The Modern Customer Podcast

A customer focus and strong customer experience starts from the top. In order for companies to be totally customer-centric, they must have strong leaders.  However, we’re facing a leadership crisis today where most leaders don’t know how to lead. Jacob Morgan (who just happens to be my husband) is a best-selling author and expert on leadership and the future of work. As he was conducting research for his book, The Future Leader, he came across this startling statistic: most people become leaders in their mid to late 20s, but they don’t receive formal leadership training until their late 30s or early 40s. That means most leaders go more than a decade without any training. No wonder we have such a lack of strong leadership.  To be effective, leaders have to take training into their own hands. The first step is to create your own definition of leader and leadership. We are surrounded by leadership, but few of us can actually define it. Establishing a definition allows companies to create filters for who they hire and promote. Those filters ensure that the organization is filled with consistently great leaders instead of a mix of great and sub-par leaders.  Jacob’s definition of leadership is being a lighthouse. The purpose of a lighthouse is to shine light on ships in the harbor and guide them to safety and success. Similarly, a leader’s purpose is to guide their people and organization to success. But a leader lighthouse is useless without ships. Leaders can’t just focus on themselves—they must focus on others.  From interviews with more than 140 top CEOs, Jacob created the Notable Nine: the skills and mindsets leaders need to adapt to succeed in the future of work. These skills are crucial to becoming a customer-focused leader and creating a culture of customer centricity.  Mindsets Explorer: Become a perpetual learner, be curious and focus on agility and adaptability. Chef: Balance humanity and technology. Servant: Serve your leaders, your team, your customers and yourself by being humble and vulnerable. Global citizen: Surround yourself with different people and look at the big picture.  Skills Futurist: Look towards the future and think through different scenarios. Yoda: Practice emotional intelligence and empathy. Translator: Develop listening and communication skills Coach: Motivate and engage others and create effective teams across geographies and generations. Technology teen: Embrace new technology and be tech-savvy.  A common element for all leaders, especially those leading through the current uncertainty of COVID-19, is to focus on people, not profits. Successful leaders develop their people, set a vision, engage and coach them to be more successful. They are focused more on engaging their employees than hitting their quarterly revenue goals. As Jacob says, putting people first is a philosophy backed by a set of actions. Don’t just believe it—you have to show it.  Customer experience leadership impacts the entire organization. In order for a business to succeed, leaders must focus on people and strive to become lighthouses that guide others to success. Blake Morgan is a customer experience futurist, keynote speaker and the author of the bestselling book The Customer Of The Future. Sign up for her weekly newsletter here.

For most people around the world, the excitement of attending an in-person event has been replaced by sitting in front of a computer screen. As the coronavirus pandemic cancels in-person events of all sizes around the world, more companies than ever before are taking their events online. But staring at a screen isn’t nearly as engaging as seeing something in person, and many companies and event attendees have struggled with the new format.  Abhishek Vanamali, CMO of Zensar Technologies, is a strong believer in virtual events. Although they can’t exactly replicate in-person events, he believes virtual events are the future and have the potential to offer amazing, engaging experiences for organizers and attendees.  Vanamali’s advice to create an amazing virtual event comes down to this: stop thinking about limitations and embrace what’s possible.  Many organizations focus on what virtual event platforms can’t do—things like not being able to network one-on-one, raise a real toast or test out new products. But to plan a successful virtual event, no matter if it is a huge conference or a small team meeting, organizers must change their thinking to see what’s possible. Vanamali says that everything we thought isn’t possible virtually is actually possible in some form. The first step for event organizers and marketers is to educate themselves and discover the possibilities of virtual events.  Virtual event technology has come a long way in recent years, even before the pandemic hit. There are numerous platforms available that offer features like registering attendees, facilitating breakout sessions and allowing attendees to chat with each other during sessions.  