February 11, 2025 • 40 mins
Want to take your customer service to the next level in 2025?
In this episode of Happy to Help, we’re breaking down five simple yet powerful strategies you can start using today to improve your customer service—no expensive tools or complex workflows required!
Tips for leveling up your customer service:
1. Humanize Your Emails – Treat customers like real people, not ticket numbers. A little personalization goes a long way!
2. Shift Your Mindset on Problem-Solving – See customer issues as exciting challenges to tackle, not just tasks to complete.
3. Optimize Your Time Out of the Queue – Use slow periods to sharpen your skills and expand your product knowledge.
4. Empower Customers with Self-Service – Proactively provide resources so customers can solve issues faster on their own.
5. Celebrate Remarkable Service – Recognize great customer interactions to build a culture of support excellence.
Whether you’re answering emails, leading a team, or building customer relationships, these five strategies will instantly improve your approach to support—making customers (and your team) happier along the way!
We want to hear from you! Share your support stories and questions with us at happytohelp@buzzsprout.com!
To learn more about Buzzsprout visit Buzzsprout.com.
Thanks for listening!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Priscilla (00:00):
Welcome to Happy to Help, a podcast about customer
support from the people atBuzzsprout.
I'm your host, Priscilla Brooke.
We're back for season two andin this episode we're looking at
five strategies you can putinto practice today to level up
your customer support.
This year We'll talk abouthumanizing emails, finding
enjoyment in problem solving andthe importance of celebrating
(00:20):
remarkable work.
Thanks for joining us.
Let's get into it.
New year, new season.
Jordan, how are you doing?
Jordan (00:30):
I'm doing so good, so excited that we are back.
I can't wait for the season.
It's going to be a good one.
Priscilla (00:35):
It's going to be a good one.
We're recording this right atthe tail end of January and I
feel like January is always atransition month into the new
year.
You're like recovering from theholidays.
You're just trying to getthrough that first month of the
year, and then February isreally when you get to settle
into like, ok, what is 2025going to be?
Jordan (00:52):
Oh, I hope so.
I hope that's true, because sofar it has been a month.
Priscilla (00:57):
Yeah, January is not.
It's been a rough month.
Jordan (01:00):
It's been crazy.
Yeah, for a lot of people.
Yeah.
Priscilla (01:02):
Okay.
So today, though, what I wantto talk about to like kick off
this season is I want to talkabout some strategies that you
can put into practice today thatwill level up your customer
service going into the new year.
I love this, yeah yeah, I'mreally excited about it, but
before we get into it, you knowwe always start episodes with
sharing how someone made our day, and so I thought it'd be cool
(01:24):
if you and I share any wayssomeone made your day over the
last couple of months whilewe've been on break.
Jordan (01:30):
I love that we've had a couple of months to like come up
with a good story, becauseusually it's like a week later
and it's like did anyone makeyour day?
I'm like I don't know.
I haven't talked to anyone yet.
Priscilla (01:41):
I'm just hanging out in my house by myself, so do you
have a story?
Jordan (01:46):
I do.
I have a really good story, andit's because this is about an
industry that is typically knownfor not being good at taking
care of people.
Priscilla (01:57):
Okay, I could name a couple industries, but I won't.
Jordan (02:00):
Yeah, so this is definitely one of them.
So I recently had a familymember that had to be admitted
to a hospital.
She's totally fine, like it'sall good, but it's always just
such a like a scary momentbecause with health insurance
you're just not sure, like youknow, what is covered in your
plan, but at the same time theyhave to deem it like medically
(02:21):
necessary in order to cover it.
So there's still just kind ofuncertainty.
You don't know what the cost isgoing to be.
It's really stressful, you havea lot going on.
And I got a phone call fromFlorida Blue, our insurance, and
I was like, oh no, this isgoing to be them calling me to
let me know that it's not goingto be covered.
So I answered the phone and itwas a sweet lady and she told me
(02:45):
hey, I saw that your familymember is in the hospital and we
just want to check on you andsee how you're doing.
I was like, oh my gosh.
And I was like, well, I'm kindof stressed because I just don't
know what this is going to costme.
And she's like, oh yeah, let melook into it.
And she goes you know what?
This is actually covered 100%and you don't even have a copay,
so you just take care of yourfamily and don't worry about it.
(03:07):
And I just I started crying.
I was like, oh my gosh, likewhat a weight lifted off my
shoulders.
And then, even after that, shewas like so is there anything
else we can do for you to helpyour stress?
Like, do you need counseling.
You know, and I was just like,wow, that didn't just make my
day, I mean, that made like myentire month because I was so
stressed about it and it wasjust completely uplifted and I
(03:30):
was able to carry on like normal
Priscilla (03:32):
And I'm sure you're feeling like, oh, I have to be
the one that handles all of thisand I have to be the one that
takes care of all of this.
