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To contact a representative please e-mail us at [email protected] The Apple Experience is in no way authorized, prepared, approved, or endorsed by. no company seems to know better than Apple right now. "The Apple Experience- Secrets to Building Insanely. Great Customer Loyalty" by Carmine Gallo (by. The Apple Experience: Secrets to Building Insanely Great Customer Loyalty.

When the iPad was introduced, thousands of people camped out overnight at Apple Stores around the world to be among the first customers to buy it. I understand what Sherry means about hiring people who fit the Southwest spirit. They appreciated that she made an effort to help them both in a timely manner, and the experience was more enriching with additional people involved. Isaacson confirms that Jobs allowed, even encouraged, people to challenge him. Victor Christianto.

It starts by asking the right questions. My book The Presentation Secrets of Steve Jobs is an international bestseller and has changed the way entrepreneurs and business leaders around the world tell their brand stories. In some countries such as Japan, it has become one of the most successful nonfiction books in recent history.

Everyone, it seems, wants to communicate better, and who better to learn from than the late Steve Jobs, the master of communication? The principles outlined in the book are catching on. When Facebook founder Mark Zuckerberg introduced a redesign to the site, many observers on Twitter suggested that he must have read the book since he was dissecting a Steve Jobs presentation scene for scene.

This book, too, changed the way businesses around the world think about their products, customers, and communication. On every campus I get the same reaction. Some Apple Store managers have told me that they require new employees to read my books before their first training session. It soon became obvious that another book was required to round out the trilogy and help readers understand what it means to deliver an Apple- like experience in any industry.

Whenever I visit an Apple Store and I meet people who have read my book, I ask them questions—lots and lots of questions. Why did you greet me at the door? Why do you wear a blue shirt?

Why do you use two fingers to point somewhere? Why do you use my first name several times in the conversation? Why do you want me to be the first to touch a product? But what does it mean to provide extraordinary customer service? Well, if you study the brands that do it well such as Disney, Four Seasons, Zappos, FedEx, Nordstrom, Apple, and others, you will discover that it all comes down to communication: In fact, Apple did not invent many of its customer service principles.

Steve Jobs has acknowledged that the Apple Store was inspired by the Four Seasons which is why the hotel chain and other brands are discussed in this book. But Apple has refined and improved upon the principles it learned from others. Apple has, in turn, inspired many brands that touch your life.

Penney, and other brands have done the same. You can, too. Each chapter reviews one principle. You will also see real customer reaction quotes throughout the chapters. If you are not hearing the same enthusiastic feedback from your customers, then you need to dedicate yourself to implementing the tactics discussed in the chapter.

Although each of the parts is equally important to providing an Apple experience, most observers stick to what they can see—Apple products and the design of the stores. The Apple experience is so much more. When you enrich the lives of your customers or clients, they will reward you with their business and, more important, become your most ardent fans and actively promote your business to others.

Sadly, many companies rank low on the customer satisfaction index because their employees are discouraged, disillusioned, and uninspired. Seventy percent of employees are emotionally disconnected. No wonder customer service is the pits. People want to be inspired. They want to work toward a higher purpose and to feel good about themselves and the brands they work for. I once met a college student, Lynda, whose former boyfriend was a changed man after only two months at the Apple Store.

She told me that if he had exhibited the same traits when they were dating, the two would still be together! He could talk to people easier. He was less judgmental. He was a better listener. Passion fuels the rocket; vision directs the rocket to its ultimate destination. Did it take passion? You bet. Hard work? Yes, yes, and yes. But it all started with a vision that could not be contained within the small confines of the garage: Once the vision was established, everything else fell into place.

Vision was everything. In fact with the exception of a corporate jet, Jobs lived a humble lifestyle. Microsoft cofounder Bill Gates once visited Jobs at his home and wondered how so many people could fit in such a modest dwelling.

He wanted to build a company that would outlast him. He wanted to build a legacy. Jobs once said Xerox could have dominated the entire computer industry but did not because the Xerox vision was limited to building another copy machine.

In other words, two people can see the same thing but interpret it differently based on their vision. Both artists were inspired by innovators who paved the road ahead of them. I saw Brooks perform a one-man show at the Wynn hotel in Las Vegas in which he captivated the audience for more than two hours.

