Stacy Sherman

So I get passed on to a human after I interact with the bot. But now I just went through this whole conversation with the bot and now the human comes on and makes me repeat everything all over again. right? Like there's a problem with that.

So I get passed on to a human after I interact with the bot. But now I just went through this whole conversation with the bot and now the human comes on and makes me repeat everything all over again. right? Like there's a problem with that.

It is such a solvable problem. It is. And it's not just the bot. It's even the traditional IVRs where you call the 800 number and then you give your credit card and then the rep comes on and says, can I have your credit card? So it's all automation that... that is serving the internal needs and disregarding the time and the energy of the caller, the customer, the prospect.

It is such a solvable problem. It is. And it's not just the bot. It's even the traditional IVRs where you call the 800 number and then you give your credit card and then the rep comes on and says, can I have your credit card? So it's all automation that... that is serving the internal needs and disregarding the time and the energy of the caller, the customer, the prospect.

It is such a solvable problem. It is. And it's not just the bot. It's even the traditional IVRs where you call the 800 number and then you give your credit card and then the rep comes on and says, can I have your credit card? So it's all automation that... that is serving the internal needs and disregarding the time and the energy of the caller, the customer, the prospect.

And so if you're not making it easy, They'll leave, they'll hang up, they'll disconnect.

And so if you're not making it easy, They'll leave, they'll hang up, they'll disconnect.

And so if you're not making it easy, They'll leave, they'll hang up, they'll disconnect.

Yes. And the most common challenge across all the different industries I've worked for and worked with comes down to one image. And that image is this. Pointing fingers everywhere, but instead of here at yourself, everybody is passing the buck. And that's why silos break relationships. They create customer churn. They create employee turnover, and that is the biggest opportunity to change.

Yes. And the most common challenge across all the different industries I've worked for and worked with comes down to one image. And that image is this. Pointing fingers everywhere, but instead of here at yourself, everybody is passing the buck. And that's why silos break relationships. They create customer churn. They create employee turnover, and that is the biggest opportunity to change.

Yes. And the most common challenge across all the different industries I've worked for and worked with comes down to one image. And that image is this. Pointing fingers everywhere, but instead of here at yourself, everybody is passing the buck. And that's why silos break relationships. They create customer churn. They create employee turnover, and that is the biggest opportunity to change.

So that little sigh you heard from me when you said accountability, that was an unexpected noise from my mouth. Because most companies, most teams and individuals are really good at being responsible, right? They're responsible for their job, their tasks. They're getting it done the way that is on that piece of paper and job description. Accountability takes it a step further.

So that little sigh you heard from me when you said accountability, that was an unexpected noise from my mouth. Because most companies, most teams and individuals are really good at being responsible, right? They're responsible for their job, their tasks. They're getting it done the way that is on that piece of paper and job description. Accountability takes it a step further.

So that little sigh you heard from me when you said accountability, that was an unexpected noise from my mouth. Because most companies, most teams and individuals are really good at being responsible, right? They're responsible for their job, their tasks. They're getting it done the way that is on that piece of paper and job description. Accountability takes it a step further.

Accountability is saying, I not only took care of your problem on this call or interaction, but I went up and beyond to make sure that you're delighted. And it was exceptional. Accountability is going way beyond. Responsibility is doing what you have to do. And that comes back to leadership. That comes back to a unified vision and mission and values and shared goals.

Accountability is saying, I not only took care of your problem on this call or interaction, but I went up and beyond to make sure that you're delighted. And it was exceptional. Accountability is going way beyond. Responsibility is doing what you have to do. And that comes back to leadership. That comes back to a unified vision and mission and values and shared goals.

Accountability is saying, I not only took care of your problem on this call or interaction, but I went up and beyond to make sure that you're delighted. And it was exceptional. Accountability is going way beyond. Responsibility is doing what you have to do. And that comes back to leadership. That comes back to a unified vision and mission and values and shared goals.

Because I remember being in an organization where I had a set of goals that were customer-centric and other people did not. They had other metrics. And so no one would listen to me when I brought them some very important customer data and they would say, yes, I'll add it to my list. I said, no, no, no, right now. And they said, sorry, that's not my, that's not my top three goals.

Because I remember being in an organization where I had a set of goals that were customer-centric and other people did not. They had other metrics. And so no one would listen to me when I brought them some very important customer data and they would say, yes, I'll add it to my list. I said, no, no, no, right now. And they said, sorry, that's not my, that's not my top three goals.

Because I remember being in an organization where I had a set of goals that were customer-centric and other people did not. They had other metrics. And so no one would listen to me when I brought them some very important customer data and they would say, yes, I'll add it to my list. I said, no, no, no, right now. And they said, sorry, that's not my, that's not my top three goals.