Lacey Pease

So how are you actually implementing this and measuring that? Because when I hear, I want them to think more. I'm like, okay, cool. Does that mean I'm blocking time off on their calendar? How am I measuring that they're doing that? What's the outcome look like? My analytical brain goes to, I want to be able to see the metrics on that.

So how are you actually implementing this and measuring that? Because when I hear, I want them to think more. I'm like, okay, cool. Does that mean I'm blocking time off on their calendar? How am I measuring that they're doing that? What's the outcome look like? My analytical brain goes to, I want to be able to see the metrics on that.

So how are you actually implementing this and measuring that? Because when I hear, I want them to think more. I'm like, okay, cool. Does that mean I'm blocking time off on their calendar? How am I measuring that they're doing that? What's the outcome look like? My analytical brain goes to, I want to be able to see the metrics on that.

So how are you thinking about using design thinking in your teams and what does that implementation look like?

So how are you thinking about using design thinking in your teams and what does that implementation look like?

So how are you thinking about using design thinking in your teams and what does that implementation look like?

And they're not just doing it in a silo.

And they're not just doing it in a silo.

And they're not just doing it in a silo.

Yeah, I think that's the most important piece of all this because most people skip to the let's just make something. Not like, am I actually making something that makes the most sense given my audience, my buyer, the persona I'm targeting? So I think that's really important.

Yeah, I think that's the most important piece of all this because most people skip to the let's just make something. Not like, am I actually making something that makes the most sense given my audience, my buyer, the persona I'm targeting? So I think that's really important.

Yeah, I think that's the most important piece of all this because most people skip to the let's just make something. Not like, am I actually making something that makes the most sense given my audience, my buyer, the persona I'm targeting? So I think that's really important.

They aren't doing the empathize phase. No, they're skipping.

They aren't doing the empathize phase. No, they're skipping.

They aren't doing the empathize phase. No, they're skipping.

Yeah.

Yeah.

Yeah.

You don't think we could do it the other way around, empathize and then make the content.

You don't think we could do it the other way around, empathize and then make the content.

You don't think we could do it the other way around, empathize and then make the content.

That's the reason why you're slowing it down and not doing 90%, like as much content as you guys were putting out.

That's the reason why you're slowing it down and not doing 90%, like as much content as you guys were putting out.

That's the reason why you're slowing it down and not doing 90%, like as much content as you guys were putting out.

Ben is in marketing, but his title, which I didn't read all of it, is also customer experience marketing, which is sort of a unique title. I don't know that I've actually seen it written that way before.

Ben is in marketing, but his title, which I didn't read all of it, is also customer experience marketing, which is sort of a unique title. I don't know that I've actually seen it written that way before.

Ben is in marketing, but his title, which I didn't read all of it, is also customer experience marketing, which is sort of a unique title. I don't know that I've actually seen it written that way before.

Yeah. So you're doing the empathize days earlier. And so you're having basically you're trying to figure out what is the guest or not the guest. Sorry. What is the customer most interested in? What do they want to hear? What do they want to see? And then you're. fitting the piece of content to that, right? Like where would they be? What's the platform that they're going to be on?

Yeah. So you're doing the empathize days earlier. And so you're having basically you're trying to figure out what is the guest or not the guest. Sorry. What is the customer most interested in? What do they want to hear? What do they want to see? And then you're. fitting the piece of content to that, right? Like where would they be? What's the platform that they're going to be on?

Yeah. So you're doing the empathize days earlier. And so you're having basically you're trying to figure out what is the guest or not the guest. Sorry. What is the customer most interested in? What do they want to hear? What do they want to see? And then you're. fitting the piece of content to that, right? Like where would they be? What's the platform that they're going to be on?

How did you bring that philosophy into Cisco?

How did you bring that philosophy into Cisco?

How did you bring that philosophy into Cisco?

That kind of thing.

That kind of thing.

That kind of thing.

Well, it sounds like you're questioning assumptions a lot.

Well, it sounds like you're questioning assumptions a lot.

Well, it sounds like you're questioning assumptions a lot.

Yeah.

Yeah.

Yeah.

I mean, it wasn't the doing based off some initial assumptions. Now people are just copycatting.

I mean, it wasn't the doing based off some initial assumptions. Now people are just copycatting.

I mean, it wasn't the doing based off some initial assumptions. Now people are just copycatting.

Well, and what he really brought to the discussion that I think a lot of people will need to hear is the power of empathy throughout the entire customer journey. From first time I see your logo to I bought your product to I'm thinking about renewing to, okay, I have loved this for years and now I'm recommending it to a friend.

Well, and what he really brought to the discussion that I think a lot of people will need to hear is the power of empathy throughout the entire customer journey. From first time I see your logo to I bought your product to I'm thinking about renewing to, okay, I have loved this for years and now I'm recommending it to a friend.

Well, and what he really brought to the discussion that I think a lot of people will need to hear is the power of empathy throughout the entire customer journey. From first time I see your logo to I bought your product to I'm thinking about renewing to, okay, I have loved this for years and now I'm recommending it to a friend.

And he is really beautifully weaved empathy into every touch point for the customer. And the other thing that he talks about a lot isn't just how you can bring empathy to the customer, but how you can bring empathy back to your organization. He's building marketing teams that are going to sales and actually asking them from an empathetic perspective.

And he is really beautifully weaved empathy into every touch point for the customer. And the other thing that he talks about a lot isn't just how you can bring empathy to the customer, but how you can bring empathy back to your organization. He's building marketing teams that are going to sales and actually asking them from an empathetic perspective.

And he is really beautifully weaved empathy into every touch point for the customer. And the other thing that he talks about a lot isn't just how you can bring empathy to the customer, but how you can bring empathy back to your organization. He's building marketing teams that are going to sales and actually asking them from an empathetic perspective.

But this process doesn't mean no risk. Like, you still might take some elements, certain risks for, like, I don't know, different types of campaigns or things like that, right?

But this process doesn't mean no risk. Like, you still might take some elements, certain risks for, like, I don't know, different types of campaigns or things like that, right?

But this process doesn't mean no risk. Like, you still might take some elements, certain risks for, like, I don't know, different types of campaigns or things like that, right?

Like, even if you're doing less content, you might still have, still might be taking some risks to, you know, like, do a comedic drive or have, like, I don't know, some sort of funny, like, B2B marketing thing. Like, this doesn't mean not, like, just playing it safe constantly, right? Yeah.