When Brooks walked on stage, he told the audience that for them to really understand his music, he would have to start from the beginning. Brooks explained that his musical career did not begin with his first single. Instead his inspiration started in the s, when his parents would bring home new albums in both country and contemporary styles.

If Brooks had played only his hits during the Wynn performance, it would have been a richly satisfying experience for Garth fans.

But by taking his audience on a journey through the music that inspired him, Brooks created an unmatched and memorable experience for everyone in his audience, country and noncountry fans alike. If every retail store had customer service like Apple, the world would be a better place.

The numbers were and continue to be astonishing: The story of the Apple experience did not begin with the opening of the first Apple Store at Tysons Corner, Virginia, in It began forty years earlier with the founding of another brand that would be credited with completely reinventing the customer experience—the Four Seasons.

When Steve Jobs first decided to enter the retail business, he hired former Target executive Ron Johnson. Jobs challenged Johnson with this question: The answer was not another computer retailer—or any retailer for that matter. The answer turned out to be the Four Seasons hotel. Just as Garth Brooks did not invent country music, Steve Jobs did not invent exceptional customer service. Both artists, however, copied a great idea, refined it, and took it to the next level.

Like Steve Jobs, Sharp was a dreamer. He refused to settle for anything less than excellence. Beliefs and ideas. Travel-Size Shampoo. Having grown up with three sisters, Sharp learned a few things about women and their travel habits. The Four Seasons was the first hotel to put shampoo bottles in every room.

Would you expect anything less today, even from the lowest budget chain? Fitness Rooms. Sharp liked to exercise, and he knew that travelers would need a revival, especially after long flights. The Four Seasons was the first hotel to provide fitness centers.

Comfortable Beds. Above all else, those weary customers wanted a comfortable bed. Sharp searched several countries in Europe before he found a bed that met his standard for comfort. The Four Seasons offered the most comfortable beds of any hotel chain at the time, and today there seems to be an all-out war among hotels to see who has the best beds.

Full-Service Spas. In a Four Seasons resort north of Dallas was the first to introduce a full- service spa on the property.

He knew what travelers wanted even before they could express it themselves, just as Jobs knew what Apple consumers would want before they knew it themselves. Sharp was responsible for many, many more innovations. We anticipated trends in low-fat, low-salt haute cuisine. We put shampoo, hair dryers, makeup mirrors, and bathrobes in rooms for guests who prefer to travel light.

Instead it has a concierge another innovation that Sharp brought from Europe to the U. Although the concierge title no longer exists, a greeter still stands at the door ready to welcome customers into the store.

Apple copied another Four Seasons innovation: There is one difference: The Four Seasons bar dispenses alcohol. The Apple Genius Bar dispenses advice. Your customer experience is only going to be as good as the model you use for inspiration. Studying brands outside of your industry can spark creative brainstorms.

Johnson was actually the first person to come up with the idea of the Genius Bar after listening to members of his retail development team. The next day Jobs had filed to trademark the name, Genius Bar. Absolutely, Positively, Overnight. After its first day in operation, however, FedEx managers communicated a different three-word vision to their employees: After years of planning, FedEx had twenty-three airplanes positioned in ten cities.

Dozens of salespeople were ready to accommodate the flood of orders. On the first day of operation, FedEx delivered exactly two packages! FedEx managers made the decision to communicate that vision—get the packages—and get out of the way of employees who were tasked with accomplishing the vision.

In his book, Customer Culture, Basch tells the story of Diane, a tracking clerk, who received a call from a distraught bride-to-be who needed a wedding dress to be delivered for her big day, which happened to be the next day. The dress, however, was miles away.

Diane had internalized the vision and did what had to be done. She lined up a Cessna and a pilot to fly the package to Florida. The bride was so ecstatic she called Diane from her honeymoon! She said the FedEx story stole the show. Everyone at the wedding was talking about the company that gave a wedding dress its own plane.

When Diane told Basch about the situation, he was taken aback. They would surely go bankrupt if they kept pulling these stunts, he thought.

But Diane could not be faulted for creatively executing on the vision. Others at the wedding began using FedEx as their exclusive priority delivery company and continued to do so for years. Early success breeds complacency.

