 00:34:22.360
anything on them. They would stand
there and he would just hug on them
407
00:34:22.639 --> 00:34:28.630
and and put them and and put
his nose in their face and and just
408
00:34:28.869 --> 00:34:32.630
hug on these and these horses would
just understood him and I got to know
409
00:34:32.789 --> 00:34:37.030
these people. These people were so
amazing to take of their time and provide
410
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this special moment. My son grew
up with the horses on Main Street and
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I will always be grateful and appreciative
that these people took a little bit of
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their time to do a little something
for my son during the years that he
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grew up. Those things are precious. Those things you can't put a price
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to. He do m but they
are the things that make you come back
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00:35:06.090 --> 00:35:10.400
again again, and that's at the
heart of what we've been talking about this
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00:35:10.559 --> 00:35:15.760
moment. Yeah, that's so good. And since I've known you over the
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years, you you love to tell
stories and so you communicate content through through
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storytelling, and I appreciate about that
about you. And Honestly, Jeff,
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you've helped me not just think about
how to care for a guest but actually
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then to add behaviors to that,
and for that I'm grateful. So,
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if you're listening to I do and
encourage you to, and Jeff didn't tell
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00:35:38.900 --> 00:35:43.099
me to do this. It just
so you know, but I want you
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to check out one of Jeff's books, actually just one of them. He
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has others, but it's called lead
with your customer. It's actually in its
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00:35:51.809 --> 00:35:55.329
second edition as I want encourage you
to check it out because it could give
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you perspective and it could also help
you wrestle with some things in your heart,
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wrestle with some things in your mind
to create a better ploy experience and
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to create a better customer guest experience. So, Jeff, thank you for
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your investment in me and so many
leaders, and just thank you for taking
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time to be on the podcast today. It has been my pleasure. Thank
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00:36:14.880 --> 00:36:19.389
you. Thank you for listening to
the catchfire podcast. If you enjoyed the
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00:36:19.429 --> 00:36:23.789
conversation, subscribe and share it with
others. Connect with catch fire on facebook,
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00:36:23.989 --> 00:36:30.550
instagram and Linkedin until the next episode. Stop by catch fire Dailycom for
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00:36:30.670 --> 00:36:31.670
helpful resources to find your spark.
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00:00:01.520 --> 00:00:07.710
Welcome to the Catchfire podcast with Dr
Jason Young. We help inspire modern day
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00:00:07.790 --> 00:00:13.429
leaders to find their spark and ignite
a culture that can't be extinguished. Let's
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00:00:13.429 --> 00:00:20.269
join Jason and this week's guest.
Today's guest influence me from a far through
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his books and then up close as
we spent time on the phone and then
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in person. A far sounds like
some exotic place, I know, I
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know, I'm building it up here. Hang with me. In fact,
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I even invited him to spend a
few hours or a group of leaders while
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helping with an immersive experience at epcot
a couple years ago. So my guest
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is Jeff Cober. You heard his
laugh earlier. He's a premier thought leader
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in the best of Disney practices.
He work for The Walt Disney Company for
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years and now leads his own company, several of them, by helping organizations
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around the world understand how to be
remarkable for every person that comes to their
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church or business. So, Jeff, I just want to say thank you
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for being a friend and thanks for
being on this podcast. Is so good
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to catch up with you again.
Jason and and thank you for the invite
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invitations and it's great. Absolutely well, if you're listening to this podcast,
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you can't see what I'm seeing.
And so Jeff's backdrop. Jeff, tell
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me, tell me. What is
your back DUP? Describe it for for
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listeners. Well, I've really been
in the business of training and development for
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over thirty five years and it's just
given me an opportunity to really understand what
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employees need to be successful in the
workplace. For the last twenty years I've
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had my own business where I've had
the opportunity of really getting out in the
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trench and helping people with leadership issues, with employee engagement issues, customer service
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issues. But most people know me
because of my work with the Disney Institute.