Like, even if you're doing less content, you might still have, still might be taking some risks to, you know, like, do a comedic drive or have, like, I don't know, some sort of funny, like, B2B marketing thing. Like, this doesn't mean not, like, just playing it safe constantly, right? Yeah.

Like, even if you're doing less content, you might still have, still might be taking some risks to, you know, like, do a comedic drive or have, like, I don't know, some sort of funny, like, B2B marketing thing. Like, this doesn't mean not, like, just playing it safe constantly, right? Yeah.

But you're saying the risk of dilution is much stronger whenever you're doing content.

But you're saying the risk of dilution is much stronger whenever you're doing content.

But you're saying the risk of dilution is much stronger whenever you're doing content.

Great CX starts with a great story and AgentForce helps you tell it consistently across every channel. AgentForce allows you to build AI agents that empower teams and customers to provide top-notch customer service 24-7, all seamlessly integrated with Salesforce. Discover the future of CX today and visit salesforce.com slash agentforce. How do you get leadership buy-in on something like this?

Great CX starts with a great story and AgentForce helps you tell it consistently across every channel. AgentForce allows you to build AI agents that empower teams and customers to provide top-notch customer service 24-7, all seamlessly integrated with Salesforce. Discover the future of CX today and visit salesforce.com slash agentforce. How do you get leadership buy-in on something like this?

Great CX starts with a great story and AgentForce helps you tell it consistently across every channel. AgentForce allows you to build AI agents that empower teams and customers to provide top-notch customer service 24-7, all seamlessly integrated with Salesforce. Discover the future of CX today and visit salesforce.com slash agentforce. How do you get leadership buy-in on something like this?

Because it does feel like it's a pretty big shift. We work with some pretty large B2B companies that produce lots of content. And I don't know that all of them would be able to accept that less is more.

Because it does feel like it's a pretty big shift. We work with some pretty large B2B companies that produce lots of content. And I don't know that all of them would be able to accept that less is more.

Because it does feel like it's a pretty big shift. We work with some pretty large B2B companies that produce lots of content. And I don't know that all of them would be able to accept that less is more.

We need to be talking about how does this actually relate back to the human being that is our customer or is our employee or is our manager. We need to bring back play and imagination and totally putting on the cap of pretending to be your customer. What do they actually care about? What's actually interesting to them?

We need to be talking about how does this actually relate back to the human being that is our customer or is our employee or is our manager. We need to bring back play and imagination and totally putting on the cap of pretending to be your customer. What do they actually care about? What's actually interesting to them?

We need to be talking about how does this actually relate back to the human being that is our customer or is our employee or is our manager. We need to bring back play and imagination and totally putting on the cap of pretending to be your customer. What do they actually care about? What's actually interesting to them?

Yeah. So more of the right content, not just more content.

Yeah. So more of the right content, not just more content.

Yeah. So more of the right content, not just more content.

I want to switch gears a little bit if you're ready to talk a little bit about AI. Yeah. Because I think this will be, it's kind of a conflict, right? We talked a lot about empathy.

I want to switch gears a little bit if you're ready to talk a little bit about AI. Yeah. Because I think this will be, it's kind of a conflict, right? We talked a lot about empathy.

I want to switch gears a little bit if you're ready to talk a little bit about AI. Yeah. Because I think this will be, it's kind of a conflict, right? We talked a lot about empathy.

Did we bring it up on like literally every single conversation we've had in the last six months? Yeah, probably.

Did we bring it up on like literally every single conversation we've had in the last six months? Yeah, probably.

Did we bring it up on like literally every single conversation we've had in the last six months? Yeah, probably.

Oh my goodness. Yeah. Well. What I think is interesting is you've talked a lot about empathizing, right? And so many people I've heard speak recently are talking about like creating this head and heart combo for AI.

Oh my goodness. Yeah. Well. What I think is interesting is you've talked a lot about empathizing, right? And so many people I've heard speak recently are talking about like creating this head and heart combo for AI.

Oh my goodness. Yeah. Well. What I think is interesting is you've talked a lot about empathizing, right? And so many people I've heard speak recently are talking about like creating this head and heart combo for AI.

Where you're actually trying to teach AI to empathize. You're trying to teach it like you would teach an employee. Yep. What are your thoughts on that? Just out the gate.

Where you're actually trying to teach AI to empathize. You're trying to teach it like you would teach an employee. Yep. What are your thoughts on that? Just out the gate.

Where you're actually trying to teach AI to empathize. You're trying to teach it like you would teach an employee. Yep. What are your thoughts on that? Just out the gate.

You have a pretty strong opinion about content marketing.

You have a pretty strong opinion about content marketing.

You have a pretty strong opinion about content marketing.

And then when you're talking to anyone on your team, pretending to be them, what do they care about? What's at stake for them? What are the risks? What reputational things should I consider on their behalf? So that way I'm supporting them properly. So Ben brings that all down in today's episode.

And then when you're talking to anyone on your team, pretending to be them, what do they care about? What's at stake for them? What are the risks? What reputational things should I consider on their behalf? So that way I'm supporting them properly. So Ben brings that all down in today's episode.

And then when you're talking to anyone on your team, pretending to be them, what do they care about? What's at stake for them? What are the risks? What reputational things should I consider on their behalf? So that way I'm supporting them properly. So Ben brings that all down in today's episode.

That's great. Do you use GPT or Clyde? What's your preferred?

That's great. Do you use GPT or Clyde? What's your preferred?

That's great. Do you use GPT or Clyde? What's your preferred?

What?

What?

What?

Oh, my goodness.

Oh, my goodness.

Oh, my goodness.

He talks about design thinking, why your team needs it, how you can start to implement this process in your organization, how he sort of manages upward a little bit to help bring on leadership and create buy-in there. And we talk, of course, a little bit about AI and his perspective there. I think he's got a really unique take on how we can

He talks about design thinking, why your team needs it, how you can start to implement this process in your organization, how he sort of manages upward a little bit to help bring on leadership and create buy-in there. And we talk, of course, a little bit about AI and his perspective there. I think he's got a really unique take on how we can

He talks about design thinking, why your team needs it, how you can start to implement this process in your organization, how he sort of manages upward a little bit to help bring on leadership and create buy-in there. And we talk, of course, a little bit about AI and his perspective there. I think he's got a really unique take on how we can

It feels like it mirrors whatever you do.