FedEx might have become sloppy about service and the customer experience. Instead, everyone began to obsess about creating an extraordinary service culture. The vision is the compass of the enterprise—its purpose for being. More practically and specifically, it is the experience that the organization is attempting to create for its customers, employees, and owners… the experience is then condensed into a headline that provides direction.

Recall from my introduction, the vision behind Apple Retail can be found on the credo card: Enriching Lives. The former head of Apple Retail, Ron Johnson, said that when Apple opened its first retail store, not one analyst gave Apple a chance. Apple had 3 percent market share, Gateway had shuttered its retail because the stores were attracting only or so people a week today 22, people a week visit the typical Apple Store , and Apple was competing against computer players like Dell whose slim margins and lower costs seemed to be the preferred business model.

The fewer words the better. For some large retailers, offering the cheapest price on the block has clearly been a formula for success. But most businesses cannot simply compete on price. They must differentiate on the customer experience.

Enriching lives.

They wanted to leave with a tool to help them fulfill their dreams. He was taken aback by the question, however. It mattered to him. The screens of notebook computers in Apple stores are positioned at ninety-degree angles to force customers to reposition the screen to interact with the product. Positions matter. Apple employees wear blue shirts to stand out in crowded stores. Colors matter. Customers are greeted within ten seconds and ten feet of walking through the door. Greetings matter.

Nothing about the customer experience is taken for granted. Not one thing. Details mean everything in the Apple experience, and Apple studies everything about the customer interaction to learn, refine, and improve. Steve Jobs and Ron Johnson had a vision—to enrich lives. Find inspiration outside your industry. Ask meaningful questions. Craft a vision statement.

Remember, a vision is not a mission statement. Make sure your vision is bold, specific, concise, and consistently communicated.

Hiring the right people allows Apple managers to lead rather than dictate or manage. It hires for personality. Apple celebrates the diversity of the world in which we live, and nowhere is that diversity better reflected than in an Apple store.

Do you have a nose ring? No problem. Spiked or colored hair? Again, no problem. Apple would love to have you. Do you have tattoos covering 90 percent of your body? But there are no barriers to race, sex, age, or appearance. Apple hires for attitude and not aptitude. Apple hires people who want to play a role in creating the best-loved technology on the planet.

Apple hires people who take joy in helping others discover tools they can use to change the way they live, work, and play. Apple hires enthusiastic people who want to help others achieve their dreams. Hertzfeld was walking with Jobs near his home in Palo Alto, California. The company cannot train for personality.

No company can. The filtering process begins at the Apple website, which specifically states the company is only looking for people who want to change the world and who want to positively impact the lives of others: Surfs the Internet—the real Internet—on an iPhone. Or uses the built-in iSight camera to video chat with their grandchildren. Making it all happen can be hard work. And you could probably find an easier job someplace else.

It was meant to inspire employees and capture the spirit of the company. But if you read the poster carefully, it reveals much of the magic behind the brand and provides lessons for any company attempting to create a next-generation customer experience. Apple Store employees greeting customers with a warm welcome. Getty Images People who understand how important art is to technology. People who match, and often exceed, the excitement of our customers on days we release new products.

How to look for intelligence but give just as much weight to kindness. How to find people who want a career, not a job. We can give each person their own piece of the garden to transform. On the subject of best customer service—Apple rocks! Polite, efficient, bend over backward helpful. Be nice to everyone: Everything is graded.

You are probably not surprised to know that restaurants, hotels, and other companies in the hospitality industry hire for attitude, but you might be surprised to learn just how much personality matters. The best way to build a special workplace is to hire for attitude and train for skills, according to the Harvard Business Review. The research cited two companies that have built a unique and highly effective corporate culture by focusing on the type of people they hire.

He is credited for inventing a completely new approach to banking by making it a point not to hire people in the banking industry. Kuhlmann noted that to truly reenergize an industry or a company, look outside the industry for employees. They can learn about banking.

The Harvard research also points out that Southwest Airlines has prospered for forty years by embracing the hire-for-attitude philosophy. We are battle-born, battle-tried people. Anyone we add has to have some of that warrior spirit. I understand what Sherry means about hiring people who fit the Southwest spirit. I fly Southwest frequently, especially on West Coast trips. On a flight from Oakland to Phoenix, one flight attendant had me and three other Gallo Communications employees roaring hysterically as he reviewed the safety instructions.

