Natalyn Lewis

So by 2.30 in the afternoon, they've reached hyper states of emotion or hypo states of emotion, and they're no longer servicing the customer base well at all.

People are staying on hold longer because the person doesn't even want to answer the call.

People are getting transferred when they don't have any reason to be transferred because that person does not want to deal with that customer and answer the questions on the call.

And so you watch retention go down in late afternoon.

It's a fascination and it correlates.

And so why does that happen?

How come the leader can't look at that and say, I'm going to help my people increase their emotional resilience as opposed to just being frustrated by it?

They don't know how to do that.

Because they don't understand it because they never went through it themselves because most of them have a very natural level.

You don't get to leadership and ownership in a company and especially in insurance where you're in sales constantly.

You don't get to that place without a little natural resilience and grit.

So since my leaders all have that, they look at the person next to them and like, what the hell is wrong with them?

That's right.

Because they don't even know how they got there half the time.

So they can't teach the basic technical skill necessary.

So the same in leadership in these positions where sales are dominant and service is dominant.

The person who has become exceptionally good at it often had some natural capacity.

And so they don't actually know.

how it is that they're more resilient.

They don't know why it doesn't hurt their feelings to get a no.