It feels like it mirrors whatever you do.

It feels like it mirrors whatever you do.

My husband's working on a patent right now and we're talking to our lawyer about this. And he was saying, I was asking like, is there a patent tool, an AI patent chat tool we could use to just help write the patent for us so we don't have to pay you, you know, how much money to do this for us. And that was his problem is it's basically going to feed in all the same language of existing patents.

My husband's working on a patent right now and we're talking to our lawyer about this. And he was saying, I was asking like, is there a patent tool, an AI patent chat tool we could use to just help write the patent for us so we don't have to pay you, you know, how much money to do this for us. And that was his problem is it's basically going to feed in all the same language of existing patents.

My husband's working on a patent right now and we're talking to our lawyer about this. And he was saying, I was asking like, is there a patent tool, an AI patent chat tool we could use to just help write the patent for us so we don't have to pay you, you know, how much money to do this for us. And that was his problem is it's basically going to feed in all the same language of existing patents.

And if everyone is using the same patent AI tool, then we're all going to have the same patent language being used.

And if everyone is using the same patent AI tool, then we're all going to have the same patent language being used.

And if everyone is using the same patent AI tool, then we're all going to have the same patent language being used.

I just put a post on LinkedIn this morning about vibe coding. Yeah. Like, I don't know what it is. Everything is vibe now.

I just put a post on LinkedIn this morning about vibe coding. Yeah. Like, I don't know what it is. Everything is vibe now.

I just put a post on LinkedIn this morning about vibe coding. Yeah. Like, I don't know what it is. Everything is vibe now.

mesh empathy into AI in a way that's actually beneficial to the customer and not just making us feel like we put together this chatbot that talks well, but doesn't actually do anything effective.

mesh empathy into AI in a way that's actually beneficial to the customer and not just making us feel like we put together this chatbot that talks well, but doesn't actually do anything effective.

mesh empathy into AI in a way that's actually beneficial to the customer and not just making us feel like we put together this chatbot that talks well, but doesn't actually do anything effective.

What type of content are you betting on then? So whenever you're talking about, like when you're in this design thinking phase, you guys are kind of coming up with different things you want to build or do. What are you leaning into right now that you think is working?

What type of content are you betting on then? So whenever you're talking about, like when you're in this design thinking phase, you guys are kind of coming up with different things you want to build or do. What are you leaning into right now that you think is working?

What type of content are you betting on then? So whenever you're talking about, like when you're in this design thinking phase, you guys are kind of coming up with different things you want to build or do. What are you leaning into right now that you think is working?

I wanted to ask about that because it does feel like this in a week, two weeks, six months, like all these things are shifting and changing.

I wanted to ask about that because it does feel like this in a week, two weeks, six months, like all these things are shifting and changing.

I wanted to ask about that because it does feel like this in a week, two weeks, six months, like all these things are shifting and changing.

So the plans that you're making, how often are you guys like reevaluating what maybe the type of content you're making, what platforms you're targeting, or even that process that you described to me of like this person has this problem and then they want to solve it this way. How often are you guys redoing that and refreshing that?

So the plans that you're making, how often are you guys like reevaluating what maybe the type of content you're making, what platforms you're targeting, or even that process that you described to me of like this person has this problem and then they want to solve it this way. How often are you guys redoing that and refreshing that?

So the plans that you're making, how often are you guys like reevaluating what maybe the type of content you're making, what platforms you're targeting, or even that process that you described to me of like this person has this problem and then they want to solve it this way. How often are you guys redoing that and refreshing that?

How do you get leadership buy-in on something like this? I don't know that all of them would be able to accept that less is more.

How do you get leadership buy-in on something like this? I don't know that all of them would be able to accept that less is more.

How do you get leadership buy-in on something like this? I don't know that all of them would be able to accept that less is more.

Like they were the backbone of the internet. Wow. Fascinating. And now they've got a $500 billion valuation. So this is a massive company. We're talking about they operate in networking, cybersecurity, collaboration. They are doing all kinds of stuff. And Ben is helping lead a bunch of their marketing. So he's just someone that we get to learn from. And I'm blown away.

Like they were the backbone of the internet. Wow. Fascinating. And now they've got a $500 billion valuation. So this is a massive company. We're talking about they operate in networking, cybersecurity, collaboration. They are doing all kinds of stuff. And Ben is helping lead a bunch of their marketing. So he's just someone that we get to learn from. And I'm blown away.

Like they were the backbone of the internet. Wow. Fascinating. And now they've got a $500 billion valuation. So this is a massive company. We're talking about they operate in networking, cybersecurity, collaboration. They are doing all kinds of stuff. And Ben is helping lead a bunch of their marketing. So he's just someone that we get to learn from. And I'm blown away.

What do they do?

What do they do?

What do they do?

Oh, yeah.

Oh, yeah.

Oh, yeah.

I've seen where they don't publish it. But then those people, I feel like their energy is slowly tearing. The amount of care that they have in their company just goes downhill.

I've seen where they don't publish it. But then those people, I feel like their energy is slowly tearing. The amount of care that they have in their company just goes downhill.

I've seen where they don't publish it. But then those people, I feel like their energy is slowly tearing. The amount of care that they have in their company just goes downhill.

Especially creative work. I mean, creatives get so tied energetically to that. So yeah.

Especially creative work. I mean, creatives get so tied energetically to that. So yeah.

Especially creative work. I mean, creatives get so tied energetically to that. So yeah.

Do you think your team is liking this process more than maybe what was in place before you took over?

Do you think your team is liking this process more than maybe what was in place before you took over?

Do you think your team is liking this process more than maybe what was in place before you took over?

We even got to have him come on the podcast and talk to us. in real time, in studio for the first time ever about the stuff that he's doing there at Cisco to champion and continue to bring forward this brand that's been around for a while, but that is ready for a refresh. All right, enough from us. Let's get to Ben. Stick around and watch. Ben, you told me that you lived in Philly. I did.

We even got to have him come on the podcast and talk to us. in real time, in studio for the first time ever about the stuff that he's doing there at Cisco to champion and continue to bring forward this brand that's been around for a while, but that is ready for a refresh. All right, enough from us. Let's get to Ben. Stick around and watch. Ben, you told me that you lived in Philly. I did.