Southwest cannot train for personality; it hires for personality. Most corporate hiring managers and human resources HR professionals focus on knowledge: Apple is perfectly fine hiring a candidate who has 10 percent knowledge and 90 percent passion. Apple understands that a person with a lot of technical knowledge can hit the sales floor and lose customers if he or she has a lack of passion, a surly attitude, or an inability to communicate the benefits of a product clearly.

Early in my tenure at this particular PR firm, I was taken aback by a question my boss asked me in the elevator: Are you overservicing the client? I had never heard of the word. I always thought PR firms were in the business of developing relationships. Clearly not. My boss had heard that for one new client—a large agribusiness company—I put in a few hours over and above what it called for in the contract. I had made the decision that our work with the client was not quite done, and I wanted to make sure they were completely satisfied with the experience.

Fast-forward four years later when I left the firm to start my own communications practice not in the PR industry. This particular client left the PR firm because I was no longer there and has been giving my practice a substantial amount of business ever since. You see, the PR firm failed to realize that long-term relationships are based on hiring passionate employees who care about the client and who are given the freedom to satisfy the customer.

Apple hires friendly employees who genuinely like people and who are passionate about building relationships. Take notes NJ! Jobs admired the way Walt Disney built a legacy that would outlast him, and he studied how the Walt Disney company maintained a high and consistent guest experience. In turn Disney also benchmarked its customer experience against Apple.

The Disney Store was reinvented with input from Steve Jobs himself. Those employees embrace the Disney culture and spread the Disney magic to the thirty million guests who visit Disney theme parks every year.

I enjoy bringing my daughters to Disneyland in Anaheim, California. As a communications specialist I experience Disney a little differently than the typical tourist. The employees are friendly and outgoing, and they all have a sense of ownership over the experience each guest receives at the park. Disney employees deliver a consistent experience because the organization is dedicated to a four-step approach to people management: These steps are well documented and transparent.

Disney shares the conditions of employment right up front. If a job candidate applies online at http: Most organizations hire people who can do a job, and as a result, the culture gets created by default.

Disney and Apple design cultures, and they look for people who are passionate about them and who want to fit in. All new hires from cast members to senior leaders are required to spend a day at Disney University where trainers share the past, present, and future of the Disney organization. The program is called Traditions because Disney traditions and values are shared through stories, examples, and activities. The goal is to build pride in the brand.

The Disney trainers who facilitate the classes are also selected more for attitude than aptitude. Sound familiar? During one period when the recession forced organizations, including Disney, to cut costs, the Traditions program was trimmed back.

The reaction was immediate. Supervisors began to complain that the hiring process had been changed. Disney was hiring the same type of candidates but not putting them through a culture course.

The resulting decline in customer service was so obvious, Traditions was reinstated and has remained in place ever since. Senior leaders at Disney have learned that trust is built through an active feedback loop with the employees responsible for delivering guest experiences. Disney leaders are encouraged to spend 60 percent of their time with employees and guests.

They are constantly having conversations with employees, listening to their concerns, and taking steps to improve the experience for both internal and external customers—employees and guests. I once heard that Phil Holmes, vice president of the Magic Kingdom, posts a confidential voice message for internal employees and leaves his direct number. He actually does. One Apple Store employee told me that he sent Cook an e-mail asking a question about the signature glass doors at the entrance of his particular store.

Disney provides a supportive environment where recognition and rewards play an important role in motivating and retaining high-performing employees.

Disney cast members enjoy being recognized for their contributions, and leaders have devised many creative ways of doing so. For now keep in mind that Disney, Apple, and other customer service champions frequently honor the employee.

One Apple Store employee told me that a few days earlier the staff had gathered for a quarterly meeting, which in most organizations is an hour or more of dull financial slides that mean more to senior leaders than to frontline staff. In this particular meeting, the management spent half an hour reviewing the numbers and the next two and a half hours celebrating the staff with games, activities, food, and even a karaoke contest. A Chicago favorite since , Spiaggia is the winner of the James Beard Foundation award for outstanding service.

Yet even stuffy, hard-to-please critics consider Spiaggia the best Italian restaurant in Chicago. Lansing says that like Apple, Levy has a nontraditional approach to hiring.