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I was with the Waltz they world
company for many years and that gave
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me a huge opportunity to be in
the trench and see how best, how
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really one of the most world class
organizations operates, and it's just been it
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just gave me great insights and,
as has been en up, has been
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a blessing and an opportunity to share
with others, let me assure, over
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the last many years. So I'm
actually this looking at background Disney. Why
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helping? You know, employee guest
experiences. Let me compound on the guest
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or maybe you're listening today and use
the word customers, so I'm may use
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those interchangeably. But yeah, why, Jeff Wire, guests or customers?
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Why are they important to you?
When I was a kid, I grew
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up in Phoenix, Arizona, and
I wanted to go to Disneyland California,
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and you know, money is what
money was for a middle class family,
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and so I just cited up is
going to pay for my family to go
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to Disneyland? So I started a
longlowing business. Hmmm. And yes,
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they're actually were lawns in these out
Phoenix, so use your imagination here.
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But I learned, you know,
I mowing lawns back and forth and back
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and forth. But over time I
learned that there was when I did a
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really great job, how much my
customers, those people whose lines I get,
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how much it really appreciated that.
HMM. And and often I get
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tipped because I had, and I
mean I would get really good at edging
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and and just getting that grass really
level and and smooth and getting those weeds
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out and so forth, and and
I saw that it made a difference to
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people to have the yard look really
great. And so I think at a
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very early age, I mean here
I am twelve thirteen, I really kind
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of got a sense of what it
meant to to really provide a great customer
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experience in a very simple way,
but it became internal to me. So
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that that story. One the story
to is that with mowing lawns in Phoenix
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in the summer. That is lazing
hot and and incredibly difficult. And I'm
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older brother had a job where in
a department store got all these great clothes
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and men's retails section. I thought
I need a real job and that this
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lot laying job. I need a
real job. So I didn't know how
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to get a retail job. That
I did and working for this gas station
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for a guy who's who, who's
family had babysout for and he owned these
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gas stations and he had a brand
new one and this was sixteen pumps,
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which in the S S was a
big thing. had a small, little
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tiny island didn't sell anything other than
oil, but this little island that took
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the money and so forth, and
and there were sixteen pumps and I showed
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up on my first day to work
at about four o'clock and about four hundred
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and forty, the other two employees
left, leaving me entirely responsible for this
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gas station. I, like,
I had no knowledge of handling money or
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anything at this point in my life, and but I knew how to smile
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and how to be nice and how
can I help you? So first person
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rolls up because four dollars on pump
come six. All right, four,
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those these four dollars. Thank you
very much, have a great day and
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put the money in the tail.
Next person comes up and he says five
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hundred and thirty two on pump thirteen
and hands me at twenty, and I'm
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going, okay, thirty two,
three, four, three, by three
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penny threes, a forty of time, two quarters, oh, and a
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five, Oh and a ten,
and I give them back his change.
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All right, thank you very much, I'm a nice day. Next Person,
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Oh, a check? Yeah,
a check. Yeah, I think
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we take checks. This hat.
Yeah, this looks like it's legitimate.
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Up. Yeah, thanks that well, I say. Next Person. Credit
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Card. Yeah, we take credit
cards. It was one of those things
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where you swim back where. Yes, okay, so you put that face
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down and then the slip or face
up and then the slip. Or Do
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you put the slip? And then
I couldn't figure it out. So I'm
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doing to me. Why the lines
getting longer and longer in front of my
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little window stand here. And Oh, by the way, I should mention
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this was the middle of the energy
crisis. See, you know that little
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problem a couple of weeks ago where
Peter were out of gas. Oh,
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you had no idea what this thing
look like in the sve these there were
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cars lined up for about three blocks
down the street at this gas station I
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had. I had fourteen people in
line in front of me and I'm trying
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to and I'm like, I've got
to figure out how to move faster,
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do this better, and so I
think it. Well, what I need
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to do is it's change things.
Taking me a long time. I'm just
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gonna throw the dollar bills and this
little corner and make a little pilot dollar
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fiddles and people are going like what
your Claire Pomp Ten and I got,
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well, they haven't paid at all. They drove off a long time ago.
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Buddy, there come, you know, and I think, oh my
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gosh, I got do something,
I got to try to move fast and
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everything and all of a sudden out
of the West, as the sun sets,
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comes as Greece at comes my little
hole in the window and all of
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a sudden all these dollar bills are
floating up around Dandy and like this guy
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has no clue what he's doing.