We even got to have him come on the podcast and talk to us. in real time, in studio for the first time ever about the stuff that he's doing there at Cisco to champion and continue to bring forward this brand that's been around for a while, but that is ready for a refresh. All right, enough from us. Let's get to Ben. Stick around and watch. Ben, you told me that you lived in Philly. I did.

Talk to me about where this passion for empathy comes from.

Talk to me about where this passion for empathy comes from.

Talk to me about where this passion for empathy comes from.

When you're thinking about team building now, I'm sure you've gone through a lot of hiring processes and all that in the last couple of years. And I'm sure that things have been changing a lot with what you're looking for now that AI is becoming more of a thing. Or maybe it hasn't. So what are you looking for whenever you're looking at crafting a team, especially if you're bringing on new folks?

When you're thinking about team building now, I'm sure you've gone through a lot of hiring processes and all that in the last couple of years. And I'm sure that things have been changing a lot with what you're looking for now that AI is becoming more of a thing. Or maybe it hasn't. So what are you looking for whenever you're looking at crafting a team, especially if you're bringing on new folks?

When you're thinking about team building now, I'm sure you've gone through a lot of hiring processes and all that in the last couple of years. And I'm sure that things have been changing a lot with what you're looking for now that AI is becoming more of a thing. Or maybe it hasn't. So what are you looking for whenever you're looking at crafting a team, especially if you're bringing on new folks?

So I have a hard question for you.

So I have a hard question for you.

So I have a hard question for you.

Maybe not too hard for you. Okay. Sheets or Wawa? Wawa.

Maybe not too hard for you. Okay. Sheets or Wawa? Wawa.

Maybe not too hard for you. Okay. Sheets or Wawa? Wawa.

Wawa.

Wawa.

Wawa.

I haven't even been to Whataburger.

I haven't even been to Whataburger.

I haven't even been to Whataburger.

You don't want to have to teach them something.

You don't want to have to teach them something.

You don't want to have to teach them something.

I'm not from here.

I'm not from here.

I'm not from here.

You haven't been to a Whataburger? No, I have not been to a Whataburger. All right.

You haven't been to a Whataburger? No, I have not been to a Whataburger. All right.

You haven't been to a Whataburger? No, I have not been to a Whataburger. All right.

All over the place. Okay. My dad was in the military. So it was all over the place. Yeah.

All over the place. Okay. My dad was in the military. So it was all over the place. Yeah.

All over the place. Okay. My dad was in the military. So it was all over the place. Yeah.

Well, I mean, I lived in Pittsburgh, so we had sheets. Yeah. So that's what we did.

Well, I mean, I lived in Pittsburgh, so we had sheets. Yeah. So that's what we did.

Well, I mean, I lived in Pittsburgh, so we had sheets. Yeah. So that's what we did.

We were talking to a woman recently who said that emotions belong in the boardroom. And I'm wondering how you might feel about that. We work in creative land, so we are constantly telling stories and thinking about emotions.

We were talking to a woman recently who said that emotions belong in the boardroom. And I'm wondering how you might feel about that. We work in creative land, so we are constantly telling stories and thinking about emotions.

We were talking to a woman recently who said that emotions belong in the boardroom. And I'm wondering how you might feel about that. We work in creative land, so we are constantly telling stories and thinking about emotions.

But I do wonder for these larger companies if that's something that you have to kind of reset and refresh them and remind them on that like, no, these are people that we're selling to and we have to think about that and encourage them to engage with their emotional centers.

But I do wonder for these larger companies if that's something that you have to kind of reset and refresh them and remind them on that like, no, these are people that we're selling to and we have to think about that and encourage them to engage with their emotional centers.

But I do wonder for these larger companies if that's something that you have to kind of reset and refresh them and remind them on that like, no, these are people that we're selling to and we have to think about that and encourage them to engage with their emotional centers.

Oh my gosh. I have a Wawa I've been into. I've been disappointed with. So maybe I need to go to like a better one. They all just seem kind of like me and kind of crummy.

Oh my gosh. I have a Wawa I've been into. I've been disappointed with. So maybe I need to go to like a better one. They all just seem kind of like me and kind of crummy.

Oh my gosh. I have a Wawa I've been into. I've been disappointed with. So maybe I need to go to like a better one. They all just seem kind of like me and kind of crummy.

If you're ready to talk a little bit about AI.

If you're ready to talk a little bit about AI.

If you're ready to talk a little bit about AI.

So what metrics are you looking at then? Because you just talked about when you're in the boardroom, I need to have a little bit of logic. I need to build back up these claims. What are you looking at? And what have you thrown out the window? You're like, I actually don't care about that metric that maybe other people rely on too significantly.

So what metrics are you looking at then? Because you just talked about when you're in the boardroom, I need to have a little bit of logic. I need to build back up these claims. What are you looking at? And what have you thrown out the window? You're like, I actually don't care about that metric that maybe other people rely on too significantly.

So what metrics are you looking at then? Because you just talked about when you're in the boardroom, I need to have a little bit of logic. I need to build back up these claims. What are you looking at? And what have you thrown out the window? You're like, I actually don't care about that metric that maybe other people rely on too significantly.

So that's, yeah. But yeah. Uh, so where else have you lived besides Philly and Dallas?

So that's, yeah. But yeah. Uh, so where else have you lived besides Philly and Dallas?

So that's, yeah. But yeah. Uh, so where else have you lived besides Philly and Dallas?

Because then you just want to keep increasing that number quarter over quarter.

Because then you just want to keep increasing that number quarter over quarter.

Because then you just want to keep increasing that number quarter over quarter.

I'm wondering if you'd be willing to give sort of a concrete example of like you've walked us through a little bit here thinking through, you know, so-and-so is going to engage in this way. That would be on Reddit. Customer stories are relevant in this way. I think just like a concrete story of like, okay, we were doing it this way.

I'm wondering if you'd be willing to give sort of a concrete example of like you've walked us through a little bit here thinking through, you know, so-and-so is going to engage in this way. That would be on Reddit. Customer stories are relevant in this way. I think just like a concrete story of like, okay, we were doing it this way.