The reactions are priceless. Because who asks that question? But the way a candidate answers the question and the stories they tell about the times they were nice provide Lansing with a good profile of the candidate. It also forces the candidate to go home and think about the position. What are you passionate about in your life? If you give me someone with those two traits, they will, nine out of ten times, be a great success in the company.

Is it sincere? He would sometimes bring candidates into a room where a prototype of the Mac was covered by a cloth, dramatically unveil it, and watch. If their eyes lit up, if they went right for the mouse and started pointing and clicking, Steve would smile and hire them.

He wanted them to say wow! But no company can touch hearts with heartless staff. Hire nice, friendly employees who have a passion for service and enthusiasm for your product. Visit an Apple store and watch the employees. Take note of their personalities, watch the way they behave and interact with each other and the customers. Visit Disneyland or Disney World with kids.

Take note of the smiles you see on the faces of the staff and how they interact with you, the children, and with each other. Avoid culture by default. Design a culture instead. We are brutally honest with each other. Apple wants employees who have a confident and fearless attitude toward customers, managers, and other superiors.

The philosophy started with the most fearless employee of all— Steve Jobs himself. He was challenging them to push beyond their self-perceived limits. Jobs believed that by expecting people to do great things, they would do great things.

If a person was calm and confident and Jobs could see that the person was passionately devoted to the user experience, he would respect that team member and his or her opinions.

In one YouTube video that recently surfaced, Jobs is seen holding an internal meeting with employees at NeXT, the computer company he built after leaving Apple in Again, we see why all inspiring communications begin with the passionate pursuit of a bold, intoxicating vision.

During the meeting, one employee took Jobs to task for a punishing production schedule. The woman was strong, forceful, articulate, and knowledgeable. Jobs looked at her, nodded, and had a comeback. The conversation grew heated but gave others the confidence to voice their opinions as well. By the end of the exchange, however, everyone was laughing, getting along, and feeling inspired about their new product.

Fearless does not mean insubordinate, obnoxious, or rude. Those are not the qualities you want to see in people on your team. In the hiring phase you must evaluate whether prospective employees can both give and receive fearless feedback. True confidence is revealed through conversations with hiring managers and employees.

Carmine Gallo - The Apple Experience

You do not need retailing or computer repair experience to be hired. Apple has a three-step hiring process that can last more than one month. A description of each step in the process follows. According to Allen, the interviews are very informal and there does not seem to be a standard set of questions for the interview. Wallflowers are quickly weeded out.

The larger group is broken up into smaller groups of about four to five people and asked questions about how they would respond to a potential situation: How would the candidates handle it? The answer is less important than how the candidate arrived at the answer. Apple is looking for people who exhibit the traits of a team player. A very small percentage of the larger group gets called back for step two in the hiring—or the weeding out— process. One applicant who went through the process posted this description on his blog: The meeting was held at an Apple store after it had closed for the day.

There were about twenty applicants there. Once we had all arrived, store management performed introductions and told us they were going to be hiring some of us to fill various positions. We were asked to go around the room, introduce ourselves, tell why we wanted to work for Apple, and something unique or interesting about ourselves. At this point I was feeling pretty good because I have quite a bit of experience with Pages and most of the people there, even though they had called themselves Mac fanatics not ten minutes ago, barely even knew what Pages was.

Ten minutes earlier some people in the room were bragging about how much technical knowledge they had about Macs and the programs. Fearlessness is not arrogance. Arrogance covers up insecurities. Fearless applicants speak up in a group without trying to impress the group with how much they know.

Apple customers are demanding. An arrogant candidate stands little chance of getting through the next round. The panel is looking for some technical knowledge, the confidence to ask for help, and the commitment to make sure the customer walks out of the store with a smile on his or her face.

Managers are judging whether the candidate can go toe-to-toe with Steve Jobs, but they also want to determine that the potential employee can offer a Ritz-Carlton level of customer service. Managers might bring a candidate to the third round simply to reassure themselves and their staff that the new employee has passion and the right attitude. In this stage a candidate might be asked questions about her success in a previous job. Again, the answer is not as important as the way the question is answered.

A candidate who takes all the credit for his success will not be as impressive as the person who credits the team. Going toe-to-toe with Steve Jobs simply means that an employee believes in something and is willing to fight for it.

