KF #20. Interpersonal Savvy Archives - Page 5 of 11 - How to be Awesome at Your Job

Pete Mockaitis
Sandy, thank you so much for joining us here on the How to Be Awesome at Your Job Podcast.

Sandy Rogers
Thank you Pete, thrilled to be here.

Pete Mockaitis
Well, I’m thrilled to chat with you. And you’ve got many claims to fame in your life, but the one I thought was most interesting off the top of my head was that you led the teams that came up with the legendary “pick Enterprise we’ll pick you up” slogan, what is the backstory here?

Sandy Rogers
Oh, my gosh, well, I have the great fortune of spending most of my career at Enterprise Rent-A-Car, actually left Apple Computer to go work with Jack Taylor at Enterprise. And one of my early Jobs was to lead the marketing part of a business, the idea of picking customers up came from one of our local general managers, and Jack Taylor, the founder of Enterprise, when he first heard it, thought, “That sounds crazy, I don’t know how you’re going to be able to pick people up.”

But sure enough, in true Enterprise fashion Jack empowered the local teams to go run experiments, try and figure it out, perfect it, the idea of pick up then spread across the organization. And so, when I came in as the marketing guy, we were looking for a way to share a message that would get people’s attention.

And there was a lot of push to talk about our friendly service and our great employees. But back then, other car rental companies were talking about their great service.

Pete Mockaitis
You got OJ Simpson, running through Airports

Sandy Rogers
Everyone was talking about we try harder and so I thought talking about service, the way to prove you have great service is actually to deliver great service, but not brag about it. And so instead, we did some research. And we looked for things that nobody was talking about.

So, you need something that’s unique, but we also wanted something that customers felt was really important. And in all the different things we tested, pick up jumped to the top of the list because nobody was talking about pick up in the car rental industry. And when consumers heard, “You’ll pick me up?”, it was a great message. And so we started with that, “Pick Enterprise we’ll pick you up,” we worked with a terrific ad agency in New York, and created that commercial with a brown paper wrapper car and it became a very memorable way to communicate this wonderful service Enterprise still provides today.

Pete Mockaitis
That’s right and I’m curious, like, what proportion of customers end up actually requesting to be picked up?

Sandy Rogers
On my gosh, I’ve been out of the business for 12 years. So, I don’t have the latest—

Pete Mockaitis
I’ll grill you with hard data questions at the top of the interview, Sandy.

Sandy Rogers
But a lot of them do, a lot of people— Enterprise started in the home city car rental market. So, when people had an accident or they brought their car into the dealership or service, Enterprise was the only player in town who would pick you up and bring you back to the branch and get you into a car.

Pete Mockaitis
That’s handy, I’ve done it before.

Sandy Rogers
Oh, good. Well, I hope you had a good experience, Pete.

Pete Mockaitis
It was, it was very pleasant. Thank you. Cool. Alright, so that’s the history of Sandy Rogers. But let’s talk about some of the current stuff, you’ve got a book, Leading Loyalty. I want to hear, as you’re putting this together, what was maybe the most surprising and fascinating thing that you discovered, as you were executing this?

Sandy Rogers
We have worked with a wide range of organizations, I mean, small, big. And what really surprised me is these principles that we have uncovered through all the research we’ve done about empathy, responsibility, and generosity, that these principles are not only applicable in earning the loyalty of our customers—and everybody wants fierce customer loyalty—but they’re also the exact same principles we need to earn the loyalty of our coworkers, our colleagues, our family, our friends, our kids, our spouse.

And so, the deeper we got into this, and the more stories we heard, these principles are applicable to earning the fierce loyalty of every important person in our lives.

Pete Mockaitis
That’s really good. We got the empathy, responsibility, and what?

Sandy Rogers
And generosity is the third one.

Pete Mockaitis
Okay.

Sandy Rogers
And principles are like gravity. I mean, they’re irrefutable. They act on you whether you agree with them or not. And so, if you don’t obey these principles of loyalty, you’re not going to earn the loyalty of other people. I mean, there’s no shortcuts.

And sure, people talk about frequent flyer miles and discounts and point programs but Pete, we’re talking about the loyalty that’s fueled in the heart. It’s when you tell your friends “oh, I got to tell you the story about this thing. It was unbelievable.” It’s that heartfelt emotional connection that that we’re trying to fuel with this book.

Pete Mockaitis
Well, so I dig that, well, could you share with us maybe a story? You got some heartfelt tales that you’ve collected, and you’re doing your research and talking to folks that maybe, so I can get a picture of you of a loyalty transformation. We had some lack of empathy, responsibility, generosity, and loyalty and then we saw things turn around.

Sandy Rogers
So, Pete, I was with the CEO of a large baby retail chain, and we were talking about empathy. And he stopped me, he said, “Sandy, I got to tell you a story. You may have heard it because it’s been all over the internet. This man comes into one of our stores, he’s carrying a load of unopened baby items, and he explains to our team that he and his wife had just experienced a miscarriage. And our team told him, ‘Sir, I’m so sorry about that but with a receipt you can’t return these items.’”

And the CEO just covered his face, he said, “Sandy, I don’t know how I could’ve possibly allowed a policy like needing a receipt get in the way of doing the obvious human thing for this poor man.” And you know what’s interesting about this story, Pete, two years later, this chain went bankrupt. They closed all of their stores. And they certainly had their financial challenges, I don’t know if it was from a lack of showing empathy, but I do know this, to earn the fierce loyalty of our customers, we have got to have empathy for them.

Pete Mockaitis
Wow, yeah, that’s powerful. And, boy, that really is an illustration in terms of, “At what point are your policies ironclad?” Every policy needs to have a breaking point somewhere below this extreme, you know.

Sandy Rogers
So, let me tell you one where we had a policy at Enterprise that was ironclad, okay? Do you remember where you were on 9/11?

Pete Mockaitis
I do. I was in my senior AP Rhetoric class with Mrs. Judy Federmeier when we got the word. I was like, “What?” Yeah.

Sandy Rogers
It was one of those moments. I was at the headquarters at Enterprise in St. Louis. Can you imagine what it was like at an airport rental branch that day? All the planes were grounded. At the Dallas Airport branch, in Washington, D.C., our branch manager has a branch that is teeming with people desperate to get home. All of our competitor car rental companies at Dallas Airport had closed and their managers had gone home, you know, check on their family and everything.

But our manager decided to stay open, and he couldn’t reach anybody on the phone because all the phone lines were jammed. And we had a policy, a firm ironclad policy back then, no one way routes. If you rented a car at the Dallas Airport branch, you had to bring it back to that Enterprise branch. Pete, he couldn’t reach anybody. He gets on a chair and stands up in front of his huge crowd of people, and he said, “Everybody, could I please get your attention? This gentleman here is going to Atlanta. Is there anybody else here that needs to go towards Atlanta or in that direction? Can you all please take this car? I’ve open up the soda machine, help yourself to a soda and a snack. Take the car, get yourselves home safely. I’ll figure out how to get my car back.”

He said, “Ma’am, where are you going? You’re going to St. Louis? Okay. Who else here needs to go west towards St. Louis? Please take this car, get yourselves home safely. I’ll figure out how to get my car back later.” This branch manager, Pete, scattered his cars to the winds. He sent them all over the country. He completely violated our policy about no one way routes.

And when we heard this story three days later, the founder, and the CEO, and the whole senior leadership team at Enterprise was never more proud, because although this team had completely violated our policies, they did exactly what our customer mission is all about. They showed incredible empathy for these customers. They took responsibility for the real job which was to get them home to their families. They were incredibly generous because imagine the cost of getting all these cars back, but we were never more proud.

And so, when I think about this story, are the people in your organization, whether you’re in a small two-person shop, or a large company, are you given the ability to be empathetic with your customers, to take responsibility for their real needs, to be generous? Because this is the secret, not just to customer loyalty, this is the way we earn fierce employee loyalty.

Pete Mockaitis
That’s powerful. Thank you.

Sandy Rogers
We started measuring customer service at Enterprise around 1994. About the same time that we were doing the research on what to advertise with pick up. And because we knew that to grow the business faster, customers had to walk away with a feeling that “wow! I love this place”.

Jack Taylor, the founder of Enterprise said, “It’s simple. When people walk out of our branches, they’ve got to feel like this is one of the best experiences I’ve ever had.”

So, in order to deliver great service, we decided we had to measure it. When we first started measuring service in 1994, Enterprise, we were pretty good overall, but there was huge variation across the chain.