Long Story Short, I closed the gas
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station at midnight, at thirty.
I came to the realization I had no
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idea how to balance out the sheet
that they had told me in ten or
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twelve minutes I didn't know how to
do anything other than lock the bathrooms and
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at the station and I went home
and I remember that feeling is a sixteen
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year old leaving at thirty in the
morning and thinking I am so stupid.
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I should have just kept the long
moon business. I can't believe now in
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retrospect. It wasn't me, it
was I wasn't supported and I didn't have
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the training, I didn't have the
help. But I learned there's a tie
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between how well we support and help
the employee, HMM, and how great
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a customer experience we can deliver.
Yeah, come on. And if that
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was a thesis for my life and
the training development I've done, it's probably
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contained in those two stories. So
yeah, maybe that that segues into the
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connection between employee and customer. Experience
for someone listening today that maybe they've been
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feeling this intertention or maybe they're even
feel intention from a superior I don't know,
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a peer in their company, their
church, and they really want to
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improve what they provide or how they
provide whatever they have for you know a
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guest or customer. Well, would
you encourage them to do? I would
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invite them to engage their employees in
that conversation about what needs to be done
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for the customer and, rather than
say to the employee, this is what
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you need to do, say this
is what we want as an outcome.
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We want these customers to walk away
and, on a scale of one hundred
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twenty five, be at a five, where they are extremely satisfied, where
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they love what we do and they
come back to what we do. Get
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them to that level. How do
you suggest we do that? And then
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be in the business of supporting the
employ in doing that, giving them ownership
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in doing it and figuring out how
to support and if it hasn't quite gotten
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to that point, then ask again
what else could we do it? Maybe
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at times make some suggestions, but
listen and allow the employees to engage,
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because if you want to sustain a
great customer experience, you're going to have
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to focus continually on a great internal
customer experience, I. Eve, with
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your employees. So your ability to
support and sustain your employees is what will
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ultimately drive a great customer experience.
Extent, yeah, and I love that,
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because the role of a team member
is vital to the sustainability of the
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culture and output that the company organization
wants to create. So if you're a
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leader today and you're listening and you're
sitting at your desk or your your on
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vacation and you're mapping out this plan
and you're like, man, I can't
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wait to get back and tell everybody
what to do, you actually may be
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setting not only yourself up but the
employee, maybe failures, in a dramatic
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word, but for things not to
go as well as you think they could
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go or should go. You know. So I appreciate that. Let me
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ask you this. In fact,
you have this model. It's called the
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chain reaction of excellence and it's,
you know, for those listening, it's
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really jeff has designed this to help
organizations with operational excellence in there these four
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pieces of the model. And so
a man, I know we don't have
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a long time, but if you
give a snapshot of these, you know
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leadership, excellence, highly engage employees, highly satisfied customers, loyal to long
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term success. Why? Why should
this be important to an organization? Well,
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thank you for saying that. And
are asking that because at the end
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of that chain reaction is customer loyalty. Your ability to stay in business long
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term, your ability to really be
successful long term depends on customers who are
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loyal, who are your advocates,
who continually come back to do business,
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who have are happy to spend more
money. And this, by the way,
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this is the Disney model. That
Disney model has been to really create
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a great customer experience of people want
to come back again and again again.
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You think about loyal Disney customers.
Loyal Disney customers are ones who not only
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come back year after year or see
even several times a year, they purchase
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a Disney vacation club, time share
kind of thing, and that that's a
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Fiftyzero, eightyzero dollar investment right there, plus their annual fees. These people
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00:13:00.610 --> 00:13:05.250
are putting tattoos on their arms of
making your whom ever, they have such
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loyalty and they are advocates and they
are willing to Ben and they're willing to
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to get others to come back to
them, and that that works in a
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public, private and nonprofit sector.
You're a college, you're a university.