When looking at the possibilities of virtual events, the sky's the limit. Technology makes it possible to create nearly any kind of event in a unique and memorable way. Vanamali shared the example of a high-end auction house that was forced to take its auction online. Instead of being weighed down by the idea of selling high-end art without customers seeing it in person, the company created a full-blown production. It ran an all-day virtual event complete with green screens, professional lighting, expert auctioneers and interactive content to tell the story of the art. The virtual auction wasn’t simply a recreation of an in-person auction—it was a new type of event that leveraged technology and helped the company sell $420 million of art online.  One of the biggest challenges of virtual events is keeping participants engaged. It’s one thing to sit in a room with hundreds of other people and absorb a presentation, but it’s completely different to be alone at home with dozens of distractions. The Zensar Technologies annual sales meeting addressed this challenge when it added a gamification element for its 300 attendees. While the event was happening virtually on one screen, attendees were also using a companion mobile app to scan AR markers on presentation slides. The person who scanned the most markers over the three-day meeting won a grand prize, and participants got competitive as the leaderboard changed. Zensar also used the app for trivia contests and quizzes between sessions. Vanamali says participants were engaged by the unique gamification piece, which led them to pay more attention to the content and have a better experience.  The global pandemic has put virtual events at the forefront of business, and they aren’t going away any time soon. Now that companies have seen the potential of virtual event technology, more events will stay virtual or adopt a hybrid model. To create a great virtual event, remember to embrace technology and consider its many possibilities instead of getting weighed down by its limitations. This week’s podcast is sponsored by Zendesk. Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.

With a wealth of customer data available, companies have more opportunities than ever before to deliver personalized customer experiences. But creating a unique experience for each person can take valuable time and resources. Successful companies leverage data to balance personalized experiences with scalable interactions that appeal to everyone.  Bryan Flores, Group Vice President, Marketing & Strategy at Frontier Communications, says companies must weigh the tradeoffs between individual experiences and universal truths. The aspects of the experience that apply to everyone are universal truths—things like nobody wants to pay more than they need to or the idea that the service always needs to work. Those universal truths should be table stakes and a built-in part of all experiences.  Individual experiences, on the other hand, can change depending on the type of customer. Each person has different needs and preferences, such as a Frontier Communications customer who prefers to stream video on their smartphone versus someone who uses wireless internet to homeschool their children on a laptop. Both customers want the same universal truths—dependable internet at a fair price—but how they receive the service and their interactions with the company will be different.  All experiences rely on data to be effective. Flores says his company looks at a huge array of data to truly understand its customers, both on a large scale and an individualized basis. Data shows how customers are using the internet, what devices they use to stream and watch TV and what they are looking for in their own experiences. Data shows consumer trends and individual preferences.  Data is also a powerful tool for employees to better know the customers they are serving. Flores says using technology to make employees’ lives easier can greatly impact the customer experience by giving employees the tools they need to provide excellent service. Data powers dashboards that make the most pertinent consumer information available to Frontier Communications representatives. When a customer calls, the employee can quickly see their transaction history and preferences to provide a unique experience, while also understanding the larger data for the entire customer base. The employee may know that the wider customer group in that geographic area uses the internet primarily at certain times a day and can combine that information with what they can see about the customer, such as that they work from home, to recommend the best internet to meet their needs.  Leveraging data allows companies to provide individual experiences at scale. Instead of having to sort through data individually or take time to get to know each customer, companies can rely on data to track customer interactions and predict what each customer wants and needs. Data can also pinpoint why customers do certain things to offer a clearer understanding of their lifestyles and habits. Modern companies don’t have to choose between individualized experiences and scaled experiences. By leveraging data, they can have both. Taking advantage of data makes employees’ and customers’ lives easier and helps everyone get a customized experience, no matter how many customers there are. This week’s podcast is sponsored by Zendesk. Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.