And that’s often the challenge with organizations. I mean, you always have people, there’s pockets of greatness, but you see inconsistency from one location or one team to another. And so, we told everybody, this is the one of the most important things our mission is built on customer service, let’s get busy and improve it.

And over the next two years, we had zero percent improvement, everybody was focused on doing what they always did, which was running a great business and then Jack Taylor, the founder, inspired everybody and said, “No, I’m really serious about this.”

And so after this meeting we had in 1996, from that point forward, the decision was made not to promote anyone who’s customer service score was below the company average. And that, Pete, changed everything.

Over the next 10 years, all of a sudden, now everybody had skin in the game, we had a metric that clearly identified who needed to get better. And by not promoting the below average performers, over the next 10 years Enterprise went from delighting 67% of its customers to 80% of its customers. And that variation I talked about across the chain went from 28 points to less than 12 points.

Company sales in this 10-year period tripled from $2 to $7 billion. And Andy Taylor, the CEO at the time, this was the profound dedication and impact of improving our service across the whole chain. Fred Reichheld at Bain [& Company] created the Net Promoter Score based on this story that I just shared at Enterprise.

Pete Mockaitis
You know when I worked at Bain, I’ve done a case at Bain using the Net Promoter Score. I think I even read the book, The Ultimate Question.

Sandy Rogers
Yes.
Chapter Four in The Ultimate Question is this story.

Pete Mockaitis
Okay, so well, fun fact. Cool beans. So, there we have it, we made a commitment, this was how it’s going to be, you can’t get promoted if you’re below average, and we saw tremendous results in terms of people more satisfied, revenues growing. So that’s really cool in terms of, you’ve got transformation, and then I’m imagining then, in terms of what constitutes a great customer service and great customer experience, there were some particular practices that invoked some more empathy, responsibility and generosity from the staff?

Sandy Rogers
No question. And so, by unleashing our teams to go out and be creative, and to figure out, “How are we going to make more of our customers happy? How are we going to make our operation more consistently excellent?” These wonderful ideas spread from the bottom up, and Enterprise had tremendous success.

But Pete, we’ve worked with a wide range of organizations over the last 15 years. And these principles hold true in every case. The customer has to feel like you have empathy for me, that you’ve taken the time to understand my hidden story, that you’ve taken responsibility for the real job I’m trying to get done, not just selling me your stuff, but you’ve taken the time to really understand what I’m actually trying to do or accomplish.

And three, they treat us with generosity in terms of the time it takes for us to do business with a firm, they respect us. And so those are the principles that we bring to life because we think they’re essential in every business, whether it’s a small bakery or it’s a large conglomerate.

Pete Mockaitis
Well, so I’d love to now talk about some of the specific practices, then, for human beings, we’re working with each other, we’re trying to facilitate some more loyalty, whether that’s with an external customer, an internal customer, a colleague, a friend, a collaborator. What are some of the key ways that you go about doing empathy, doing responsibility, doing generosity?

Sandy Rogers
The first step is we’ve got to adopt a loyalty leader mindset. Our mindset affects our behavior. And so, we choose to be a leader. It’s not what’s on our name tag, you know you’re a leader if you look over your shoulder and you see people following you.

So, this idea that, well, no, this is something my boss has to do or the CEO has to sign off on, no, everybody in the organization from the bottom to the top, has to choose to be a loyalty leader and take personal responsibility for living these principles more often.

So, let’s trail down into empathy. So, the first one is empathy and empathy is our ability to identify with and understand other people’s situation or feelings, and we know what it means. Now everybody has empathy, you don’t have to teach it. If you see somebody poked with a needle, we flinch and say, “Ugh.”

So why don’t we see more of it in the workplace and our everyday interactions? Well, we’ve got to talk about it, and we got to get into the practices. So, the first practice in showing empathy is to make a genuine human connection.

Pete Mockaitis
Okay.

Sandy Rogers
And so often what we get from the companies we do business with, it’s not a genuine connection, it’s some kind of scripted thing that they’ve been taught to read to me on the phone after I’ve waited 15 minutes on hold, to simply tell the cable company that my internet is not working, and I’ve got an interview coming up and could you please fix it?

I don’t want to hear the script, I don’t want to hear the fake empathy. Because I know it’s a script they’re reading to me.

Pete Mockaitis
Yeah.

Sandy Rogers
And so we talk about making a genuine connection, even if you’re the third person in line, and I’m the host at a restaurant, and you just want to put your name down for a table, just with eye contact, I can let you know I see you, I care about you. I mean, I can give you the feeling that I’m going to take care of you. I’m so sorry you’re having to wait.

And once we make that connection, the next practice is I’ve got to listen to learn the story. We all have a hidden story. Sometimes, the hidden stories are obvious. If we’re driving down the road and we see a lady standing with her small children by a car with a hood open and steam coming out, and we get the story in a glance, right. We know what’s going on.

But so often, people will come into our workplace, whether they’re a customer or a coworker, and they’ve got a story that’s hidden from you. And for us to have empathy for that person, we’re going to have to genuinely connect so they know that this is not just a fake, “Hey, what’s up?” and when you know I don’t really want the answer. But no, “Really what’s going on? How are you?” And then I’ve gotta take the time to actually listen to their hidden story.

Pete Mockaitis
That’s good.

Sandy Rogers
And I’ve got to listen not just with my ears, I’ve got to listen with my eyes and with my heart, too. I love the Chinese character for listen, it contains the symbols for all three, ears, eyes, and heart.

The deepest need of the human hearts to be understood. I mean, how good is it feel when people really get you? So that’s the idea. You can’t have empathy if you don’t know my story and you’re not going to hear my story unless I believe you’re genuine and you actually are listening to me.

Pete Mockaitis
Well, Sandy, I’d love to get your take from the human experience of, all right, you’re busy, you got a lot of things going on, you want to be empathetic but you could just forget, in the hustle and bustle and the taking care of business and your metrics and KPIs and hustling to the next thing because there’s a fire to put out, but there’s humans in your midst.

How do you recommend folks kind of center, ground, reorient their brains and their ways of being to really empathize with folks in that moment?

Sandy Rogers
And that’s what’s so hard about this because what we’re talking about here is common sense. People say, “yeah, I’ve learned this stuff in kindergarten” and you did. And hopefully, it’s ingrained in your psyche, these principles that start with empathy. But just because it’s common sense, unfortunately, it’s not common practice.

And the reason it’s not, in so many of our interactions is we’re busy! We’ve got revenue targets, expense reduction goals, I got a list of stuff, I’ve got to get done by five o’clock today. And so, in the whirlwind of our busy daily lives, we lose sight of the power of the simple practices that we’re teaching in this book.

And so, we’re teaching people things that they already know but we’re asking them to talk about them for 15 minutes a week, in a little huddle, the team comes together. And in those huddles, the most important thing you do is you celebrate the people on the team that are doing what you talked about last week.

So last week, we talked about listening to learn the hidden story. I got to tell this quick story about Pete, and you know, it’s fun, and people laugh and we high five, and that’s amazing. And then we talk about the next principle or practice, and how do we actually apply that in the work we do here?

It’s easy to talk about this stuff in theory, but yeah, how am I supposed to be generous to these customers that are yelling at me all day, right? So, we talk about it. And then we each make a commitment to go apply this and come back next week. So, we can celebrate what worked and talk about what didn’t work. And we don’t have to have all the answers. We’re just going to create space in the whirlwind of our busy lives, to talk about the things that actually make a difference to how we’re feeling when we leave work every day.

Pete Mockaitis
That’s great. And I’m sure that everyone’s context is a little bit different and by making that time, you’ll come up with the particulars that seem to be really effective in those realms. I’d love to hear when it comes to asking the questions, have you found that there are some particularly useful, valuable questions in building up the empathy?

Sandy Rogers
Well, sure, what brings you in today? What’s going on? Open ended questions, not yes/no questions. I mean, the classic yes/no question is that, the wait person who comes over, everything okay? It’s just like, you know, or how about you’re checking out of the grocery store, find everything, and the checker has their eyes on the work and doesn’t really listen to your answer about what have you found everything at the grocery store that day?

Now you kind of ask questions, and then leave space. And oftentimes, ask again. For example, one of the best ways that companies can improve their service: don’t wait for the survey to come, ask people walking out the door, “What, if anything, could we’ve done to better serve you today? I’m Sandy, I’m the manager, I’d love to know, no, really, I’m serious anything? Was there anything we could have done better?”

And when people understand that he’s sincere, that he actually wants to hear, then you get into a conversation, and you can learn their story. You can also learn about how to fix your business right now, if there’re any issues rather than hearing about it or reading about it in a bad Yelp post in a couple hours from now.