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Let me tell you people you want. You want your alumni being the ones
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bringing back, succeed following generations,
succeeding generations back to your school. You
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want, if you are a public
sector organization, you want the public behind
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you and supportive of you and perhaps
electing you, if you're a public official,
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reelecting you. If you're at church, you want your parishioners to come
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back, because you know that they're
not going to to grow in faith by
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coming every Christmas. MMM. They
need to come again and again and drink
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from the well. And so you've
got to make sure that the well provides
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and that you end that and that
they're not distracted when they come to the
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well by things around them, but
that they're really there. And so how
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do you do that? You create
a great, not a good, a
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great experience. And how do you
do that? Great Experience? By having
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engage empowered employees and how do you
do that? That's the beginning of the
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chain reaction. It's leadership excellence.
And when we say leadership, we're not
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just talking about you having your act
together, which is really important. Don't
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miss it, it's really important,
but it's you also allowing your employees,
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everyone in the organization, to take
ownership and be a leader. Hmm Okay,
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so in that same channel, let
me ask you this. What do
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you what do you think, and
what have you seen healthy leaders do differently,
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and how can someone listening right now
be that leader? I define leaders
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as doing this, individuals who successfully
attain results by effectively working with others.
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MMM. So there's two aspects of
this. One is you got to create
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performance, you got to make it
happen, whether it's it's increasing sales,
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whether it's driving volume, whatever it
is that you have to do. You're
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in charge of FEMA and you've got
to successfully address a storm that's come through
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and and help people, whatever that
is. You have to achieve result.
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But the second component is equally important, and that second component is you got
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to effectively work with others, engage
others in doing that, and there are
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many, there are some individuals out
there who are like. They get it
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done, they make it happen,
they they move it through, but they
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burn the bridge, as they do
with mad people. Say Yeah, well,
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we achieve this goal, this,
this success, but you know,
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if I have to work with that
Guy Again, oh my gosh. Yes,
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then there are other people who o
there get along with everybody. That
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great, you know, and let's
see, you know, let's got to
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dinner and head let's do launch and, you know, hang around by the
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water cooler, but when it comes
to actually getting something done, you know,
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it's it's all just fluffing. Nice
to know people things. I think
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you gotta have both. You have
to have people who get results by effectively
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working with others, and that is
how I would define leadership ext and and
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part of that, or a one
result of that, would be engaged employees.
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In fact, I mean research confirms, you know, Time and time
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again, and engaged employees are not
the norm. So here's a question I've
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tried to figure out. I don't
know that I know the answer to.
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Maybe you do. Why do you
why do some businesses think their employees are
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engaged when in reality they are disengaged? Yeah, because largely they don't spend
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any time in the trench with those
employees? MMM, they have yeah,
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they have no clue. Your awkwacy. If you take the etymology of the
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word bureaucracy, it is crassy,
which is the Greek for to rule or
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govern, and bureau which is the
French meeting a desk. So bureaucracy means
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to rule from a desk, and
too much of organizations problems lie in their
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bureaucratic systems. They think that by
coming up a new program or a process
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or a policy, they have achieved
and so they rule behind a desk and
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that bureaucracy doesn't do anything. You
need to be in the trench with your
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employees. You need to be listening
to your customers, internally and externally,
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and until you do that you're probably
kidding yourself as to how how will things
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are going? Yeah, so you
know leaders, they're leading this employee experience
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or leading this customer experience, you
know, and they want a high level
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of satisfaction, where they should.
So how they get there perhaps, is
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a different story. So I want
this, but how I get there maybe
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a different story. So if we're
talking about a customer and satisfaction, what
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do you think a customer wants,
when we actually are saying a highly satisfied
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customer. What does a customer want
when we talk about satisfaction? So they've
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come to you for products or services, some kind offering you have, and
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you've promised them that if they come
and they buy with you or they they
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visit you, you or they spend
time with you, they're going to get
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this particular outcome. When you deliver
to that upcome, you have met their
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expectations. When you have x,
when you have more than delivered to that
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outcome, you have exceeded their expectations. How do you exceed expectations? By
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paying attention to the details, and
the details are found through four things.
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Your people, through your setting or
place, whether that's a physical or virtual
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world, through processes, your policies, your rules, your procedures, your
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guidelines, and then finally, through
your products or services. So, for
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instance, somebody coming to Disney,
they think a lot of people, they
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think Disney customer service. That's about
the people, the cast members or those
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who are the Emmployees, being nice
and friendly to the guests. Well,
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they sure better be friendly and nice
to the gas. I mean that's important,
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but that's not the only thing that
creates a great customer experience. That
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creates customer satisfaction. When they come
in and they see benches and shade and
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add an inviting place to be and
enjoyed, then that adds to the experience.