After months of stay-at-home orders and closed doors, small businesses across the globe are starting to reopen. But the world they face today is drastically different from the one they were operating in just a few months ago. To succeed in this new world, small and mid-sized businesses need strong resources and support systems.  According to Kim Dixon, COO of FedEx Office, SMBs face two main challenges as they reopen: Managing regulations and customer expectations. Businesses need to follow safety guidelines, but it can be confusing to know which regulations are the most accurate and up to date. On top of that, changing customer expectations place a higher emphasis on health and cleanliness. SMBs face the challenge of making sure they have clean environments and clearly communicating their practices and protocols to customers Getting business back. After being closed or partially closed for months, small businesses have to grow awareness with new marketing efforts and clear communication. They also have to adjust how they operate and the marketing materials their customers use in store, such as switching to single-use menus or individual flyers. Overcoming these challenges can be overwhelming to small and mid-sized businesses, especially as they traverse an unknown world and anxious customers. As FedEx Office navigates its own transition in the COVID world, it also creates experiences to help its customers with their reopenings.  According to Dixon, the first priority for FedEx Office and other SMBs should be to create a clean and safe environment for customers and employees. In most cases, that means establishing new health and cleaning protocols, switching from reusable to disposable or digital items and adding tools like hand sanitizer and face masks. Once a business has created its cleaning processes internally, it can communicate those practices with customers through direct marketing, mailers and email and social media updates.  Within the businesses, many items need to be rearranged or spaced out to accommodate social distancing. Many small businesses use social distancing floor graphics to make sure customers are properly spread out. Customers won’t return to a store if they don’t feel safe and clean. Establishing processes and clearly communicating them with customers is one of the most powerful marketing messages during the COVID pandemic. FedEx Office also sets the example to its SMB customers of how to interact with their own customers. FedEx Office created special pricing and promotions to help during tough economic times and made in-demand resources, such as templates for social distancing signs, easily available to customers. Similarly, SMBs can follow the example to make things as seamless as possible for customers. FedEx Office also listens to customers and regularly implements their feedback to eliminate pain points and improve the overall experience. Customers weren’t satisfied with the design offerings, so FedEx Office partnered with design leader Canva to make it fast and cost-efficient for brands to create beautifully designed materials. To survive in the current global landscape, SMBs need to listen to their customers and find ways to make their lives easier by eliminating pain points. Small and mid-sized businesses face an uphill battle as they reopen in the middle of a global pandemic. But finding strong partners and resources and clearly communicating with customers can help them overcome their biggest challenges. This week’s podcast is sponsored by Zendesk. Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.

People browse Pinterest for inspiration on recipes, fashion, home décor, health and wellness, travel and much more. But in the future, that browsing could easily turn into shopping. Pinterest is leading the charge for smooth, shoppable content—the future of retail and customer experience.  According to Dutta Satadip, Chief Customer Officer at Pinterest, the company tries to strike the balance between knowing when to personalize and when to scale. Customers want relevant recommended content, but they also want access to a wide range of ideas. Most customers come to Pinterest to find something, so Pinterest is moving in the direction of not only showing users the content they are looking for, but also making it seamless to instantly purchase that item. The vision of shoppable content is that in the future, every pin is a starting point for shopping. Instead of simply using Pinterest as a way to get inspired, users will be able to seamlessly go from pin to purchase and trust that they will get high-quality products. Although it might seem like a relatively simple problem, Satadip says it is actually quite complicated.  One of the big obstacles to overcome is when Pinterest users find images on the site but don’t know where to actually buy those items. They may see a great beauty product or piece of furniture, but clicking through the image doesn’t take them to a place where they can buy it. Pinterest and its advertisers are working together to eliminate friction and drive more shoppable content.  To do so, Pinterest is making sure its shoppable links are for reputable sites. Satadip says Pinterest doesn’t want to connect customers to vendors that don’t sell high-quality merchandise or don’t portray an accurate representation of their products. If a customer clicks through Pinterest to purchase a clothing item, Pinterest wants to make sure that what the customer ends up getting matches the original image. To that end, Pinterest created its Verified Merchant Program. Once a seller has been verified as trustworthy, they receive a checkbox by their name so that customers know the brand is trusted. The program is a win for both customers and retailers because verified retailers can get wider distribution, and customers can purchase with confidence. Building trust is the first step to making customers feel more comfortable clicking through an image and giving their credit card information. The future of shoppable content comes from finding the balance between personalization and scale. High-quality items have to be scaled to be available to everyone across a wide range of topics, but users also want personalized recommendations to purchase things that match their lifestyle. Satadip says Pinterest is working on finding the balance between high-touch services, such as the white glove Verified Merchant Program, and tech-touch services that use data to scale product recommendations. The secret to building strong shoppable content is to combine humans and technology—both sides are needed to give users a frictionless experience. As the line between social networks and shopping blurs, shoppable content will appear on many platforms. Pinterest is setting the stage to play a major role in shoppable content that is as smooth as it is beautiful. This week’s podcast is sponsored by Zendesk. Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.