I'm wondering if you'd be willing to give sort of a concrete example of like you've walked us through a little bit here thinking through, you know, so-and-so is going to engage in this way. That would be on Reddit. Customer stories are relevant in this way. I think just like a concrete story of like, okay, we were doing it this way.

Or maybe you don't want to talk about like we were doing it a certain way. But if you could sort of paint the picture of like this is something that we've implemented recently. Yeah.

Or maybe you don't want to talk about like we were doing it a certain way. But if you could sort of paint the picture of like this is something that we've implemented recently. Yeah.

Or maybe you don't want to talk about like we were doing it a certain way. But if you could sort of paint the picture of like this is something that we've implemented recently. Yeah.

There wasn't a whole lot of impact change to the- So you just stopped it for six months to see what would happen.

There wasn't a whole lot of impact change to the- So you just stopped it for six months to see what would happen.

There wasn't a whole lot of impact change to the- So you just stopped it for six months to see what would happen.

Okay. So which city has the best people watching?

Okay. So which city has the best people watching?

Okay. So which city has the best people watching?

Yeah.

Yeah.

Yeah.

Okay. And best drivers?

Okay. And best drivers?

Okay. And best drivers?

None of them. I don't know the best. How about worst drivers?

None of them. I don't know the best. How about worst drivers?

None of them. I don't know the best. How about worst drivers?

What I love about all this is you've sort of shared your philosophy and the step-by-step process you guys are implementing, but you also have results. It's not just like theoretically this would work, but you've seen the results, you've reported it to leadership, you've got buy-in from your team. It's really cool. One thing you did share

What I love about all this is you've sort of shared your philosophy and the step-by-step process you guys are implementing, but you also have results. It's not just like theoretically this would work, but you've seen the results, you've reported it to leadership, you've got buy-in from your team. It's really cool. One thing you did share

What I love about all this is you've sort of shared your philosophy and the step-by-step process you guys are implementing, but you also have results. It's not just like theoretically this would work, but you've seen the results, you've reported it to leadership, you've got buy-in from your team. It's really cool. One thing you did share

throughout all of this as well is that you've been working across teams, right? So sales enablement and marketing and sales, like everyone coming together. What has that looked like? Because that's not easy. And I feel like there's been this like marketing sales clash for as long as time goes on. So what was that process like getting buy-in from all those different teams?

throughout all of this as well is that you've been working across teams, right? So sales enablement and marketing and sales, like everyone coming together. What has that looked like? Because that's not easy. And I feel like there's been this like marketing sales clash for as long as time goes on. So what was that process like getting buy-in from all those different teams?

throughout all of this as well is that you've been working across teams, right? So sales enablement and marketing and sales, like everyone coming together. What has that looked like? Because that's not easy. And I feel like there's been this like marketing sales clash for as long as time goes on. So what was that process like getting buy-in from all those different teams?

Do you use GPT or CLAW?

Do you use GPT or CLAW?

Do you use GPT or CLAW?

So you're not dictating to them. Here's our things. Use them. Why aren't you using them? You're coming in like, I'm supporting you. I'm here. I am trying to support what you guys are already doing. And here's some of the information we have that might help support the goals you guys have. So it's like empathy layer coming in internally as well.

So you're not dictating to them. Here's our things. Use them. Why aren't you using them? You're coming in like, I'm supporting you. I'm here. I am trying to support what you guys are already doing. And here's some of the information we have that might help support the goals you guys have. So it's like empathy layer coming in internally as well.

So you're not dictating to them. Here's our things. Use them. Why aren't you using them? You're coming in like, I'm supporting you. I'm here. I am trying to support what you guys are already doing. And here's some of the information we have that might help support the goals you guys have. So it's like empathy layer coming in internally as well.

Yeah.

Yeah.

Yeah.

So there's this thing that I've been noticing in pretty much all CX leaders is that none of them started as wanting to work in CX. None of them were like little kids dreaming. It wasn't really a thing, right? And customer journeys. Yeah. Or marketing even. So could you tell me a little bit about what brought you to this?

So there's this thing that I've been noticing in pretty much all CX leaders is that none of them started as wanting to work in CX. None of them were like little kids dreaming. It wasn't really a thing, right? And customer journeys. Yeah. Or marketing even. So could you tell me a little bit about what brought you to this?

So there's this thing that I've been noticing in pretty much all CX leaders is that none of them started as wanting to work in CX. None of them were like little kids dreaming. It wasn't really a thing, right? And customer journeys. Yeah. Or marketing even. So could you tell me a little bit about what brought you to this?

It's so funny to me, though, that the idea that the experience doesn't start when they first see the logo. How is that news? Because in our personal interactions, it's like... First moment I meet you, I've got like 10 seconds for you to decide whether or not you like me. Like there's a reputation belt, right? It's the same thing with a company.

It's so funny to me, though, that the idea that the experience doesn't start when they first see the logo. How is that news? Because in our personal interactions, it's like... First moment I meet you, I've got like 10 seconds for you to decide whether or not you like me. Like there's a reputation belt, right? It's the same thing with a company.

It's so funny to me, though, that the idea that the experience doesn't start when they first see the logo. How is that news? Because in our personal interactions, it's like... First moment I meet you, I've got like 10 seconds for you to decide whether or not you like me. Like there's a reputation belt, right? It's the same thing with a company.

So it happens the moment that they see your logo for the first time, wherever that might be. So it's just so funny every time I hear that's like from sales onward. No, the experience started that moment.

So it happens the moment that they see your logo for the first time, wherever that might be. So it's just so funny every time I hear that's like from sales onward. No, the experience started that moment.

So it happens the moment that they see your logo for the first time, wherever that might be. So it's just so funny every time I hear that's like from sales onward. No, the experience started that moment.

And from a customer perspective, it is really awkward and weird whenever you have this great experience in one spot of the company and then it doesn't carry through. Like sales was great, but now customer success sucks. Like why can't we carry through this message the entire way?

And from a customer perspective, it is really awkward and weird whenever you have this great experience in one spot of the company and then it doesn't carry through. Like sales was great, but now customer success sucks. Like why can't we carry through this message the entire way?

And from a customer perspective, it is really awkward and weird whenever you have this great experience in one spot of the company and then it doesn't carry through. Like sales was great, but now customer success sucks. Like why can't we carry through this message the entire way?

Hmm.

Hmm.

Hmm.

Do you read fantasy?

Do you read fantasy?

