Shep Hyken

And a moment of magic is and it's not necessarily blow me away, wow me. It's just better than average. And so if you just take that moment, that interaction, and you bump it up just a notch, and by the way, once in a while you'll bump it up a lot more given an opportunity to do so, but it could be just a consistent positive attitude, something that's better than average.

And a moment of magic is and it's not necessarily blow me away, wow me. It's just better than average. And so if you just take that moment, that interaction, and you bump it up just a notch, and by the way, once in a while you'll bump it up a lot more given an opportunity to do so, but it could be just a consistent positive attitude, something that's better than average.

And when you string the moments of magic along and they're consistent, that puts you in what I call the zone of amazement. I love these fun words, amazement, mediocrity, misery, you know, magic. So really, the big difference between mediocrity and magic is just being a little above average because anybody can be average and anybody could create a moment of magic some of the time.

And when you string the moments of magic along and they're consistent, that puts you in what I call the zone of amazement. I love these fun words, amazement, mediocrity, misery, you know, magic. So really, the big difference between mediocrity and magic is just being a little above average because anybody can be average and anybody could create a moment of magic some of the time.

But the goal is make it happen all of the time. That's the key, consistency. If you go into your Nordstrom department store, what you get is very consistent. People engage you, they help you, and they have some pretty good, I call lack of policies in place, meaning that the salesperson can go from one department to the next with you and help you throughout the entire store.

But the goal is make it happen all of the time. That's the key, consistency. If you go into your Nordstrom department store, what you get is very consistent. People engage you, they help you, and they have some pretty good, I call lack of policies in place, meaning that the salesperson can go from one department to the next with you and help you throughout the entire store.

You know, I'm a man and I want to buy my wife something. The guy will take me upstairs to the women's department. You don't get that in other stores. Now, that's consistent throughout their entire organization. And you know what? They don't blow me away. They're just consistently really good, better than average. Sometimes, you know, and that by itself makes them way above average.

You know, I'm a man and I want to buy my wife something. The guy will take me upstairs to the women's department. You don't get that in other stores. Now, that's consistent throughout their entire organization. And you know what? They don't blow me away. They're just consistently really good, better than average. Sometimes, you know, and that by itself makes them way above average.

So you hire the right people and you train them to your system. And then you say, now go out there and, you know, what is it? Go forth and multiply. Go forth and prosper. Yeah. Brilliant, brilliant stuff. It's kind of coming back. Here's my question for you, you know, as far as providing amazing customer service. How do I get my front line to care about customer service?

So you hire the right people and you train them to your system. And then you say, now go out there and, you know, what is it? Go forth and multiply. Go forth and prosper. Yeah. Brilliant, brilliant stuff. It's kind of coming back. Here's my question for you, you know, as far as providing amazing customer service. How do I get my front line to care about customer service?

In other words, if I'm the entrepreneur, I'm the owner, I'm the manager, how do I get the people on the front line to care about this? Right. Well, first of all, recognize that if they aren't willing to care personally, They shouldn't be hired to begin with. So it starts at the hiring process. You know, do the background. One of the people that I interviewed for the last book was American Express.

In other words, if I'm the entrepreneur, I'm the owner, I'm the manager, how do I get the people on the front line to care about this? Right. Well, first of all, recognize that if they aren't willing to care personally, They shouldn't be hired to begin with. So it starts at the hiring process. You know, do the background. One of the people that I interviewed for the last book was American Express.

I interviewed their senior VP of World Service. And one of the things he talked about, it's rather than hire people from the call center industry, he looked for people that had hospitality background, people that work in a hotel or a restaurant, because he says those people know how to take care of people. If that's important, look at the right kind of person that you're hiring.

I interviewed their senior VP of World Service. And one of the things he talked about, it's rather than hire people from the call center industry, he looked for people that had hospitality background, people that work in a hotel or a restaurant, because he says those people know how to take care of people. If that's important, look at the right kind of person that you're hiring.

Nordstrom talked about how they don't really train their people to be as good as they do. The parents train them. They didn't take what they already know and they make it work for their system. I mean, isn't that great? And so it's same thing with ACE. They hire the right people and then they train them. Training is so important.

Nordstrom talked about how they don't really train their people to be as good as they do. The parents train them. They didn't take what they already know and they make it work for their system. I mean, isn't that great? And so it's same thing with ACE. They hire the right people and then they train them. Training is so important.

It's really difficult to throw somebody into the fire there and say, OK, now get out real quick without any kind of training. Let's say I'm a small, medium-sized business, and I'm just trying to get people fired up and jacked up about the idea of providing amazing customer service.

It's really difficult to throw somebody into the fire there and say, OK, now get out real quick without any kind of training. Let's say I'm a small, medium-sized business, and I'm just trying to get people fired up and jacked up about the idea of providing amazing customer service.

What are some simple things that we can do pretty quickly that don't cost a lot that are going to improve my customer's experience immediately? All right. Give everybody an index card and tell them that at the end of the week, you want them to write down an example of when they've created a great service experience. either for a customer or their internal customer, someone they work with, okay?

What are some simple things that we can do pretty quickly that don't cost a lot that are going to improve my customer's experience immediately? All right. Give everybody an index card and tell them that at the end of the week, you want them to write down an example of when they've created a great service experience. either for a customer or their internal customer, someone they work with, okay?