In an age where most consumers interact with companies through websites, apps and other digital channels, the utility industry is constantly lagging behind.   A recent report from JD Power found that customer digital satisfaction in the utility industry is substantially lower than other industries. As companies in nearly every other industry, even notoriously antiquated industries like insurance and banking, prioritize the digital experience and provide innovative and convenient digital solutions for customers, utility companies lag behind with outdated channels and methods. According to Jon Sundberg, Senior Manager of Digital Communication at JD Power, utility companies update their websites an average of once every five years—a lifetime in the digital space—meaning that most websites look and feel outdated and offer a clunky user experience.   By not embarking on a digital transformation, utility companies run the risk of becoming digital laggards. Aside from dissatisfied customers, Sundberg says they are also missing a chance to become more efficient and reduce costs. Without convenient digital tools to find answers, track their energy usage or pay their bills themselves, customers are forced to call the company, which is one of the most expensive customer service methods.   To stay relevant and build a stronger experience, utility companies must prioritize these three digital areas:   Apps. Fewer than half of utility companies across the country have apps, meaning they are missing out on a convenient and cost-effective way for customers to track their account and energy usage. Even companies with apps need to take them one step further. Sundberg says apps need to go beyond the base-level of convenience and move towards offering advice and real-time notifications about how each customer can reduce their energy load to lower their bill and help the environment. Online chat. In most other industries, online chat is standard practice, but 80% of utility companies don’t offer the service. Instead, customers are forced to connect with the company on the phone or in person, which is not only less convenient for customers, but also much more expensive for companies. Mobile website. Because utility companies update their websites so infrequently, most sites aren’t optimized for mobile. Modern customers predominately visit websites on mobile devices, which means utility websites need to be streamlined to help customers find the updated information they need on the go.   Digital transformation is crucial for every company, no matter the industry. Because utility companies often don’t face as much competition, they tend to be slow to adopt new digital solutions, which makes life much more difficult for customers. As utility startups gain steam around the country, competition is increasing, which means it’s more important than ever for utility companies to offer a strong digital experience. The best digital experience is built around customers and starts with companies listening to customers to find out what matters to them. Prioritizing feedback and creating convenient digital solutions for customers can set utility companies up for long-term success. This week’s podcast is sponsored by Zendesk. Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.    

In the uncertainty of the COVID-19 pandemic, most people are now balancing numerous responsibilities: working from home, keeping their kids entertained, stressing about staying healthy, checking in on elderly family members, trying to take care of themselves—the list goes on and on. These responsibilities can weigh on people and lead to mental health issues for busy employees. Guru Gowrappan is CEO of Verizon Media, a company that has seen tremendous growth in the last few months as media consumption has skyrocketed. But even with his many responsibilities as CEO, Gowrappan believes his most important job is to take care of himself and encourage his employees to take care of themselves. It’s easy for employees to become overwhelmed and burnt out during normal times, and that risk is amplified during the uncertainty of a global pandemic and widespread social unrest. Gowrappan believes in doing everything to help employees with what they need to work from home and answer questions about benefits and other changes. He believes it is table stakes as CEO to prioritize employee mental health.   