They are looking for fearlessness. Does the candidate get rattled? Does he or she fold? Again, they are not looking for people who have all the answers, but people who will defend their point and not be shy to ask for help when they need it. In the original Macintosh team gave out awards to people who best stood up to Steve Jobs. In both his personal and professional life over the years, his inner circle tended to include many more strong people than toadies. Hire fearless employees instead.

In a word—ownership. If you approach an employee with a problem or question, the employee must own the problem and see that you are cared for. This tactic rarely happens anywhere else. I once approached a friend who looked very tired and agitated. Both brands hire friendly, but fearless employees who take ownership of the problem and will not let it rest until the customer gets resolution. Cowardly employees will pass the buck. A fearless employee owns the relationship from beginning to end.

No obstacle will get in the way of creating a satisfying relationship between the customer and the brand. Apple, your products are expensive and your shops a bit weird, but I love your customer service. The players respected their coach and were fiercely loyal to each other on the field. I had not packed a suit or a tie for this trip, and I really felt like the topic required more formal attire. I purchased two coats and two ties, all while the car was waiting outside.

It took all of fifteen minutes from the time I entered the store. As soon as I walked into the store I talked to the first salesperson I saw, Sam. Come this way. I know exactly what you need. His goal was to satisfy the customer and to make him look his best, all in fifteen minutes. Store appearance and product knowledge are certainly important, but customer comfort and satisfaction during the shopping experience hinge on something else: Where does the positive shopping experience start?

One study found that in a recession only half of employees in the United States took all their vacation time in a country where the average vacation is only two weeks. Expecting these employees to provide an exceptional customer service is like asking the cast of Jersey Shore to go one day without making fools of themselves. Fear also leads to something even more damaging to creating a customer- centered culture.

Instead, Jobs motivated his team by creating a television ad—not for his customers, but for his employees. Richard Dreyfus was the actor who voiced the final television ad, but Cook played the version Jobs read in his own voice. The misfits. The rebels. The troublemakers. The round pegs in the square holes.

The ones who see things differently. You can quote them, disagree with them, glorify or vilify them. They push the human race forward. While some may see them as the crazy ones, we see genius.

Because the people who are crazy enough to think they can change the world are the ones who do. Both men loved design and would speak daily about creating products that were simple, elegant, and easy to use. Ive was invited to say a few words at the memorial celebration. Sometimes they were truly dreadful. But sometimes they took the air from the room and left us both completely silent: He could also be harsh with Ive, but he expected Ive to defend his ideas.

Both men cherished the process and realized that innovation cannot flourish without the open exchange of ideas and feedback. But without fearlessness, the process breaks down. Ive pitched ideas passionately even though he knew there would be a good chance Jobs might cut them down with a curt, harsh rejection. But he had the confidence to go toe-to-toe with Jobs. Go toe-to-toe with Jobs. Provide Ritz-Carlton customer service.

Encourage team interaction. Is the person a know-it-all, or does he or she treat others with respect and even ask for help from time to time? The goal is not to impress customers with knowledge. The goal is to leave customers feeling special and to enrich their lives. She will confidently make on-the-spot decisions for the good of the customer relationship.

A low-trust environment is a recipe for disaster. Low trust creates hidden agendas, politics, interpersonal conflict, interdepartmental rivalries, win-lose thinking, defensive and protective communication.

Low trust slows everything—every decision, every communication, and every relationship. Managers strive to create a trusting environment where employees feel confident giving and receiving feedback and making their customers feel valued. If you do not practice these behaviors as a leader in your organization, you might want to start. You will never develop an exceptional customer service strategy without developing trust. Remember the question that hiring managers at Apple ask themselves: Jobs appreciated creative ideas.

Isaacson confirms that Jobs allowed, even encouraged, people to challenge him. Although employees could challenge Jobs, he demanded clarity from the conversation. Obfuscation was a direct path to getting fired or getting your head bitten off. But he had better have a good reason he can articulate simply and clearly to his manager. Straight talk also applies to the interaction between employee and customer. She respects the dignity of everyone on the team. Steve Jobs surrounded himself with a small group of A-players.

But in a retail environment with 35, employees, the reality is that some B-players will also be on the sales floor. Managers must show kindness and respect to everyone on the team, even a player who is not living up to his potential.

Employees have a way of raising their game when they are given praise and positive feedback and are treated with dignity. They disclose information if the information improves the customer experience, and they expect the same from their employees.