Do you read fantasy?

Okay. So I think about it like a fantasy author, Brandon Sanderson likes to talk about. You like Brandon Sanderson? Okay. He does fantastic hours-long lectures on YouTube that you should definitely check out. I have not seen them. without seeing who's talking. And you would know exactly who's talking because the tone, the way they talk, the things they talk about are so distinct.

Okay. So I think about it like a fantasy author, Brandon Sanderson likes to talk about. You like Brandon Sanderson? Okay. He does fantastic hours-long lectures on YouTube that you should definitely check out. I have not seen them. without seeing who's talking. And you would know exactly who's talking because the tone, the way they talk, the things they talk about are so distinct.

Okay. So I think about it like a fantasy author, Brandon Sanderson likes to talk about. You like Brandon Sanderson? Okay. He does fantastic hours-long lectures on YouTube that you should definitely check out. I have not seen them. without seeing who's talking. And you would know exactly who's talking because the tone, the way they talk, the things they talk about are so distinct.

And I think about that with brand is that no matter who's speaking at the company, it should be such a distinct voice that I can tell that it's Cisco.

And I think about that with brand is that no matter who's speaking at the company, it should be such a distinct voice that I can tell that it's Cisco.

And I think about that with brand is that no matter who's speaking at the company, it should be such a distinct voice that I can tell that it's Cisco.

What?

What?

What?

Yeah. Slow down to speed up as Jim Collins would say.

Yeah. Slow down to speed up as Jim Collins would say.

Yeah. Slow down to speed up as Jim Collins would say.

Yeah. Well, and as you explained. That energy put in up front basically negates the energy you have to put in at the end because it's already kind of outlined exactly what you need to do, what actions you need to take.

Yeah. Well, and as you explained. That energy put in up front basically negates the energy you have to put in at the end because it's already kind of outlined exactly what you need to do, what actions you need to take.

Yeah. Well, and as you explained. That energy put in up front basically negates the energy you have to put in at the end because it's already kind of outlined exactly what you need to do, what actions you need to take.

It's the marshmallow test. Is it marshmallow? Yeah. So they took a bunch of kids and they put a marshmallow in front of them and they're like, you can have this one now or if you wait however long, you can have two.

It's the marshmallow test. Is it marshmallow? Yeah. So they took a bunch of kids and they put a marshmallow in front of them and they're like, you can have this one now or if you wait however long, you can have two.

It's the marshmallow test. Is it marshmallow? Yeah. So they took a bunch of kids and they put a marshmallow in front of them and they're like, you can have this one now or if you wait however long, you can have two.

Consistency builds trust, and that's what I love about tools like AgentForce. With AgentForce, AI agents can help you deliver consistently excellent service to your customers 24-7. Fully integrated with Salesforce, AgentForce is redefining CX. Salesforce has the experts, resources, and technology to help you start your agent force transformation today.

Consistency builds trust, and that's what I love about tools like AgentForce. With AgentForce, AI agents can help you deliver consistently excellent service to your customers 24-7. Fully integrated with Salesforce, AgentForce is redefining CX. Salesforce has the experts, resources, and technology to help you start your agent force transformation today.

Consistency builds trust, and that's what I love about tools like AgentForce. With AgentForce, AI agents can help you deliver consistently excellent service to your customers 24-7. Fully integrated with Salesforce, AgentForce is redefining CX. Salesforce has the experts, resources, and technology to help you start your agent force transformation today.

In fact, Salesforce's support experience is now powered by agent force. See the future in action at help.salesforce.com. Well, what I think is interesting is I think by defining things like they lose their meaning.

In fact, Salesforce's support experience is now powered by agent force. See the future in action at help.salesforce.com. Well, what I think is interesting is I think by defining things like they lose their meaning.

In fact, Salesforce's support experience is now powered by agent force. See the future in action at help.salesforce.com. Well, what I think is interesting is I think by defining things like they lose their meaning.

And there's lots of spiritual books I've been reading about that.

And there's lots of spiritual books I've been reading about that.

And there's lots of spiritual books I've been reading about that.

You know, so we get like real woo woo there, but also just with like strategies. So if I distill something into step one, step two, step three, step four, now it just becomes this unemotional process, which is what I think. where we've had this problem with so much content being created is now I know step one, keywords, step two, this, step three, that.

You know, so we get like real woo woo there, but also just with like strategies. So if I distill something into step one, step two, step three, step four, now it just becomes this unemotional process, which is what I think. where we've had this problem with so much content being created is now I know step one, keywords, step two, this, step three, that.

You know, so we get like real woo woo there, but also just with like strategies. So if I distill something into step one, step two, step three, step four, now it just becomes this unemotional process, which is what I think. where we've had this problem with so much content being created is now I know step one, keywords, step two, this, step three, that.

And then I just get into this robotic delivery tool. We're just these AI automation machines repeating these strategies. So, yeah, I think bringing back into the experience all around this empathy, this thought, this human perspective, and not trying to distill it down into this step-by-step strategy or defining something really significantly

And then I just get into this robotic delivery tool. We're just these AI automation machines repeating these strategies. So, yeah, I think bringing back into the experience all around this empathy, this thought, this human perspective, and not trying to distill it down into this step-by-step strategy or defining something really significantly

And then I just get into this robotic delivery tool. We're just these AI automation machines repeating these strategies. So, yeah, I think bringing back into the experience all around this empathy, this thought, this human perspective, and not trying to distill it down into this step-by-step strategy or defining something really significantly

We have to ground it. Yeah. You have to really ground it.

We have to ground it. Yeah. You have to really ground it.

We have to ground it. Yeah. You have to really ground it.

But you're not just checking the box of the process. You know, like there's a reason why you're doing the process. And sometimes that reason can get lost. Like if we were to take Ben out of Cisco or we were to take you out of your team, you know.

But you're not just checking the box of the process. You know, like there's a reason why you're doing the process. And sometimes that reason can get lost. Like if we were to take Ben out of Cisco or we were to take you out of your team, you know.

But you're not just checking the box of the process. You know, like there's a reason why you're doing the process. And sometimes that reason can get lost. Like if we were to take Ben out of Cisco or we were to take you out of your team, you know.

Right?

Right?

