Stacy Sherman

And I'm like, what? Like, no, you, no. You can see I'm very passionate about this.

And I'm like, what? Like, no, you, no. You can see I'm very passionate about this.

And I'm like, what? Like, no, you, no. You can see I'm very passionate about this.

Yeah. I'm very big on satisfaction. No, that is. I love what you said.

Yeah. I'm very big on satisfaction. No, that is. I love what you said.

Yeah. I'm very big on satisfaction. No, that is. I love what you said.

Yeah.

Yeah.

Yeah.

Yeah. Everybody listening, stop measuring satisfaction. It's so much bigger than that. To your question, the way you measure and drive that customer-centric mission at all roles in all departments is making everybody have the same goal around this. From the C-suite to your admin, your interns, your contractors, your every department. And that way everybody's working together.

Yeah. Everybody listening, stop measuring satisfaction. It's so much bigger than that. To your question, the way you measure and drive that customer-centric mission at all roles in all departments is making everybody have the same goal around this. From the C-suite to your admin, your interns, your contractors, your every department. And that way everybody's working together.

Yeah. Everybody listening, stop measuring satisfaction. It's so much bigger than that. To your question, the way you measure and drive that customer-centric mission at all roles in all departments is making everybody have the same goal around this. From the C-suite to your admin, your interns, your contractors, your every department. And that way everybody's working together.

At the same time, you also need to train that there's not gaming of the system. I remember... we had deployed certain metrics to the sales team and they would be paid their bonuses and comp had many metrics, but this was one of them. And I remember they would call me and say, please give me that one extra little point because it affects my pay. And no, that's not what this is about.

At the same time, you also need to train that there's not gaming of the system. I remember... we had deployed certain metrics to the sales team and they would be paid their bonuses and comp had many metrics, but this was one of them. And I remember they would call me and say, please give me that one extra little point because it affects my pay. And no, that's not what this is about.

At the same time, you also need to train that there's not gaming of the system. I remember... we had deployed certain metrics to the sales team and they would be paid their bonuses and comp had many metrics, but this was one of them. And I remember they would call me and say, please give me that one extra little point because it affects my pay. And no, that's not what this is about.

I'm not your report card, the customer is. So people really have to not only create the metrics,

I'm not your report card, the customer is. So people really have to not only create the metrics,

I'm not your report card, the customer is. So people really have to not only create the metrics,

But really live by what it means and use it not for punishment, but for how do we make it better so that people aren't detractors, people aren't sitting in the passives waiting to make a decision, but they're promoters, they're advocates, they're champions, and they actually take the action to go recommend. Mm-hmm.

But really live by what it means and use it not for punishment, but for how do we make it better so that people aren't detractors, people aren't sitting in the passives waiting to make a decision, but they're promoters, they're advocates, they're champions, and they actually take the action to go recommend. Mm-hmm.