For example, one fearless Apple manager asked an employee how things were going on the floor. An employee also needs to trust a manager enough to be open. You will learn more about developing an effective feedback loop, which is a result of established trust, in Chapter 5.

Anything that gets in the way of that relationship must be addressed quickly. Righting a wrong quickly and authentically will restore trust among the team and even add a reservoir of trust that could benefit a supervisor in the future. If they promise something, they follow through. Griffin is consistently ranked as one of the best places to work in the country.

The hospital has committed itself to open and honest communications between management and staff. That commitment was put to the test in November , when the first victim of what would become a deadly, nationwide anthrax attack was brought to the hospital. Charmel had scheduled a staff meeting where he had planned to disclose the information. Despite admonitions from politicians and even the FBI, Charmel told his staff.

He trusted them to keep the news confidential until it was made public. He makes things happen. The buck stops with him and he takes the hit. After a disheartening loss for the San Francisco 49ers in the season, new coach Jim Harbaugh told the assembled press that the blame rested with him.

He had not prepared them enough for the defense they would face. In the first nine games of the year, Harbaugh had built a tremendous reservoir of trust and respect among his players.

The 49ers reached the playoffs that season for the first time since , losing the NFC title game in overtime. Many of the players said that Harbaugh was the most inspiring coach they had played for.

In sports and in business, players need to trust their leader. For Your Improvement. Some Apple Stores have several copies of the book available for their staff.

No one expects an employee to master all sixty-seven competencies, but they are encouraged to improve in one or two areas a year as part of their ongoing personal and professional development. She shares bad news as well as the good news. Apple Retail employees seem to avoid the word problem. Together we can work at creating an opportunity to enhance the customer experience.

Apple employees know that they are expected to walk through the Apple five steps of service discussed in Part II. Expectations must be set for customers, as well. For example, customers will often show up at the Genius Bar at an Apple Store to ask questions or have repairs made.

If they show up without an appointment, an Apple employee might set expectations: Do you know how to make an appointment online? Setting proper expectations can resolve these types of issues. As discussed earlier, Disney is another brand known for creating a unique customer experience. The look is clean, natural, and unpolished and avoids cutting-edge trends or extremes. The Disney website has a long list of requirements that covers body alterations, hair, fingernails, and makeup.

The expectations are clearly spelled out. They do not blame others when things go wrong. They take full responsibility for the behavior of their employees in a sales environment. When goals are missed, you see which leaders are fearless and trustworthy and which are spineless and untrustworthy. I recall working for a PR firm during one bad quarter when all the senior leaders started pointing the finger at each other and individual units within the department. It was discouraging and disheartening.

Not surprisingly, the PR firm soon became known for uninspiring managers and disappointed clients. I left when I realized the firm did not meet my internal standards for excellence. Many of the other A- players left as well in the months to follow.

People who are at the top of their game want to work for leaders whom they trust and admire. We listen and respond immediately to all feedback, taking personal initiative to make it right. We encourage open dialogue with our people and customers to share ideas about improving our stores, our processes, and our performance. Managers who overpromise and underdeliver will lose the trust of their team very quickly.

This point goes with delivering results: Of course, they are careful, but they demonstrate a propensity to trust their employees. Covey offers the following advice: Extend conditionally to those who are earning your trust. The opposite of trust—distrust—is suspicion. The fastest way to lose trust—at Apple or any other company—is to violate these thirteen principles. Trust will be shattered if a manager fails to speak clearly, seeks personal gain at the expense of the team, withholds information, distorts information, or refuses to listen.

It is a basic threshold requirement to be a part of the team. Without it, almost nothing else matters. Say what needs to be said. Keep confidences. Take responsibility. Step up to address issues. Share information.

Follow through.

Put the team first. Signal that you are thinking as a team.

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Virgin entrepreneur Richard Branson might have said it best: Once you have clearly shown this, it will be easier to have open communication with them, and they will want to give you feedback that continues to keep the customer experience as memorable as it should be every time.

Study competency 29, Integrity and Trust. Read Speed of Trust by Stephen M. It will give you another opportunity to explore the thirteen habits of trustworthy leaders and apply the habits to yourself and your team. Make your approach more receptive and open. Avoid using the pronoun I when addressing issues that need change.