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When there aren't has is trying to
make a reservation or trying to get
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into a ride or weight in line, that adds to the experience. And
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when they have great rides and great
food and great you know, all of
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that, that, as a product, adds to the experience. So it
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is not just friendly people, it
is the entire experience and that's the fine
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through your people, the place,
your process and your product, and maximizing
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all of that is what world class
organizations do to achieve a great customer experience.
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I love a little thing you said
at the very beginning when you're answering
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that question. You use the word
promise and I think for a leader or
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an organization to ask what are we
promising our guests or customer, and then
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what are we doing to deliver that
promise, you know, to said person,
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and that's something I've always, always
struggled with. Her asked myself or
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what are we promising and then how
are we going to deliver that promise,
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because then that establishes trust, you
know, and then the relation, yeah,
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relationship, moving, moving forward.
Let me ask you, maybe not
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a not an unusual question, but
I don't know, maybe. So,
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how should a leader think and feel
about a guest as it relates to creating
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a consistent, repeatable experience that guest
will love? So what you need to
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do is unit need to get very
clear about what a great guest experience is.
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You need to define your standards,
you need to define what a customer
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values from the experience being successful.
And what world class organizations do to be
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successful is they defined their standards.
They define the operating values by which a
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customer experience is successful. For instance, at Disney, that is, for
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things, safety, courtesy, show
and efficiency. And for the last nearly
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sixty years they have been talking about
those four things. And and how do
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you make that happen? And what
makes Disney succeed? It's we, even
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though they have tens of thousands employees
and everybody's on the same page thinking about
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those things. Tactically, strategically,
all of that. Now, that's been
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going on for decades. One thing
that's happened in this last year is Disney
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took a step back and said,
are we missing something? HMM, and
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that thing that they determined that they
were missing was perhaps they weren't being as
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inclusive as they need to be.
And so they have added what they refer
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to. They refer to these is
the fourth key. They've added a fifth
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key and called it inclusion. and
to say, how do we to walt
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had said on his dedicatory day,
to all who come to this happy place
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welcome. They have asked the question, how do we make sure that everyone
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who comes to this place feels welcome? And so now they are very focused
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on adding that aspect to it.
And and and not just that all by
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itself, but in the context are
still making it safe and courteous and a
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great show and making an efficient and
so that's what leaders do, is they
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get very clear about what it is
everybody needs to be focused on and what
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it is that the customer values.
And you won't get that, you won't
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figure it out if you don't spend
time as a customer. MMM. Now,
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most managers, most leaders, they
get reports and they they can see
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how many people, you know,
went through or how good their sales work
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or how many returns they had or
anything of those nature. They get all
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that that quantitative data, but that
is just counting shoes. Great leaders don't
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count shoes. Great leaders walk in
the shoes. Yeah, you need the
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other day, but you need to
also be doing those things that allow you
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to walk in the shoes of your
customer. So stake the MARRIOTTS. They
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have created a hotel empire. and
Bill Merritt Man, he he just lasted
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a couple of years ago before the
pandemic. He was he was going through
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like some hundred and forty hotels a
year worldwide. Wow, and and much
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older than you are I and going
across the world visiting a hundred forty hotel
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because he knows that walking in the
shoes of the customer is absolutely critical.
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So that what you decnd may actually
answer this question in a so you could
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say yes, why do so many
organizations underestimate the value of a positive guest
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experience? Yeah, it's that.
It's that they don't have clarity around what
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they're promising and so what they deliver. It's just kind of all over the
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place. There's another variable, awesome
involved. I would refer to as six
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speeds. We talked about the promise
and then we delivered through the four piece
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of people place, process and product. But they say six prop at the
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end and that's the price. HMM. What is the price that the customer
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pays tangibly and intangibly for your products
and services? So if it's a ticket
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to a park, or let's just
say it's the state dinner, the state
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dinner may have been fifty five plus
tax and thread to it. MMM,
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but what's the intensible price us doing
that? Well, I had to put
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up with really poor service, or
you got my bill wrong at the end,
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or I had to wait around forever
to get the table, or I
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really could have gotten somewhere else this
evening and had a much better experience.