Pete Mockaitis
That’s good. Okay, so we talked about empathy, how about responsibility?

Sandy Rogers
So once you’ve taken the time to understand my hidden story, you know how I’m feeling. Now we’ve got to take responsibility for helping people succeed to reach their goals. And with responsibility, there are two practices. As I mentioned earlier, first, we’ve got to discover the real job to be done. And what does that mean?

Clayton Christensen at Harvard Business School writes that people hire products and services to do a specific job for them. People are hiring your podcast to do a specific job for them, right?

Pete Mockaitis
And I hope I’m nailing it.

Sandy Rogers
And I think you are! So, guy comes into a hardware store, “I’m looking for a wrench.” “Oh, they’re right over at aisle 14.” That’s not taking responsibility. No, instead, “Come with me. The wrenches are this way. What are you working on?” “Well, I got this old fence in my backyard and there’s these rusty nuts and bolts I gotta pull out so I can get rid of the fence.” “Well, will work any of these?”

“Yeah, they look like those hexagonal ones right over there.” “Oh, sure, to grip the rusty edges of those nuts so you can pull the bolts out and get rid of your fence, you’re going to need a set of box wrenches, they should do the trick.”

You see Pete, that’s taking responsibility for the real job. Getting rid of a fence. It’s not to sell the guy a wrench.

Pete Mockaitis
Yeah. I find that that’s so handy. But I think that I I’ve often had that situation where maybe I’m just sort of thinking about novel things or outside-the-box sorts of things. It just seems like I’m often asking for something that’s not exactly what they people do like I want a CRM, but I don’t really want to sell anything to people using this software. I’m just looking to keep track of ABC and then, and folks are just sort of, I guess, perplexed, like, “oh, well, let me show you the cool features we have.”

Sandy Rogers
Of course.

Pete Mockaitis
Sort of like, “Okay, well, I guess, I could look at those but that’s not really what I’m most interested in.” And so, I guess I have those exchanges frequently, on sort of, like the customer side of things.

So, I dig it in terms of like, “What are you trying to accomplish?” I think that’s one of the best questions ever.

Sandy Rogers
Exactly.

Pete Mockaitis
In terms of, hey, as a as a consultant, if you’re trying to crack a case for a client, as a coach, if you’re trying to help someone, because they have one specific question, you take a step back and ask, “what are you trying to accomplish”? And then it opens up everything, or just, as a worker getting an assignment and getting better clarity about what we’re really going after? So that’s a great question in terms of being able to surface the responsibility and do it all the better. Any other favorite questions there?

Sandy Rogers

Well, and that’s such an important question, “What are you trying to accomplish?”, and then lead with a need. So, before we jump into, “Oh, my gosh, let me tell you about our CRM system, and all the bells and whistles,” lead with their need.

So, let’s take an example. You go into a store and you’re looking for a treadmill or something. If I’ve taken the time to really understand why you’re buying a treadmill, or why you’ve come for that, I can lead with a need.

So, “Pete they help you do well and the upcoming half marathon that you’re gonna be doing with your team, this elliptical machine, I think makes the most sense, given some knee trouble you’ve had or this comfortable pair of running shoes should fit the bill.”

But it’s, it takes discipline to not just sell our products, which of course we’re excited about, and sales are good, but if we want to earn the fierce loyalty of our customers, we’ll take the time to not only understand how they’re feeling so we can have some empathy but we can take responsibility for “What is this guy really trying to accomplish?”

Pete Mockaitis
And I’m curious, so if someone is not too communicative like, “need a  treadmill”, he’s like, “okay, great, what makes you interested in a treadmill today?” I don’t know, any tips for those who are almost like a seek and destroy, get in get out mode, whether it’s a colleague or a customer. Any tips for slowing it down and getting the real stuff?

Sandy Rogers
It’s got to be conversational. It’s got to be natural. It can’t look like you know, some script or some spiel which you’re spilling out. It’s just “Hey, talk to me. I want to help you, I want to get you the treadmill, you’re looking for what’s going on? What brings you here? Why a treadmill now”?

And when people are trying to figure out, is this a genuine inquiry here? I mean, should I bother to spend time and actually tell this person my story?

Pete Mockaitis
Yeah.

Sandy Rogers
And if we’re sincere, though, they’ll actually tell you. One of the stories we heard is somebody comes into a store and “I’m looking for shoelaces.” “Why do you want shoelaces?” I mean it seems obvious to replace the laces in my shoes. But it turned out this person actually wanted shoelaces to tie the birdcage to the roof of their car.

I mean, it’s an odd admission, but just an understanding that, opportunity to teach this person about bungee cords and there are other solutions besides shoelaces to tie down bird cages.

Pete Mockaitis
Oh, I really like that. That’s good certainly. Okay, well, so then let’s hear about the third key, the generosity.

Sandy Rogers
Well, and so at the end of responsibility, not only do we have to discover the job but then we got to follow up, how did that go? And if there’re problems, one of the most powerful ways we can earn loyalty is to take responsibility for any problems somebody has.

And we teach people what we call the five A’s. We got to assume that the person has good intent. So, imagine you’re dealing with an angry customer. If you’re going to turn that detractor into a promoter, you got to first assume that their intent is good, they’re not here to rip us off, we’ll get to align with our emotions, get on the same side of the table, we need to apologize with no defensiveness whatsoever. We got to ask, “what can I do to make this right for you” and assure them of what I’m going to do and do it?

And so, we practice these five A’s, we talk about it, but getting good at follow up is quarter responsibility in earning the loyalty everybody wants. Okay, so now we get empathy and responsibility. Sorry Pete, go ahead.

Pete Mockaitis
Oh, sure thing. So that’s sort of if they’re coming in to you, in terms of they’re saying, “Hey, this thing went wrong.”

Sandy Rogers
Well, and we don’t want to wait and find out. When I was running the London, England operation for Enterprise Rent-A-Car, I would get some pushback from our branch managers that had low customer service scores and weren’t getting promoted. And they said, “Well, how am I supposed to know how to get better? I’m only getting 25 surveys a month.”

And I said, “Well, hold on, how many renters do you see every month in your branch?” “Oh, 700 to 1000.” “What would prevent you from asking as many as you want, what can we be doing to better serve you? How does your rental go? I’d love to know.” You could get 1000 surveys a month if you want them and rather than waiting for the results, you could fix whatever issue you’ve got today before it affects other customers.

And it’s not just the negative. Now, here’s the positive, you will find out in most cases that the rental was great. Susie did an amazing job. Imagine how it’s going to feel to Susie to be able to go back into the branch and say, “I just want to let you know, you blew those guys socks off. They just loved what you did for them.” “Susie, great job”.

Pete Mockaitis
Yeah, and it’s also your opportunity to be like, “Thank you so much. If you could share that on the official survey. It would be great.”

Sandy Rogers
Oh yeah, that is it— Now, I tell you one thing at Enterprise, if you do that, you will get fired.

Pete Mockaitis
Okay.

Sandy Rogers
And I know that doesn’t always happen at the car dealers where they badger to give the high scores. But early on Andy Taylor and his leadership team made the decision that if you talk about the survey, or talk about top box and all that stuff, we’re going to treat it like taking cash out of the cash box. Because it completely undermines the customers confidence that we actually care about customer service.

Pete Mockaitis
Oh, absolutely, because they are like, I think about the Uber driver, “Give me a five-star rating.” “No, I’ll give you the star rating that you deserve.” But I’m just  intrigued here, but it’s also inappropriate if someone says, “Hey, this was awesome.” And they say, “Hey, thank you. If you’d like to share on the survey, then we’d appreciate it.” That’s also forbidden?

Sandy Rogers
Yes, and you know what, just say thank you. That’s great. Tell your friends, leave it at that. But don’t mention the survey, right?

Pete Mockaitis
Right, I think that that’s a useful distinction because many are tempted or inclined to do exactly that.

Sandy Rogers
It will then it just tells the customer that, well, this guy really just cares about his survey results. Say “Hey, if you had a great experience Pete, please tell your friends and we’d love to serve them too.”

Pete Mockaitis
Okay, cool, gotcha. All right. So then, you were gonna say some more about generosity?

Sandy Rogers
Yeah. So, we’ve got empathy, responsibility and the third core principle for earning loyalty is generosity. Generosity is giving from our heart, more than is necessary or people expect, it’s kindness. And to be generous with other people there are two practices, we to share our insights openly, generously share our thoughts, feelings, knowledge, concerns, and we need to surprise people in unexpected ways.