Right?

true across a bunch of marketing campaigns. There's so many phenomenal marketing leaders that just, for whatever reason, maybe they switch jobs, they leave, whatever it is. And then the heart of that company feels like it's lost. And then it's kind of floating around until someone new comes in and plugs in.

true across a bunch of marketing campaigns. There's so many phenomenal marketing leaders that just, for whatever reason, maybe they switch jobs, they leave, whatever it is. And then the heart of that company feels like it's lost. And then it's kind of floating around until someone new comes in and plugs in.

true across a bunch of marketing campaigns. There's so many phenomenal marketing leaders that just, for whatever reason, maybe they switch jobs, they leave, whatever it is. And then the heart of that company feels like it's lost. And then it's kind of floating around until someone new comes in and plugs in.

Yeah. And we talked a lot about marketing on our prep call. And how do you think marketing, like what role does marketing play in customer experience?

Yeah. And we talked a lot about marketing on our prep call. And how do you think marketing, like what role does marketing play in customer experience?

Yeah. And we talked a lot about marketing on our prep call. And how do you think marketing, like what role does marketing play in customer experience?

But even in that six months of them being gone, the whole mission goal, everything that we'd set up is like lost. Like, wait, why are we here? What are we doing? We're like, oh, we need to remind you. Like, okay, you hired us if I remember correctly. So it's interesting to see how just even someone being gone for a little bit can lose that goal if you don't properly articulate it to your team?

But even in that six months of them being gone, the whole mission goal, everything that we'd set up is like lost. Like, wait, why are we here? What are we doing? We're like, oh, we need to remind you. Like, okay, you hired us if I remember correctly. So it's interesting to see how just even someone being gone for a little bit can lose that goal if you don't properly articulate it to your team?

But even in that six months of them being gone, the whole mission goal, everything that we'd set up is like lost. Like, wait, why are we here? What are we doing? We're like, oh, we need to remind you. Like, okay, you hired us if I remember correctly. So it's interesting to see how just even someone being gone for a little bit can lose that goal if you don't properly articulate it to your team?

Yeah, I feel that way too. Like when I see all the numbers of what we do, it's like, oh, that's great. That's cool. But like what really makes me feel proud is when someone tells me.

Yeah, I feel that way too. Like when I see all the numbers of what we do, it's like, oh, that's great. That's cool. But like what really makes me feel proud is when someone tells me.

Yeah, I feel that way too. Like when I see all the numbers of what we do, it's like, oh, that's great. That's cool. But like what really makes me feel proud is when someone tells me.

Yeah. And I'm like, wait, that feels so much more rewarding than millions of downloads. Like just numbers feel heartless.

Yeah. And I'm like, wait, that feels so much more rewarding than millions of downloads. Like just numbers feel heartless.

Yeah. And I'm like, wait, that feels so much more rewarding than millions of downloads. Like just numbers feel heartless.

I think it comes back to intentionality, right? So you just have an intentional meeting. We're discussing these specific topics. I'm asking you about your grass or your garden, right? And I'm not just checking the box if I spoke to you and got the tasks done that we need done and my camera's off and you actually have no idea what I look like.

I think it comes back to intentionality, right? So you just have an intentional meeting. We're discussing these specific topics. I'm asking you about your grass or your garden, right? And I'm not just checking the box if I spoke to you and got the tasks done that we need done and my camera's off and you actually have no idea what I look like.

I think it comes back to intentionality, right? So you just have an intentional meeting. We're discussing these specific topics. I'm asking you about your grass or your garden, right? And I'm not just checking the box if I spoke to you and got the tasks done that we need done and my camera's off and you actually have no idea what I look like.

I had someone I worked with years ago that she had her camera off all the time. Then when I finally saw her face, I... It didn't make sense. I made this whole character in my head. It was like you're Sanderson. You know who's talking. You had an idea of what they were. Yes, exactly. Then I saw her face and I was like, whoa, this is not computing right now. Something's breaking in my system.

I had someone I worked with years ago that she had her camera off all the time. Then when I finally saw her face, I... It didn't make sense. I made this whole character in my head. It was like you're Sanderson. You know who's talking. You had an idea of what they were. Yes, exactly. Then I saw her face and I was like, whoa, this is not computing right now. Something's breaking in my system.

I had someone I worked with years ago that she had her camera off all the time. Then when I finally saw her face, I... It didn't make sense. I made this whole character in my head. It was like you're Sanderson. You know who's talking. You had an idea of what they were. Yes, exactly. Then I saw her face and I was like, whoa, this is not computing right now. Something's breaking in my system.

It's funny.

It's funny.

It's funny.

This feels like workplace D&D.

This feels like workplace D&D.

This feels like workplace D&D.

I think adults need more of it, to be honest. I have a three-year-old, and I watch him the way that he can just make up something. He has a stick, and he's got a rock. And, like, he's in his own world that he's on a race car doing something.

I think adults need more of it, to be honest. I have a three-year-old, and I watch him the way that he can just make up something. He has a stick, and he's got a rock. And, like, he's in his own world that he's on a race car doing something.

I think adults need more of it, to be honest. I have a three-year-old, and I watch him the way that he can just make up something. He has a stick, and he's got a rock. And, like, he's in his own world that he's on a race car doing something.

And he's so happy. Yep. Yeah. Like, he's not imagining horrible things where he's, like, sad. He's, like, constantly just making up these, like, fun, cute stories.

And he's so happy. Yep. Yeah. Like, he's not imagining horrible things where he's, like, sad. He's, like, constantly just making up these, like, fun, cute stories.

And he's so happy. Yep. Yeah. Like, he's not imagining horrible things where he's, like, sad. He's, like, constantly just making up these, like, fun, cute stories.

With a stick in a rock.

With a stick in a rock.

With a stick in a rock.

Yeah.

Yeah.

Yeah.

No. Definitely not.

No. Definitely not.

No. Definitely not.

Yeah.

Yeah.

Yeah.

Oh, they're relevant. I like Duolingo. I think that's relevant. But like there's so many other mascots that I think are irrelevant.

Oh, they're relevant. I like Duolingo. I think that's relevant. But like there's so many other mascots that I think are irrelevant.

Oh, they're relevant. I like Duolingo. I think that's relevant. But like there's so many other mascots that I think are irrelevant.

Ridiculous? Yeah.

Ridiculous? Yeah.

Ridiculous? Yeah.

Pickleball.

Pickleball.

Pickleball.