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Those are the tangible and intangible price
that people pay and a lot of times
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we don't. We don't really factor
in what is the customer giving up in
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order to to come with us and
be with us and experience us. We
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have to make sure that we again
exceed our delivery so that people at the
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end say, you know what,
that was so worth the price, that
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was so valuable, then you know
you've done your job so far. If
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I'm a leader and I'm sitting with
my team and I want exactly what you
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just described and we start talking and, you know, with each other and
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wanting to plan on how to lead
with the customer mind, customer in mind.
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If we're having that conversation, is
there potentially something that could get in
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the way when we're having that conversation? Is there something that could trip us
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up on our way to planning on
how we're going to lead with the customer
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in mind? The most, the
thing that most comes to my mind goes
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back to getting employees on involved,
getting employees engaged. I think that trips
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up. What people say. It's
well, I don't have the budget,
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I don't have the money to do
it. And Yeah, you have to
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be pretty practical about what you can
and can't do and, for that matter,
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what you can and can't promise.
But it's amazing because people, they
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are just capable of critical thinking that
surpasses the problems that happen in delivering a
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great customer experience. At they feel
inspired, they feel ownership, they're going
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to say, what do I need
to do to make this the best I
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can and how do I make this
work? And they're just there, there
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from the beginning and they make it
work. They make it, they work
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it until it succeeds, as opposed
to disengage. Employee says, just tell
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me what my job is. HMM, I'm putting in my hours to tell
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me what my job is. At
that point you have no hope of succeeding
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in any major, long term way
with your customers. I love that.
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Let Man ash you a final question. What is what has been one experience
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that you, being a guest,
you know with a particular brain, and
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also being this subject matter expert,
you found that the experience impactful enough to
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share with others. Like. What
was it about that experience that matter to
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you that you remarked about it to
somebody else? Let me give you two,
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if you don't mind one that's again
in one on a little better level.
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I I had been in New York
all week and I had to go
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end. I was not going home
for the weekend. I had to go
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straight off to Sacramento. I was
exhausted by time I got to I landed,
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I was in line for rental car. There only two or three other
350
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people in front of me in this
rental car line, but it took me
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the better part of thirty minutes to
finally get to the counter. It was
352
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going so slow and when I got
there, kind understood why it was so
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slow. The individual behind the counter, she was very young, very nice,
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but apologetic because their systems were slow
and kind of down. But she
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hey, so can I see your
drivers license, as Hi hunder drive this
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00:29:57.339 --> 00:30:00.859
license. My critic care and she
goes, Oh, you're from Orlando.
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DO YOU LIKE ORLANDO? Is Orlando
a great place to live? I've always
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wanted to visit Orlando. Do you
like living in Orlando? Have you ever
359
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been to Sacramento? No, you
have it. Well, what are you
360
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planning at doing? Your kind of
lost Sacramento. So good. They lost
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some lots of things people like to
do. While I say all that,
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she was so nice, she was
so friendly, she was so kind,
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but there was one little problem.
I wanted my car. This was not
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a time to build relationships that last
forever. I wanted the car and I
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was so exhausted by this. But
I've been nice because she was that,
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you know. So I reciprocating,
but she's not reading here. Well,
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a few minutes into this and all
of a sudden and lower thee hall.
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I'll from behind the office comes the
manager, as yet to show her face
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in the thirty, forty minutes I've
been there. Wow, I'll come the
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manager. Manager steps out, she
kind of kind of gazes over the sea
371
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and then she begins to turn around
and go back to her office. Now
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I'm a fairly expressive individual, so
it may not surprise you that when she
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turned around, I said, even
surprising myself, Oh don't you go back
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there. Oh, she stopped in
her tracks and turned her around. I
375
00:31:26.279 --> 00:31:32.000
said, I have waited thirty minutes
toward getting my car there and there are
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only two or three people in like
there are two three people here waiting in
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line and they should not be waiting
that long. You need to be at
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the counter, if you got system. So so you need to be at
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the counter and you need to be
handling these guests. Awkward Moments. She
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slowly starts moving toward the counter,
opens up the computer and invite somebody to
381
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the counter. More awkward moments and
then, after minutes later, as she
382
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goes, okay, I need to
go back to my office to get a
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key, but all the right say
love, that's why I'm here next next
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door. Yeah, and she goes
back there. There's also it's a lot
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weird around this and and the girl
means to me as her boss is now
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come back to the office. She
leans toward me and she goes, I'm
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so glad you said something. HMM, and I wanted to say that point.