In some cases this was very true. Would you have agreed to pay ninety-nine cents a song in when you could otherwise download songs on the Internet for free? But Jobs realized what most people did not—music fans would pay for a better, seamless, and legal customer experience. In January , would you have told Jobs that you wanted to carry around yet another device in addition to a mobile phone and a laptop computer? Jobs realized that people really wanted an ultra-portable device that would make it easier to do e-mail, browse the Internet, and enjoy photographs, video, and books.

When it came to big innovations, Jobs did indeed rely on his intuition and imagination. But it is incorrect to assume that Apple never listens to its customer.

The exact opposite is true. Apple listens to its customers all the time and more important, actively solicits feedback from both its internal customers employees and external customers. Feedback requires fearlessness and trust. A fearful employee will be unwilling to be open and honest in offering feedback about the company, its policies, or a manager.

Fearless employees will disagree with you, but they will offer valuable feedback when the opportunity presents itself. In she became a key aide to General Ray Ordierno, the former commanding general of the U. The tiny British woman and the general Ordierno is 6 feet, 5 inches made an odd-looking pair, but she played an outsized role—she actively disagreed with Ordierno.

She was assigned the role purposely to disagree with him! Apple certainly looks for character. Apple managers also look for people who can stand up for their ideas, who could go toe-to-toe with Steve Jobs because they must be brave enough to voice their opinions.

Steve Jobs believed so much in feedback—internal and external—he would periodically pick up the phone at Apple customer care. He wanted to hear directly from customers about their frustrations.

In fact, he could shoot down a customer with a pointed word or phrase. But more often than not, Jobs sought feedback, listened, and like any good leader, acted on that feedback. He saw feedback as a gift. Quite amazing.

Feedback is one of the most common words that I hear from Apple Store employees. Apple managers cultivate an open-door policy where employees feel comfortable and empowered to make comments and suggestions.

But it works both ways. Employees and managers must be fearless in their pursuit of feedback. On a scale of 1 to 10, where do I rank in terms of customer engagement? Did I do everything possible to create a customer for life? Not always, but frequently, it is given soon after a sales transaction in an Apple Store. Managers will ask probing questions to help employees build better quality relationships with customers.

What did you miss? How could the transaction have been different? The immediate feedback loop can help any brand create a richer, more satisfying experience between staff and customers. The Apple philosophy applies to any business, in any industry. For example, most employees working behind the counter of an ice cream store want nothing more than to scoop an ice cream into a cone and get the customer on his way before it melts.

The Apple approach would be for the manager to ask probing questions of the employee: The next conversation might go like this: Welcome to Yummy Ice Cream. It sure is. Today Apple Retail boasts the highest profits per square foot of any retailer in the world. It has also served a model—the gold standard—for businesses across a wide variety of categories. Carmine Gallo, author of the international bestsellers The Presentation Secrets of Steve Jobs and The Innovation Secrets of Steve Jobs , spent years researching Apple, interviewing former Apple executives, and also interviewing the founders and leaders of other customer service champions including: The Apple Experience is for anyone who is serious about reimagining the customer experience because, at its core, this experience is not about Apple.

Carmine Gallo explains beautifully and simply just what makes the Apple retail experience so successful.

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No matter what kind of business you are in, there are insanely valuable lessons in this book! This book will help you understand and implement the three pillars of enchantment: An exciting resource for any business owner in any country who wants to reimagine the customer experience. Not only does Carmine Gallo answer that question brilliantly, but he shows precisely how to make sure your customers never ask it about your business.

Amazon Vine Reviewer. I highly recommend it for any corporate executive, business owner, and it works really well when I consult with non profits organizations too.

Amazon Review. This read is essential if you plan on elevating your brand value and inspiring greater customer allegiance. The steps to build a better business model by making your customers happy are laid out in a simple and straightforward manner and a constant stream of real world examples bring these concepts to life.

Tania Ruiz. What matters most is that the job candidate has what Meyer calls "the hospitality As traditional brick-and-mortar stores shut their doors at a record pace — and online retailers such as Amazon experiment with brick-and-mortar stores — the category is ripe for innovation once again. The winners might be those who ask more empowering questions. Culture is a narrative that starts at the top with leaders who share and reinforce the brand story every hour of every day.