And so we’ve a chapter on each of these things, on generosity and sharing insights, and then surprising with unexpected extras. Because those two things have to occur in order for me to feel like you’re being generous with me and my time.

Pete Mockaitis
So can you give some examples of insights?

Sandy Rogers
Sure, well, we share insights with our customers all the time. Imagine you go into a store, and you’re looking for a speaker for your TV so you can have better surround sound and you’re awed by the beautiful display and you find one, you take it to the register, and the woman working at the register says, “Well, does your TV support Bluetooth?” And you say, “Well, actually, I don’t know”.

Well, “What kind of TV do you have?” “Ah surf.” “For your TV, that speaker is not going to work, you’re going to need a little wireless transmitter, it doesn’t cost hardly anything, let me get it for you.”

See, that’s incredibly generous sharing insights, it’s reducing the effort that you’re going to go through to get surround sound to work with your TV. Now that cashier could have done that or not, it was incredibly generous that she chose to spend an extra 10 seconds and help you out.

Pete Mockaitis
It’s good.

Sandy Rogers
But we share insights with each other too. You and I may be coworkers in a business and you notice I have some opportunities to be more effective and how I’m working with our customers. But today we have a lot of confidence about sharing our feedback with our thumbs online. But we want to make sure that our millennials and Generation Z has the same confidence, providing feedback face to face.

And so, we talk a lot about that in the book too. And how to have a coaching conversation, how to recognize what people are doing well, how to declare intent, how to have people walk away and say, “Wow, I mean, that was incredibly generous, that Pete shared that with me,” right? But we’re going to practice it and because there’s a way to do it, that is natural, and shows that the feedback is loving feedback and not criticism.

Pete Mockaitis
Sure thing. And how about these sort of extra little tidbits? What are some of your favorite examples there?

Sandy Rogers
Well, surprising with unexpected extras, and Enterprise is the master at this, all these branches had to get better, right? And so, they ran a jillion experiment, a cold bottle of water on a hot day, going to the body shops and dealerships and bringing them ice cream, or donuts, or just little ways, little experiments.

And so one of the things you want to do in huddle 10, week 10, you get your team together, what is something that we could do for our customers that we’ve never done before that would delight them, something that we could do ourselves, we don’t even get permission from head office.

And then vote on the best ideas and then go do it.  Run a little experiment and see what happens. And it’s incredibly engaging for your team. And it’s wonderful with customers, hotel guests, housekeeper notices that they’re out of toothpaste, and leaves a little tube of toothpaste with a note, it looked like you were running out, so I left you this.

I mean, imagine what the guest feels like, that little extra didn’t cost anything for the hotel. And it not only made the guests feel great, the housekeeper felt great, too.

Pete Mockaitis
Right. That’s cool. Could you share perhaps a couple examples of these principles coming to life in terms of colleague to colleague?

Sandy Rogers
Oh my gosh, well, to earn the loyalty of our coworkers, the same principles apply. And when organizations are—they want to engage their employees, one of the challenges that people like Gallup report is that the lower you go in the organization, the lower the employee engagement, the higher the turnover. And we know that the difference between a good and a great experience often comes down to how the people on the frontline are treating us.

Whether it’s face to face or on the phone or online. And so, recognizing that the frontline is the lowest paid, and oftentimes the least trained, and has lots of challenges with retention, it is vitally important that the leaders are living these principles.

My friend Shep Hyken, often says, “The customer experience rarely exceeds the employee experience.” So, we have to first earn the fierce loyalty of our teammates, of our employees, they’ve got to be excited about coming to work, they’ve got to say, “I’d recommend this place to work to all my friends,” and then that carries over to how the customers feel, which then drives the sales that we all want, and finally, the bottom-line profits—but it’s kind of happened in that order.

Pete Mockaitis
Perfect. Sandy, tell me anything else you want to make sure to mention before we shift gears and hear about some of your favorite things.

Sandy Rogers
What I would say is, this is basic stuff that you did learn in kindergarten, but you got to create space, you got to create 15 minutes a week, almost every mission statement I’ve ever seen mentions customers and how important they are. I mean, it’s hard to argue your customers aren’t important, right?

But if they’re so important, and they’re the cornerstone of the mission statement, then we ought to be able to carve out 15 minutes each week to celebrate the people who are living these things that are creating our customer promoters.

And to also talk about what these principles and practices mean, and how to apply them, what the challenges are, to be generous, to be more responsible, to have empathy, to follow up. All these things we’ve been talking about, that it sounds great, but let’s talk for a few minutes about how I can actually do that on this team.

We’re on the calls, we’re in a call center, we’re on the phone all day. And I’m being held to this two-minute timeline for the length of calls, how am I supposed to do this? And so, we want to create space to have these conversations to help organizations get better.

Pete Mockaitis
Well, now could you share with us a favorite quote, something you find inspiring.

Sandy Rogers
One of my favorite quotes is “no risk-it no biscuit.” It’s a very simple, but I find that what gets in the way of us, all of us in doing these things that make sense is there’s a fear that, “oh, it may not work or it may not be received well.” We’ve got to make the choice to go out on a limb to try these things, to run these huddles.

We’ve had so many organizations, at first maybe have questions about, “Well, will our people really do this?” We had a chain of auto repair stores. And they said, now let me get this right, you’re expecting these guys that work under the hood of cars and trucks all day to get together and talk about empathy, and generosity, and responsibility?

And I said, “Well, let’s see if any of them are interested.” And a group of 20 said, “We want to go do this, let us go do this in our stores.” And over six months Pete, we were measuring their customer service scores while they were running these huddles, they increased their customer service scores by an average of 10 points. Three of these 20 stores increased their scores by 20 points.

And they said, “You know what, this is the most fun 15 minutes of our week. We were celebrating each other, and we were talking about how to bring this stuff to life.” The simple idea is put everyone into a position to enrich other people’s lives. These principles allow that to happen.

Pete Mockaitis
Awesome. Now, could you share with us a favorite study something that you found enlightening?

Sandy Rogers
Tell me what you mean by a favorite study?

Pete Mockaitis
Oh, like an experiment or bit of research.

Sandy Rogers
Just sort of think, I think some of the research that’s really come to my mind are the things that we have learned, the link between customer service scores in growth and profitability in the business. We often get asked to quantify what on the surface, sounds obvious, if we get better customer service, of course, the business will grow faster and will make more money but CEOs often say, “yeah, prove it.”

I remember one chain that we were working with, they had 3500 stores, and we were measuring their employee engagement, and also their customer service. And the CEO said, “Well, I’ve done a little analysis of my own and I’m not seeing a strong correlation between the employee engagement scores you’re giving me and the customer service scores you’re giving me across our 3500 stores.”

And I thought, “Uh-oh, well let’s see what’s going on here.” And one of the guys on our team, said, “Well, I’ll tell you what, let’s add another question to the employee engagement survey to find out if those store teams actually know their customer service scores.”

Because Pete, here’s the theory, people play harder when they’re keeping score. I mean, look at the kids on the playground, as soon as you start keeping score, the game gets a lot more fierce and interesting, right?

If the people in the store don’t even know their customer service score for the store, they’re not really playing the game of improving customer service, right. So, we found out that of all those stores, 40% of the store teams had a very clear idea of what their customer service score was, 60% had no idea what it was.

And guess what? The correlation between employee engagement and customer service was excellent in the stores that actually knew their customer service scores. But in the stores that were clueless about their customer service scores, of course, there was no correlation between employee engagement and customer service because they weren’t really playing. Yeah, you could love your job, but not be focused on customers.

Pete Mockaitis
Yeah, sure. Like “This guy keeps getting in the way. We’re having some great jokes. This guy keeps interrupting, this customer over here.” Well, thank you. And how about a favorite book?

Sandy Rogers
Oh, my gosh, I am rereading The 7 Habits of Highly Effective People. Have you heard of that book?

Pete Mockaitis
Oh, very much.

Sandy Rogers
I remember reading it, like 1990 and, or whatever. And I am rereading it now because I find so many of those, habits, incredibly important in the effectiveness of our team.

Pete Mockaitis
And how about a favorite tool? Sorry, re-wind.

Sandy Rogers
Like be proactive. I mean, I just think that’s, I know Stephen Covey starts with this idea of being proactive, and, carrying your own weather and not looking to blame other people for what’s going on in your domain. But it takes good reminding every day to go back to the Viktor Frankl insight from the Holocaust that the ultimate human freedom is that gap between stimulus and response, and you get to decide how you feel about how other people are treating you. And that’s a very powerful insight that’s worth revisiting. But you’re asking you about our favorite tool?