As employees work from home, their four walls become their universe. Those walls can quickly start to close in and become suffocating, which impacts an employee’s mindset both in work and their personal life. Gowrappan says it’s important for people to take care of themselves and find balance. He starts each day with exercise and meditation and has provided mediation resources and apps to all Verizon Media employees, as well as free access to 24/7 crisis and counseling support. Working remotely blurs the lines between work and home, which means leaders and employees may find themselves in meetings for more than 12 hours a day with limited breaks. That constant mental energy can be draining, so Gowrappan and his team at Verizon Media encourage leaders to give more breaks. Even a short five-minute nap or 10-minute video game session can help employees reset and have the mental energy to continue with the day. Breaking up the rhythm of the day with as many small resets as possible builds good consistent energy. Everyone is in the same boat with the pandemic, but it impacts everyone differently. Gowrappan believes this is a great opportunity to build empathy as we work through a shared challenge together. He encourages his employees to be as flexible and empathetic with each other as possible. If an employee feels overwhelmed or is struggling with their balance or mental health, they can be open and honest with their leaders or their team and have other people step in to make up the difference. Although the pandemic may be stressful, in many cases it is changing our view of other people and our relationships for the positive. Along with providing employees with resources to reset and re-energize, leaders and organizations should try to find ways to lower employee stress. During the current pandemic, uncertainty can be a major stressor for employees. Gowrappan believes strongly in transparency and communication. He holds daily 30-minute live Q & A sessions with the entire company to keep them updated on how Verizon Media is pivoting and planning for the future. Gowrappan believes CEOs are today’s chief communication officers and have a responsibility to keep employees informed to lower their stress.  Employee mental health matters. Especially during challenging times, leaders and employees need to take care of themselves, and organizations must provide their employees the resources to prioritize their mental health and find balance. This week’s podcast is sponsored by Zendesk. Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.       

Women like Beyoncé command attention, both on stage and in the boardroom. But channeling your inner Beyoncé starts by avoiding a common and costly mistake most women make in business. Trust the woman who served as the personal attorney for many famous musicians, including Beyoncé and Jay-Z. Jennifer Justice, better known as JJ, spent years as a music lawyer before founding The Justice Department, a female-focused strategy and law firm. She says the biggest mistake women make in business is not negotiating for themselves.   Justice says that too often, women don’t hire proper representation to negotiate for themselves. They may hire an agent to negotiate business contracts and deals instead of a lawyer or hire a man who doesn’t understand the business perspective they are coming from. Justice says that men often don’t fight for women because they don’t understand what women have to endure in business and life. Not only are women frequently left out of leadership teams, but women are regularly paid less than men. That pay disparity is only getting worse, especially after women were harder hit by the economic effects of COVID-19. How can women overcome these mistakes and better stand up for themselves? It starts with hiring the right representation. A female lawyer understands the prejudices women face because she has felt them as well. While the power difference with men makes many female clients feel intimidated to ask questions, female representation can create a comfortable environment so that women feel empowered and educated. Women also need to learn to keep pushing and not settle. Even when women think they are getting the best deal, Justice says they are still making less than men. The first step to asking for more and closing the gap between men and women is to properly value yourself as a female. Too often, women become the worst perpetrators and undervalue themselves. Justice says females have to demand more for themselves and for each other. But women are often insecure and don’t feel confident advocating for themselves. Justice recommends women don’t think of it as representing themselves, but rather representing a higher purpose. Changing your thinking about how you represent yourself and your value can give women more confidence and strength to ask for what they deserve. Women face an uphill battle in business, no matter the industry. The top mistake they can make is not negotiating for themselves. Don’t just accept what you’ve been offered; know your value and keep pushing. The more women can represent and stand up for each other, the more the gap between men and women will close and the sooner women will begin to earn what they are worth.        