It's irrelevant to me, but I know that it's relevant for most people here in Austin. Do you play?

It's irrelevant to me, but I know that it's relevant for most people here in Austin. Do you play?

It's irrelevant to me, but I know that it's relevant for most people here in Austin. Do you play?

I think relevant if it's real, not just AI generated nonsense.

I think relevant if it's real, not just AI generated nonsense.

I think relevant if it's real, not just AI generated nonsense.

Relevant when it's not annoying.

Relevant when it's not annoying.

Relevant when it's not annoying.

Yeah. Oh, my God.

Yeah. Oh, my God.

Yeah. Oh, my God.

Somehow I got on some email or SMS list that I'm Tom.

Somehow I got on some email or SMS list that I'm Tom.

Somehow I got on some email or SMS list that I'm Tom.

Yeah. Shout out to Phillip. Shout out to your dad. Yeah.

Yeah. Shout out to Phillip. Shout out to your dad. Yeah.

Yeah. Shout out to Phillip. Shout out to your dad. Yeah.

Ooh, that's what I should be doing.

Ooh, that's what I should be doing.

Ooh, that's what I should be doing.

Relevant when it's not cringy.

Relevant when it's not cringy.

Relevant when it's not cringy.

Can you give more context on that one?

Can you give more context on that one?

Can you give more context on that one?

Ridiculous. Yeah.

Ridiculous. Yeah.

Ridiculous. Yeah.

All right. Oh, last question. I almost forgot. Okay. We ask everyone this. Normally we let them prepare and we did not let you prepare.

All right. Oh, last question. I almost forgot. Okay. We ask everyone this. Normally we let them prepare and we did not let you prepare.

All right. Oh, last question. I almost forgot. Okay. We ask everyone this. Normally we let them prepare and we did not let you prepare.

Yeah. What's a like baller experience you've had as a customer recently that you want to shout out?

Yeah. What's a like baller experience you've had as a customer recently that you want to shout out?

Yeah. What's a like baller experience you've had as a customer recently that you want to shout out?

Oh, I see you pointed up on there. That looks good. Yeah.

Oh, I see you pointed up on there. That looks good. Yeah.

Oh, I see you pointed up on there. That looks good. Yeah.

So Ben, you started working at Cisco how long ago?

So Ben, you started working at Cisco how long ago?

So Ben, you started working at Cisco how long ago?

Okay. What brought you to Cisco?

Okay. What brought you to Cisco?

Okay. What brought you to Cisco?

I will have to check it out. Thank you so much for joining us, Ben. This was awesome. And I hope we can have you on again.

I will have to check it out. Thank you so much for joining us, Ben. This was awesome. And I hope we can have you on again.

I will have to check it out. Thank you so much for joining us, Ben. This was awesome. And I hope we can have you on again.

Oh, that's great. Yeah. Or do you still work remote?

Oh, that's great. Yeah. Or do you still work remote?

Oh, that's great. Yeah. Or do you still work remote?

Oh, for sure. For sure. Yeah. And so when you're at a dinner party.

Oh, for sure. For sure. Yeah. And so when you're at a dinner party.

Oh, for sure. For sure. Yeah. And so when you're at a dinner party.

What do you tell people you do?

What do you tell people you do?

What do you tell people you do?

That's great. That's great. One thing you mentioned to us on your prep call was you have a pretty strong opinion about content marketing.

That's great. That's great. One thing you mentioned to us on your prep call was you have a pretty strong opinion about content marketing.

That's great. That's great. One thing you mentioned to us on your prep call was you have a pretty strong opinion about content marketing.

And I want to hear that opinion. I want our audience to get a taste of your passion for that.

And I want to hear that opinion. I want our audience to get a taste of your passion for that.

And I want to hear that opinion. I want our audience to get a taste of your passion for that.

I would like for it to be controversial.

I would like for it to be controversial.

I would like for it to be controversial.

So how did you bring that philosophy into Cisco?

So how did you bring that philosophy into Cisco?

So how did you bring that philosophy into Cisco?

Well, it's interwoven into a bunch of strategies. What's that? It's interwoven into a bunch of strategies. Yeah, well, it is every strategy. And like more content, more content, more content.

Well, it's interwoven into a bunch of strategies. What's that? It's interwoven into a bunch of strategies. Yeah, well, it is every strategy. And like more content, more content, more content.

Well, it's interwoven into a bunch of strategies. What's that? It's interwoven into a bunch of strategies. Yeah, well, it is every strategy. And like more content, more content, more content.

It's not just like, theoretically, this would work. But you've seen the results. You've reported it to leadership. You've got buy-in from your team. What are you betting on now, then? Welcome back to Experts of Experience. I'm your host, Lacey Pease. And with me as always is Rose Shocker. Happy to be here.

It's not just like, theoretically, this would work. But you've seen the results. You've reported it to leadership. You've got buy-in from your team. What are you betting on now, then? Welcome back to Experts of Experience. I'm your host, Lacey Pease. And with me as always is Rose Shocker. Happy to be here.

It's not just like, theoretically, this would work. But you've seen the results. You've reported it to leadership. You've got buy-in from your team. What are you betting on now, then? Welcome back to Experts of Experience. I'm your host, Lacey Pease. And with me as always is Rose Shocker. Happy to be here.

Do you think that kind of like content output hurts brands?

Do you think that kind of like content output hurts brands?

Do you think that kind of like content output hurts brands?

So what are you betting on now then?

So what are you betting on now then?

So what are you betting on now then?

How are you doing this with your teams? Because I do feel like so many content marketers aren't the ICP. They aren't your buyer, right? So how do you get into that frame of mind where you can actually create something that they would want to see?

How are you doing this with your teams? Because I do feel like so many content marketers aren't the ICP. They aren't your buyer, right? So how do you get into that frame of mind where you can actually create something that they would want to see?

How are you doing this with your teams? Because I do feel like so many content marketers aren't the ICP. They aren't your buyer, right? So how do you get into that frame of mind where you can actually create something that they would want to see?

We just got off the mic with Ben Taylor, Director of Revenue Marketing and Customer Journeys at Cisco.

We just got off the mic with Ben Taylor, Director of Revenue Marketing and Customer Journeys at Cisco.

We just got off the mic with Ben Taylor, Director of Revenue Marketing and Customer Journeys at Cisco.