Pete Mockaitis
Oh yeah, something you use to be awesome at your job?

Sandy Rogers
Gosh, what tool, could I not live without, Google Maps. That’s how I find my way everywhere.

Pete Mockaitis
Absolutely, and how about a favorite habit?

Sandy Rogers
A favorite of the habits of Stephen’s habits?

Pete Mockaitis
That could be Stephen’s or yours.

Sandy Rogers
I think sharpening the saw, I think this idea of constantly learning outside of the domain that we spend most of our lives, to get other perspectives. And I love when Steve Jobs talked about connecting the dots between what he— he said for example, we have these movable fonts, because of some class he dropped into, when he was just taking classes after he dropped out of college and just connecting the dots between different things. It just, it helps us to be more effective in the work we do every day, it also makes work everyday more interesting.

Pete Mockaitis
And is there a particular nugget you share in your book or with clients that really seems to connect and resonate with them and they repeat it back to you?

Sandy Rogers
I think the gist that people come back to us with is this idea about putting people into position to enrich other lives. And it’s really around trusting them. Think about the organizations today that don’t trust their employees.

They say, “You know what, we’re going to give you a script, we’re going to put you on a time clock, you have to live in this tiny little box.” Rob Markey at Bain talks about giving your people freedom within a defined framework. I mean, that’s certainly what Enterprise did. But boundaries were well defined. But we gave them a lot of freedom within those boundaries. And I’ll give you some examples.

American Express completely changed how they managed their call centers, when they said, “We’re going to throw out the scripts, we’re going to throw out the time clock, your job is to create promoters.” And it not only made the card member happier and made the employees a lot happier! I mean, now this job is fun.

Tony Hsieh of Zappos totally has that insight. You think: make them happy! Okay, and he’s got the crazy story that somebody calls up and looking for a pair of shoes that Zappos doesn’t even sell but they fulfill the sale anyway.

Southwest Airlines, “Hey, look, these are the rules. You have to buy FAA guidelines, tell people about these things.” Now, if you choose to sing it, or do it as part of a comedy routine, hey, more power to you.

So, I think one of the real keys to earning that fierce employee loyalty and customer loyalty that everybody wants is we got to trust our people. We got to let them use their natural gifts and abilities within a broad framework. You got to have guidelines but within these guidelines, go for it and have fun.

Pete Mockaitis
Beautiful. And Sandy, if folks want to learn more, get in touch, where would you point them.

Sandy Rogers
They can certainly come to www.franklincovey.com, and they can come to my LinkedIn page.

Pete Mockaitis
And do you have a final challenge or call to action for folks seeking to be awesome at their jobs.

Sandy Rogers
My final challenge is take a look at these principles. Try it. Say “I’m going to invest 10 or 15 minutes a week, I’m going to run this play. I’m going to run this for 11 weeks and see whether I feel differently about the work I do and whether coming to work every day is more fun, whether it has more meaning.”

Pete Mockaitis
Beautiful. Well Sandy, this has been a treat. Thanks so much for taking this time and sharing the good word. I wish you much luck and loyalty and fun in all your ventures.

Sandy Rogers
Pete, thank you so much.

Pete Mockaitis
Barney, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Barney Feinberg
Thank you for inviting me Pete.

Pete Mockaitis
Well, I’m excited to dig into some of your perspectives when it comes to chemistry, but I want to maybe go back in time first. You at one point worked as a tennis instructor. What’s the story behind this?

Barney Feinberg
Wow. Well, tennis ran in my family. Since I was a little kid a tennis racket was put in my hand. Everyone in my family played. And it’s interesting that you bring up tennis because it happens to be something that really when looking back and writing my book, there was a peak moment that really exemplifies what I’m sharing with people. If you’d like me to share that story, I’d be happy to.

Pete Mockaitis
Well, I can’t resist. Let’s hear about a peak moment.

Barney Feinberg
Okay. Well, as I mentioned, tennis was everything. I mean I was in high school playing on the tennis team. My big ambition outside of that when I went to college was to make the team at college.

It’s my freshman year, first week at school and we’re having tryouts. What I find myself doing is I’m playing not to lose, which inevitably, last day of practice the coach came to me and said, “I’m sorry, you didn’t make the team,” which frankly was really embarrassing and devastating. I was like, I didn’t know what to do with myself.

I had all this free time on my hands, so I joined a concert committee, grew my hair down to my shoulders, got a beard and a moustache, digging on groups that came to college, which were like Springsteen, some really good groups, Arlo Guthrie. Anyway, here I am overcoming this major defeat.

Sophomore year rolls around and I show up for practice to try out again and the coach looks at me and says, “You’re late. You can’t try out this year.” Again, a blow. But I’m having a good time. I never had so much time on my hands to really enjoy myself and get into the music.

When my junior year came around, it was my last chance. I wasn’t really nervous about it. I started playing my game. I was playing really, really well, fully expecting to make the team.

The last day of practice the coach comes up to me and one of the other players that had been on the team for two years, he was also a junior, looks at both of us and says, “You’re going to play one set. The winner is going to make the team and the loser is not going to make the team.”

Pete Mockaitis
Oh wow.

Barney Feinberg
Yeah. Here I was suddenly wondering what happened because I had played this guy earlier and beat him. It’s beginning to dawn on me as we’re walking to the court, the coach says to him, “Go out and beat him.” I’m like, “Oh man, this guy doesn’t want me on the team.” Then it dawns on me, well, he’s ex-Navy. He’s got a crew cut. I’m wearing long hair and a moustache at this point.

I walk on the court again playing not to lose. Inevitably it’s 5 – 3. He’s leading. Triple match point on his serve. This is a big guy. He’s ex-football player. As I’m going to the Ad court expecting to lose, suddenly out of nowhere, across the quad, one of my favorite Grateful Dead songs comes on, China Cat Sunflower, which has this real upbeat rhythm.

As I’m walking to the Ad court, I transform. Suddenly, I’m relaxed. Suddenly, I’m smiling and I’m having fun. He hits his first serve and I bang it down the line. I get a winner. He hits the next first serve and I do it again. Next one he double faults. He starts playing not to lose and I make the team.

Here’s the interesting thing, what happened was, the circumstance changed. The song shifted who I was in the moment from being disconnected from confidence to being totally connected to it because I shifted to having fun.

Now that happened by just pure luck. I swear I think it was angels above looking over me, but when I looked at it again as I was writing this book, I realized that I value shifted. I shifted from what was disconnecting me to something that purely connected me. The results were inevitable. Obviously it worked. By the way, good news, the guy I played against, he stayed on the team.

Pete Mockaitis
Well, yeah, I was wondering.

Barney Feinberg
Yeah, he stayed on the team.

Pete Mockaitis
After two years it’s kind of intense to say, “Yeah, you’re out if this one match doesn’t go your way.” Well, that’s really intriguing on many dimensions. I want to kind of dig into your phrase; you said you were playing not to lose.

Barney Feinberg
Yes.

Pete Mockaitis
Then later you said you were having fun. What do you mean by playing not to lose versus playing to have fun? What are the alternatives along that spectrum?

Barney Feinberg
Here’s the deal. Playing not to lose is living in the expectation of winning. Some famous person once said that expectations are the mother of frustration. When you look at work, how many times are we working with expectations in our mind?

Pete Mockaitis
Yeah. Got you. As opposed to-

Barney Feinberg
As opposed to actually empowering your values. Expectations take us off the game. Expectations put us in the finish line before we start the race.

My daughter’s a runner. If she’s thinking about the finish line before the gun goes off, she’s not going to run very well. It’s going to seem like it’s taking her forever to get there. But if she’s thinking of the moment, if she’s empowering say the value of confidence and she’s not looking at the future or the past, but in the moment, she’s going to run a much better race.

It’s kind of like do you ever get directions to go someplace and it seems like it’s taking you longer than it should?

Pete Mockaitis
Yeah.

Barney Feinberg
Yeah. When you go back the same way, it seems to go a little shorter because now you know how to get there. Does that make sense?

Pete Mockaitis
Mm-hm. Okay. Then-

Barney Feinberg
Go ahead.

Pete Mockaitis
So playing not to lose mean you’re thinking about the outcome, the end, the finish line, the expectation as opposed to the moment, the having fun, the what’s immediately in front of you right now.

Barney Feinberg
Whatever value you choose to empower. It just so happened that fun came up when I was playing that tennis match with that song. It just brought me into that jovial place, which took away anything about winning or losing away and just playing the game.