It's no secret in a post-COVID world, much of the shopping is happening online. That said, the internet is a great opportunity for brands, but it can also be overwhelming for customers. Not all websites and online customer experiences are created equally. One of the best aspects of an online experience for customers and brands are sales funnels. According to Russell Brunson, co-founder and CEO of ClickFunnels, a sales funnel is completely designed around the customer experience. Traditional websites tend to have complex navigation systems with dropdown menus and lots of options. While some companies think providing customers with choices helps customers get exactly what they need, it can actually confuse customers. When there are too many options or products, customers can get lost in the chaos and end up leaving the website for something simpler. A sales funnel simplifies the process to walk customers down a more direct path. A funnel shifts the experience so that customers only have one thing they can do on a page. Instead of being bombarded with choices and products, customers only have the choice to enter their email address to get access to something they want or to leave the page. From there, the next page also has one option. Each page has one call to action to take customers through a systemic step-by-step sales process. Brunson compares sales funnels to going to the grocery store. Visiting a traditional website is like wandering the grocery store without knowing exactly what you need and putting things in your cart without thinking or getting too overwhelmed and leaving the store without making a purchase. On the other hand, a sales funnel is like meeting someone at the store who shows you exactly what to buy for a recipe, step by step. They take you through a logical sequence of events to make sure you leave the store with everything you need.  A sales funnel streamlines customer experience and moves people through the process. Customers get exactly what they want. In many cases, the funnel even moves them to things they didn’t realize they needed but are the next logical step in the process. It’s like your knowledgeable friend showing you the grills at the store and then taking you to get propane and grilling supplies that you didn’t even realize you needed but that will make your grilling experience so much better. As an added bonus for companies, Brunson says sales funnels also lead to a huge boost in sales. Customers aren’t overwhelmed by the process, so they stick around to work through the funnel and drive revenue.   Sales funnels resonate with customers because customers often aren’t looking for huge, over-the-top experiences from brands. They would rather have something simple and personalized, which is exactly what can happen through a sales funnel. Brunson uses a simple formula to sell things online: hook, story, offer. The hook grabs someone’s attention with a catchy video or headline. That opens the door to tell them a story to build connection. Then, a brand can make an offer because there is a strong relationship. The three steps might not happen all at once, but they work to create relationships that can lead to eventual sales. Sales funnels, like the overall customer experience, are all about making things easier and simpler for customers. Building a relationship and finding and improving on customer pain points can help companies make sales and create winning online experiences. Blake Morgan is a customer experience futurist, keynote speaker and the author of the bestselling book The Customer Of The Future. Sign up for her weekly newsletter here.  

Building a better experience for customers often starts internally by creating a customer-centric culture and strong teams. And for many successful companies, those teams are transitioning to become more agile. Agile is a buzzword often thrown around with teams. According to Sarah Elk, author of Doing Agile Right: Transformation Without Chaos, there’s a difference between companies that do agile well and companies that don’t do it properly and end up with more issues than before. What does it mean to be agile? It’s a way of organizing and running teams that helps them change businesses, test fast and stay in tune with customers. Agile teams are focused on innovation and experimenting with new ideas with a strong feedback loop. When done right, agile teams are completely customer-focused and can make a huge impact in strengthening relationships and creating high-quality customer experiences. One thing to remember is that agile teams are a tool, not a strategy. Successful companies have a purpose and a strategy to achieve that purpose. Agile is a tool or methodology to help companies be more efficient and customer-focused, but it isn’t the entire strategy. Elk says agile’s role is essential to customer experience because it puts the customer at the heart of everything the team does. When done correctly, multiple agile teams in the organization are focused on innovating different aspects of the customer experience. One agile team could be working on customer solutions, another on adapting technology systems and another on improving communication. Each team is testing new ideas to find what will work best for customers. Each team has its own agile focus, but they all work together to deliver something different and relevant to customers. Many companies are moving enthusiastically to agile teams, but the entire company shouldn’t be agile. Hierarchical structure and traditional teams are essential to keeping the business running with routine operations. Agile and bureaucracy are complements to each other and balance each other out to keep the business moving forward while also finding new solutions to improve the customer experience. Successful, customer-centric agile teams start with strong leadership and culture. In an agile world, the customer dictates the right answer because teams are testing and learning. Leaders often need to step aside and let agile teams work so that customers can speak for themselves. Elk says the most critical piece of an agile team is the feedback loop. Teams need to be constantly in contact with customers and learning from and applying their feedback. Agile teams have incredible potential to change customer experience and create relevant and innovative interactions with customers. Elk says that at the end of the day, agile is about hope and optimistically looking towards the future. Agile’s goal is to make a business better and should create a fun journey—for both employees and customers. This week’s podcast is sponsored by Zendesk.  Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com.  Blake Morgan is a customer experience futurist, keynote speaker and the author of the bestselling book The Customer Of The Future. Sign up for her weekly newsletter here.