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Well, why didn't you say something? You know that was slow,
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but I also knew she was friendly
and Kinda Nice and she would not say
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that kind of thing. She's just
got that kind of person. And so,
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but I love but I tell that
story because, look, people styles
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are different and and you need to
read those styles. But also you can't
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be in the back. That's bureaucracy
being in the back. You got to
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be out in front with your customers, with your employees, working in the
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trench with them. So that's that's
the one story. The second thing I'll
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tell you. It's a little better
and it's a it's a fairly gentle thing.
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I have a have a couple of
children who are artistic and my youngest
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is to be able attic. He
has grown up because I've been with Disney
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and we live here in Orlando.
Our backyard is really well to Steve Wo
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he has grown up on main street
and he loves voices and the forces that
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00:33:44.740 --> 00:33:53.059
drive the horse drawn trolley's are amazing
and these horses are huge in size and
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00:33:53.140 --> 00:34:00.730
way. And somehow, because he'd
always read the trolley, the people directing
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the trolley kind of got to know
him and over time we were invited back
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00:34:07.849 --> 00:34:13.039
to the barn and for years every
time we came to the magic kingdom we
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00:34:13.119 --> 00:34:16.119
spent time in the barn and this
Horte, these horses would know leashes or
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00:34:16.159 --> 00:34:22.360
anything on them. They would stand
there and he would just hug on them
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00:34:22.639 --> 00:34:28.630
and and put them and and put
his nose in their face and and just
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00:34:28.869 --> 00:34:32.630
hug on these and these horses would
just understood him and I got to know
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these people. These people were so
amazing to take of their time and provide
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00:34:37.150 --> 00:34:44.059
this special moment. My son grew
up with the horses on Main Street and
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00:34:44.340 --> 00:34:50.539
I will always be grateful and appreciative
that these people took a little bit of
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00:34:50.619 --> 00:34:54.690
their time to do a little something
for my son during the years that he
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grew up. Those things are precious. Those things you can't put a price
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to. He do m but they
are the things that make you come back
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00:35:06.090 --> 00:35:10.400
again again, and that's at the
heart of what we've been talking about this
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moment. Yeah, that's so good. And since I've known you over the
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years, you you love to tell
stories and so you communicate content through through
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storytelling, and I appreciate about that
about you. And Honestly, Jeff,
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you've helped me not just think about
how to care for a guest but actually
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then to add behaviors to that,
and for that I'm grateful. So,
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if you're listening to I do and
encourage you to, and Jeff didn't tell
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00:35:38.900 --> 00:35:43.099
me to do this. It just
so you know, but I want you
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00:35:43.179 --> 00:35:46.900
to check out one of Jeff's books, actually just one of them. He
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00:35:47.019 --> 00:35:51.489
has others, but it's called lead
with your customer. It's actually in its
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00:35:51.809 --> 00:35:55.329
second edition as I want encourage you
to check it out because it could give
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you perspective and it could also help
you wrestle with some things in your heart,
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wrestle with some things in your mind
to create a better ploy experience and
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to create a better customer guest experience. So, Jeff, thank you for
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your investment in me and so many
leaders, and just thank you for taking
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time to be on the podcast today. It has been my pleasure. Thank
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00:36:14.880 --> 00:36:19.389
you. Thank you for listening to
the catchfire podcast. If you enjoyed the
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00:36:19.429 --> 00:36:23.789
conversation, subscribe and share it with
others. Connect with catch fire on facebook,
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00:36:23.989 --> 00:36:30.550
instagram and Linkedin until the next episode. Stop by catch fire Dailycom for
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00:36:30.670 --> 00:36:31.670
helpful resources to find your spark.