Pete Mockaitis
Now, you’ve used the phrase a couple of times, ‘the value that you empower,’ what do you mean by that?

Barney Feinberg
Well, it’s a practice. Most of the time we have a lot of values and what I call DNA values. DNA values are values that are ingrained in us that we’re brought up with, that create our success formulas. They more likely control us than we control them. When circumstances come about that disconnect us from a value that we find is important, life becomes hard, difficult. However, we have the ability to empower.

What is empower? It’s the difference between being in love and thinking of being in love. It’s story. That’s really what I focus on. When you look back in time, the communications that were most important in the tribe before there was the written word was from the storyteller. The storyteller would tell us stories that would empower or emphasize values that were important to us.

You watch movies now. I can watch a movie and there’s a scene that just catches me. It’s empowering a value. We have our own stories in life that empower values that are important to us. Imagine instead of allowing the circumstances dictate who we are, we get to choose who we want to be by allowing that story to take us to that value in that moment. Does that make sense?

Pete Mockaitis
So you say that we’re choosing it as opposed to hey, the song comes on and there you go. Maybe could you walk us through a couple of examples in practice in terms of you’re kind of living and experiencing one thing and you make a choice to empower a value through story and then things are transformed?

Barney Feinberg
Okay, I can give you a story of someone that I coached. Does that work?

Pete Mockaitis
Oh sure, yeah.

Barney Feinberg
Okay, good. I have two professions, really three, but we’ll talk two: coaching and recruiting. I’ve been in executive placement for 25 years. As an executive recruiter I was talking to one of my clients who was looking for a new job.

She’d only been with the company that she was with for six months. I said, “What happened? What makes you want to leave?” She said, “Well, I took this job. I was really excited. Then I got this new boss three months into the job. This boss is just a micromanager, driving me crazy.” I’m like, “Wow, yeah.”

We talked about it. I started coaching her for a while. What was showing up were certain values that were just disconnecting her. This happens to us all the time at work. We just get numb to it. We just think that’s just the way work is.

But values such as independence, she didn’t have any. She felt, “Oh my God, this woman is not giving me any independence.” Very, very frustrating. She felt she wasn’t trusted. She felt efficiency wasn’t being honored. All of these things were really making it difficult for her to be effective and productive.

We talked about trust. She came up with a story after some coaching about where trust was everything for her. It happened to be with her husband down a ski slope going down a black and how much she trusted him to help her get down. It all worked brilliantly. Every time she thought about that moment, trust was empowered.

I challenged her. I said, “Start empowering the value of trust with your manager.” It wasn’t easy. It took her some time, but it took her some time because you can’t just do it on a dime sometimes. It takes practice. She got better and better at it. Suddenly, the manager was trusting her because she was authentically trusting him and that made a world of difference.

Micromanagers drive themselves crazy more than anybody else. They overextend themselves because they have to check everything twice. When they can trust somebody to do the work, boy, it takes a lot of relief. Suddenly life became a lot better for her. She got promoted rather quickly because not everybody was able to deal with this person as she was.

Pete Mockaitis
Okay, so then the key then was, she reconnected to an experience, which sort of trust became all the more real and felt and lived and experienced, kind of like when you said thinking about being in love versus actually being in love.

Barney Feinberg
Yes.

Pete Mockaitis
So she got there. Then as a result she was able to bring that kind of an attitude to the manager and treat her in a way as though she trusted the manager even though she wasn’t maybe as naturally inclined to do so. She kind of summoned that up from within her to-

Barney Feinberg
When you empower a value, that is your rule of conduct. Values are our rules of conduct. They characterize your sense of self and are elemental in the actions you take. You can’t fake it.

But here’s the deal. What was happening before she did that was she was making the manager wrong. Even if she wasn’t saying it outwardly, inwardly it is felt. The circumstance was dictating who she was.

She was having these values that are on automatic pilot with her, which I said before, control her more than they control – she controls them. They were coming up and saying, “Warning, warning.” Frustration, anger, misunderstanding, boredom, whatever it may be, they were putting her off the game and the manager will feel that.

But when you’re truly authentically connecting with somebody, the world changes. It changes 100%. By the way, I became really good friends with the guy that I played against. He knew what was going on too. But it’s something that is just permeates.

Thank God it’s Friday was invented because we get disconnected from our values throughout the course of the week. We don’t even realize it’s happening. We’re numb to it. We’re so used to it. But when we start learning how to empower our values consciously, the world changes. Suddenly, we can start looking at the values we have in common with people and choose to connect to those rather than the ones that disconnect us.

Pete Mockaitis
Intriguing. We use the example of trust, so then can we dig into some more in terms of-

Barney Feinberg
I’d be happy to dig into one with you. How do you like that?

Pete Mockaitis
Oh, sure thing.

Barney Feinberg
Oh good. Okay, great. Talking to you, I would imagine that collaboration is a good value for you.

Pete Mockaitis
That’s true. I do enjoy a good collaboration. It’s fun. It’s exciting. It’s energizing.

Barney Feinberg
Great. I want you to imagine that that’s the value that you’re holding important right now. That’s the one that you are connecting to.

Pete Mockaitis
All right.

Barney Feinberg
Now, I want you to imagine that I’m connecting to independence. I want nothing to do with collaboration. How do you feel?

Pete Mockaitis
Well, it’s just a little sad. It’s sort of like, “Oh, Barney, we were going to have a fun time creating this thing together, but I guess we’re not. Okay.” It’s disappointing.

Barney Feinberg
Right. That’s what happens. We get frustrated, angry, disappointed. Whenever you’re honoring a value that’s not being honored in return – we put up a brave face. I’ve seen a lot of people who will smile on the outside and turn on the inside. In fact they get so used to it, they don’t even realize they’re doing it. But then they wonder why they’re so tired and they need the weekend to recover. It’s because of that.

But it begins with knowing yourself. Imagine now you’re collaborating. That’s what it’s all about. I am too. I love collaboration in case you didn’t realize it. How do you feel now?

Pete Mockaitis
Well, yeah, it’s a lot of fun I guess. But what I’m thinking about though is, how do we make the leap? How do we bridge the gap?

Barney Feinberg
Well, it’s really a four-step process the way I show it in my book.

Pete Mockaitis
Do tell.

Barney Feinberg
The first step is to better know yourself.

Pete Mockaitis
Okay.

Barney Feinberg
How many values do you think you have?

Pete Mockaitis
Brene Brown says two.

Barney Feinberg
God bless her.

Pete Mockaitis
I mean I don’t know. In a way you could – I don’t know. We’ll say two to nine in that range.

Barney Feinberg
All right, I’m going to say this to you, most people will tell me two or three. Those that are really self-aware maybe will be able to tell me ten. But those that are self-aware when they say ten, how long do you think it takes for them to actually be able to articulate that?

Pete Mockaitis
Maybe a lifetime.

Barney Feinberg
It takes a while. Trust me. It takes a while. We are very clueless to the values that we have. I’m going to tell you, you have tens, you have hundreds of values. But what we tend to do for convenience sake, is we mesh them into a giant value, like the value of integrity.

You look at most companies that have these are our values, many of them will say integrity. I’ll applaud. I’ll say integrity is a great value. Then I’ll ask how many values do you believe there are in integrity.

Pete Mockaitis
I mean we can subdivide it infinite ways.

Barney Feinberg
Yeah, exactly.

Pete Mockaitis
It covers everything from not stealing to not being late.

Barney Feinberg
Well, yes, exactly. Exactly. You’re 100% right. Yet, here’s the thing, there may be, let’s just use an arbitrary number, 30 values in integrity. Maybe 29 of them you have in common with the person you’re working with, but you’re connecting to the one that disconnects you. Crazy.

Pete Mockaitis
Now you say I’m connecting with. What does that phrase mean?

Barney Feinberg
You are noticing the timeliness, as an example, is not being honored.

Pete Mockaitis
Okay, I’m connecting with – as I’m noticing it isn’t there and it’s ticking me off.

Barney Feinberg
Yeah, …. Yeah. Then you go to other values that affect it, like my efficiency is being drawn down or I’m bored because I’m not getting anything done. All of these things show up, but it’s all about timeliness.

What happens? We get into a rut. Suddenly, say you’re working – look I work with advertising, public relations, media services. Those are my forte industries. Say you’re working with a creative who consistently is late. Well, if every time you set up an appointment that’s in the back of your mind, you’re already disconnecting from that value.

You may be smiling, “Oh, you’ll be there on time, won’t you?” but in the back of your mind, you’re like, “They’re going to be late again.” Because of it, they’re going to be late again.

Pete Mockaitis
You say, because of it, they’re going to be late again. Can you say more about that?

Barney Feinberg
Sure. You’re making them wrong.

Pete Mockaitis
Okay. As a result of me making them wrong, they respond in a-

Barney Feinberg
… by either being late again or they’ll do something else because nobody likes to be made wrong. Nobody. That’s probably the biggest disease we have in business, is being made wrong. People were taught to do that. That’s how we were brought up.

We were brought up in what I call a test society. I think they’ll look back a thousand years from now and say, “Oh my God, these people were giving and taking tests every day of their life.” Hey, not only were we taking tests, but we were taught to learn what we got wrong, so we wouldn’t repeat it, so we’re always looking for what’s wrong.

A lot of us are really like that, not all of us, but a lot of people are always looking for what we could do better and what someone else could do better. It creates a lot of wrong and people don’t like being wrong.

Pete Mockaitis
You’re saying that if someone’s late, I value timeliness and I make them wrong, whether I verbally express it or not, they are picking up that I’m not too pleased with something about them and then they react in way that is unfavorable, kind of like a vicious cycle.

Barney Feinberg
Well, it gets to be. Einstein gave the definition of insanity is doing the same thing over and over again and expecting a different result. That’s kind of what we are on automatic pilot. We’re on automatic pilot with people.

Some people we just don’t trust. There may have been something that happened years ago that they did that made us lose trust in them. Ever since then we always question trust. Maybe we’ll get over it. Maybe we don’t. Trust is important, but it ain’t everything. Sometimes because we’re not trusting somebody, they’re not trusting us. It just happens that way.

If you can connect with someone with a value authentically – you can’t fake empowering a value – but if you’re authentically connecting to someone with a value that you’re empowering and they are empowering it at the same time, believe it or not, suddenly you start trusting each other again.

Pete Mockaitis
In the realm of the timeliness example, what would we do there?

Barney Feinberg
With timeliness?

Pete Mockaitis
Yeah, so someone’s late-

Barney Feinberg
It all depends on where …. Connect with that person. You could go to sense of humor. You could go to so many different values. We have so many to choose from. Maybe they appreciate honesty. Maybe there’s something about the situation that calls for empathy. I don’t know.

But the point is there are four steps. We’re jumping the gun. First step is to know yourself better. I challenge people to have at least 20 or 30 values that they can empower consciously.

Because if the person is late and you’re thrown to them being late and making them wrong, you’re allowing the circumstance to dictate who you are just like when I was told you have one set and the winner take all, I sensed he didn’t want me to make the team, I went automatically to playing not to lose, being upset, all of that. We do that all the time. We do that all the time.

Pete Mockaitis
We’ve got your 20 values that you can empower. It’s sort of like, let’s say gratitude. I’ve got a-

Barney Feinberg
I love that.

Pete Mockaitis
-a story, an experience of gratitude raring to go. It’s sort of like it’s in my repertoire to summon it. Then if I can pick up on – I guess we’re jumping the gun again – if I can pick up on the notion that this annoying late person also values gratitude, then I can kind of change the focus such that we’re vibing on this shared gratitude value thing and thusly have more of a positive rapport and less of an I’m irritated with this tardy person.

Barney Feinberg
There’s no such thing as perfection. We’ll all have values that disconnect us from each other. We’ll all have values that connect us. We’re just really good at noticing what’s missing. Business teaches us to be that way. We do that in relationships.

I’m a believer that the biggest asset any company has are the people they have in it and the talent. If you know how to help people connect with each other, you’re going to have much better productivity, much more satisfaction, much more innovation. When people disconnect with each other, we tend to listen more to ourselves than to the people we’re talking to.

You ever notice that when you’re angry or upset? Imagine you’re in a meeting. You’re in a meeting and the value of I call it full expression, you have something to say in this meeting, but you’re basically being told to keep quiet. You want to say it. How do you feel?

Pete Mockaitis
I hear what you’re saying there with regard to talking to yourself. You’re sort of muttering, like, “Oh, this is bull crap. They never appreciate anything I have to offer.” All that kind of stuff.

Barney Feinberg
Yeah, but we’re so numb to that. We hear those voices, we don’t even realize we’re talking to ourselves. We just think we’re hearing the truth. I lost my train of thought there. You got me off a bit.

Pete Mockaitis
We had four steps.

Barney Feinberg
All right, the second step, once you have say listed 20 values, the second step is to learn how to empower them. That takes step-by-step process.

What I do is I have people free write. I tell them to free write a peak moment in their life. If you looked at my book, you’d see what I did with it. You free write a couple of paragraphs of a peak moment and I can promise you you’ll learn at least 20 or 30 values from that one story if you go through it a number of times. You’ll see so many different values that pop up.

Pete Mockaitis
That’s cool.

Barney Feinberg
Once you list the number of stories – I actually break it down. I mentioned DNA values; they’re values that are on automatic pilot, that just show up all the time. Then there are other values we never even bring to work that could be brilliant if we realized that we could actually use them, but we don’t. We just go with what’s on automatic pilot usually.

The next step is to find the story that empowers that value. It’s your story. If you can’t find it, you can find a story that you’ve read about or a scene in a movie, something that every time you think about it, it just lifts your soul.

I’ll tell you, once I realized songs helped me out in tennis, I was listening to the Rocky theme song a lot when we were going to matches. It really pumped you up. You know what that’s like. That’s what people – song is great. I use song as a trigger to empower values.

Once I have the value defined as to what my definition is, and it’s mine, it’s nobody else’s. I could have a definition of a value that’s different from your definition and we could disconnect or your value of A and my value of B are the same, but we have different names for it. It’s really to get to know who you are. Once you have a better sense of who you are, ah, now it’s easier to understand where you connect with others because now you understand it better.

It’s like if I go to Alaska and I look at the snow, which you were just talking about, I’d see three kinds. I’d see wet, dry and icy because that’s what I shovel. But if I spoke to an Alaskan, they’d say 50 kinds that you can drink from, that you can walk on, that you can camp on, that you’re going to fall through. They have names for them.

Once you start being able to better articulate your values, it’s much easier to understand the ones that are connecting with you. I mean, “Oh, he’s out of integrity.” Okay, maybe you’ll call it late. Maybe it’s something else, but we generalize. We generalize. I think it’s much more powerful to let them free, to really get to understand them better so that you know exactly where you’re disconnecting and where you’re not.

I’ll say this, in every sentence there are multiple values, multiple. If you listen for them, you’ll hear them. You’re not going to get them all in the beginning. It takes time, but all you have to do is find a couple. …-

Pete Mockaitis
So I’m listening for them-

Barney Feinberg
-really works with him and I or with her and her whoever. I mean, wow. Suddenly, you’ve got the ability not to allow that circumstance to dictate who you are.

Pete Mockaitis
I guess with the listening am I looking out for strong emotion, like, “Whoa, that person is mad about that,” or “Oh, that person is passionate about this thing,” or “That person really seems to be quite disappointed by this.” What am I listening for to zero in the values?

Barney Feinberg
I’ll give you – one of the things I help people do is learn how to listen for values in the interview process. I say the most important factor in taking a job or hiring is the chemistry you’re going to have with people. I have them listen for values. I’m going to give you one sentence that I use. I use a number, but I’ll use this just one to give you as an example.

I have people ask what makes you and your company successful. Usually when I’m talking to people about that, they’ve already listed 20 or 30 values in the conversation we’ve had. I say just look at the values you have in front of you. Aren’t they what make you a success? Generally speaking they will agree. Absolutely.

With that in front of them, I give them a couple of sentences to understand how many values can be in one. I’ll give you one. What makes me and my company successful? “Gee, that’s a good question. What makes us successful? Well, we’re always looking for better ways to accomplish the job and we do a brilliant job.” Now, I’m going to ask you, what values did you hear in that?

Pete Mockaitis
I’d say innovation, execution, maybe praise or celebration.

Barney Feinberg
Awesome. Okay. Let me tell you what was intended. “Gee, that’s a good question.” I just acknowledged you. Acknowledgement is a value some people really appreciate.

Pete Mockaitis
… a good time to think.

Barney Feinberg
Well, no, no, no, no, no, but you’re not going to get – look, I don’t want to be unfair. It’s four steps. The first step is to know yourself better. It doesn’t happen that quickly. It takes time, but if you do it step-by-step, it’s a practice. It’s not a one and done situation. But it’s for people that really want to have a better way of connecting with each other. I think the better you connect, the more successful you’re going to be.

But just to go through that sentence quickly, I’ll just throw a couple out there. Acknowledgement, full expression. I said, “That’s a good question.” I’m maybe someone who encourages other questions. “What makes us successful?” I find reflective thinking an important value. I just repeated the question, so maybe I’m a reflective thinker.

Then “We’re always looking for better ways,” strategic thinking, efficiency. “We do a brilliant job,” dedication to excellence. Then what’s peppered in there are three us and we’s, which could indicate collaboration, team play, whatever the value is you choose to name it, but you can see, oh my goodness, how many values ….

What usually happens in a good conversation is people have a gut feeling. Gut feelings are great, but they’re coming from your stomach. They’re not coming from your head. When you can actually understand what’s causing it and it’s these values that are actually being – showing up in the conversation, it gives you a lot more wisdom to make decisions and a lot more wisdom to know how to connect with people.

Pete Mockaitis
That’s interesting how you said maybe there a couple times. It’s sort of like you are generating hypotheses and then sort of finding further reinforcement with subsequent sentences. It’s like, “Oh, well, you know what? That collaborative thing only showed up once, but then the other showed up again, and again, and again, and again. Maybe the collaboration was more of a fluke or a lesser value from that one sentence.

Barney Feinberg
Maybe I misheard it. Maybe I was listening for what I wanted to hear and it wasn’t there because a lot of times we go in on what I term a test mentality. If it’s an interview, we’re trying to pass the test. When we’re testing, we’re absolutely listening more to ourselves than the people we’re talking to. It’s when we’re – I shifted.

To listen for values, you want to be using what I term a field trip mentality. When you’re on a field trip, there’s much better chance you’re in curiosity, open mind, and discovery, three values that I find really important. What I do with everyone that I talk to and you can do this right now, think of a moment when you were on a field trip or a vacation that was just amazing. Tell me when you get it.

Pete Mockaitis
Oh yeah, got it.

Barney Feinberg
Yeah. How did that feel?

Pete Mockaitis
Well, it was-

Barney Feinberg
Thinking about that vacation.

Pete Mockaitis
It was cozy. There was just great people just enjoying each other. We didn’t actually do a whole lot. We mostly stayed inside. It was very snowy out and it was a pretty remote location, but it was just great times together, whether we were talking or playing video games or cooking or eating. It was just great fun.

Barney Feinberg
Imagine going into an RFP feeling that way rather than trying to pass a test. Imagine going on a blind date that way rather than that test mentality that generally shows up in a blind date conversation.

Pete Mockaitis
Oh, I see there. So we use the vacation prompt to get us to a place of hey, feeling good and enjoying in a relaxed way.

Barney Feinberg
Yes, here’s the deal. If you’re talking to someone and you’re in that mentality and you’re not feeling that way, I suggest it’s probably disconnection from the person you’re talking to. What is it that’s disconnecting?

If it’s an interview, it’s a good chance maybe that’s not a person you want to work with every day. But if it’s someone you’re working with every day, what is it that’s throwing us off? What are the values that are disconnecting us and what are the values I’m hearing that would?

Pete Mockaitis
Once you’ve sort of identified, “Okay, I think this person values this and I’ve got that within me as well, so I’m going to try to bring it forth,” I guess that’s with either the music or the story or the memory. Then you’re just kind of showing up and interacting with that person with that kind of in the background of what’s going on for you.

Barney Feinberg
But …. You’re being that. If you’re truly empowering a value, it is dictating who you are. It clarifies your voice. It focuses your mind. It aligns your visions. It’s who you are. Some people will say to me, “Gee Barney, how come I have to change? Why should I be the one that changes?”

Pete Mockaitis
I just think that’s so funny because we just talked about making other people wrong. It’s like-

Barney Feinberg
Yeah, but people do this. They say, “Well, I’m right. They’re wrong.” A lot of people like being right. Being right is fine, but when you’re making others wrong because of it, it doesn’t help you that much. It doesn’t. It certainly is not going to build a relationship.

What I say to people that say this to me is you’re being yourself. You’re just choosing to connect rather than disconnect. I’m not asking you to be a value that doesn’t – isn’t who you are. I’m suggesting you try something that really will connect you and build bridges of connection to knock down the walls of disconnection that might have been there for a long time.

Pete Mockaitis
That’s cool. Thank you. Well, Barney tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Barney Feinberg
Well, I would say one other thing we didn’t get to discuss. There are three types of relationships. One is dysfunctional, one is stagnant, and one is on the rise. Dysfunctional we know. We’ve probably had them. But on the rise is what I call out for everyone.

However, unfortunately, most of us settle for stagnant, which means, yeah, we are connecting. We are connecting. We have values that work, Barney, and we’ve been using them for years and years and years. I’m like, yeah, so if you were a business and you just kept doing it the same way over and over again for years and years and years, chances are you’re not going to be as successful.

I challenge people to look for new values that can connect them to people even the ones that they’re connected to because it can create a whole new opportunity for innovation and satisfaction. I use a quote from Michelangelo, who said “The greater danger for most of us is not that we aim to high and miss, but we aim to low and succeed.”

Pete Mockaitis
Got it. Thank you.

Barney Feinberg
You’re welcome.

Pete Mockaitis
Well, now could you share with us a favorite study or experiment or bit of research?

Barney Feinberg
A favorite – well, there was something that came out for 2017, SHRM, Society for Human Resource Management. They looked at the satisfaction levels of people in 2017 at work. They made an announcement that it was the best they’ve seen in five years. They said people that were very satisfied equaled 38% of the population.

I was like, 38%, very satisfied. That means the rest of us are either simply satisfied or not satisfied. I never – people that are looking to succeed are not looking just for satisfaction. I think that’s an optimistic thing because that means there’s a lot of opportunity to rise up.

Pete Mockaitis
How about a favorite book?

Barney Feinberg
Well, then I’m going to go way back. This is a book that really captured me when I was in high school, Siddhartha. Are you familiar with it?

Pete Mockaitis
I think I read it a while ago. Hermann Hesse?

Barney Feinberg
Hermann Hesse.

Pete Mockaitis
Yeah.

Barney Feinberg
Yeah. We’re all on a journey for self-discovery. I just look at life that way. Had a big impact on me.

Pete Mockaitis
How about a favorite tool, something that helps you be awesome at your job?

Barney Feinberg
Every morning before I start officially working, I practice empowering my values. Then I get to choose which one I want to start my day with.

Pete Mockaitis
Oh cool. Is there a particular nugget you share that really seems to connect and resonate and folks repeat it back to you often?

Barney Feinberg
Well, one that really is a nugget that people really can relate to and appreciate, the better you know yourself, the easier it is to know what you want. The better you know what you want, the easier it is to achieve.

Pete Mockaitis
Yes, that sounds true. Yeah. And yet overlooked in terms of taking the time to get to know yourself better and then getting to know what you want better because what I like about that is it connects some very practical kind of results-generating utility effectiveness type thinking to maybe more fuzzy kind of feel good introspection thinking and say, no, no, in fact one is a pathway to more of the other.

Barney Feinberg
Buddha said this, “We are what we think. All that we are arises with our thoughts. With our thoughts, we make the world.” When your thoughts are empowered by your values, the world becomes a brilliant place to be. By the way, that was my ending. That was me at the end.

There’s one other – if you were asking me quotes, I could quote you all day. There’s so many quotes I love. Do you know the Gandhi quote about values?

Pete Mockaitis
I’m not sure.

Barney Feinberg
“Your beliefs become your thoughts, your thoughts become your words, your words become your actions, your actions become your habits, and your habits become your values. Your values are your destiny.” Then I paraphrase. When you’re empowering your values, reaching your destiny is easy and you can go beyond it. But when you’re disconnected from your values, it is a hard road and you’ll never reach it to the point you want to.

Pete Mockaitis
Do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Barney Feinberg
Discover the wealth of values you have, rea  lly. Know them. They’re tools that you can use that you haven’t been using consciously most likely. Empower them and it will give you greater opportunity to authentically connect with people at work and in life. This works for everything, but I’m focusing it on business.

Pete Mockaitis
Certainly. If folks want to learn more or get in touch, where would you point them?

Barney Feinberg
Barney@TheChemistryFactor.com, www.TheChemistryFactor.com.

Pete Mockaitis
Perfect. Well, Barney, it’s been a whole lot of fun. I wish you lots of luck with The Chemistry Factor and all you’re doing.

Barney Feinberg
Pete, it’s been a pleasure talking with you. Thank you for your time.