And then she comes to you to say, hey, actually let me take care
of you in this situation, likeyeah, that's such a good story.
I'm so glad that was a goodexperience.
Jordan (03:45):
It was so amazing, and from a health insurance company,
yeah like right, oh, more ofthat please, more of that.
Priscilla (03:51):
Yeah, more of that for 2025, please, that would be
great.
Yes, my story was a little bit,you know, not quite as intense.
I subscribe to like a clothingsubscription service called
Newly, oh yeah, where youbasically like, get to choose
six items and then they shipthem to you each month and then
you get a new box and then youship it back and it's fantastic.
That's why you're alwaysdressed so nice, I don't know
(04:12):
about that.
So I subscribed to this serviceNuuly, and earlier in January I
got a box, a Nuuly box, and thedriver of the UPS truck Right,
so not someone from Nuuly theyleft it on my front porch and
they left it in a place where itwas not covered and then it
stormed, I mean like huge rainstorm all afternoon.
Jordan (04:35):
Like a Florida torrential downpour.
Priscilla (04:37):
Yeah, I wasn't home, and I wasn't.
I didn't get home until like 10o'clock that night, and so by
the time I got home, the packagewas fully soaked through.
Every item of clothing in itwas drenched.
I had to like hang everythingup to like dry out and I was
like I can't wear any of this.
This is so frustrating.
And I was frustrated, but I wasa little bit more worried that
something would happen to anitem and then I would be on the
(05:00):
hook for it, and so I emailedthe Nu newly support team and
said hey, you know, I'm notactually asking you for anything
here, but I'm just letting youknow that this is what happened
and everything is drying rightnow and hopefully it will all
dry out and there will be noissues.
But I wanted to let you knowahead of time in case something
goes wrong, and really it wasfor me to cover myself and make
sure that I didn't get introuble for anything, right,
(05:26):
yeah, but the next day theyemailed me back and they were so
apologetic that it happened,which I was like it's not
actually your fault, you didn'tleave it on the porch in a place
where it would get wet, likethat was not you, and they
offered to take everything backwet as it was and to reship
things if they could, or theyoffered to reimburse me half of
the cost of that month.
And I was like holy cow.
I wasn't expecting you to goout of your way to make it
(05:49):
better for me, like I wasexpecting you to say OK, thanks
for letting us know.
If you need anything in thefuture, let us know.
You know what I mean.
Like just something, justgeneral.
And so they really took thatsituation.
That was not their fault.
They made it better and luckilyall the clothes dried out and I
was able to wear them and itwas all great and they continued
to offer great service evenafter that initial email.
(06:10):
But it really was like a shockto see how they handled that in
such a positive outcome when Iwasn't really even asking for
them to do anything specialabout it.
Jordan (06:20):
Usually what happens is you write in and they're like
well, that wasn't us.
I mean, I've had it happen withlike things where it gets
delivered to the wrong house orjust never shows up, and they're
just like sorry, I'm just outlike a hundred bucks yeah
exactly that's what you wouldexpect and, honestly, to an
extent they would be okay withsaying that, because the reality
is it wasn't their fault, yeah,but they took responsibility
(06:42):
for it anyway.
Priscilla (06:49):
And wasn't their fault yeah, but they took
responsibility for it anyway andthey made it better because
they wanted to keep a happycustomer instead of the risk of
having someone frustrated.
So that was really great.
So shout out to Nuuly.
They made my day and I'm goingto keep ordering clothes from
Nuuly.
I just love it.
So let's jump into thesestrategies.
When I was going through theseand kind of organizing my
thoughts there's a coupledifferent ways you can take this
my hope for this episode wasthat it would be an episode that
(07:12):
you could listen to and putinto practice these strategies,
like today, to make your servicebetter, starting tomorrow
morning, and so what I reallywanted to do was find strategies
that you don't need to purchaseoutside software or develop any
big plans or anything like that.
That's kind of going to delay ita couple weeks and then you can
(07:32):
actually start doing the betterservice in a couple weeks, yeah
.
So this is not a comprehensivelist of things that you can do
to make your service better.
There are certainly AI toolsand different software that you
can implement and bring intoyour process that will make your
service better, but the ideabehind these five strategies is
that they are things that youcan change right now, in this
(07:54):
moment, and make the next emailyou send better.
It's more like mindset focused.
Yeah, because a lot of times,we're limited in the resources
that we have, and if you'reworking in customer support
right now and you don't have theability to get the budget
approved for a new AI tool, thenhow else are you going to level
up your service?
And so, hopefully, some ofthese will be things that you
(08:14):
can put into practice that willmake your customer service
better, like immediately.
Jordan (08:18):
Yeah, this reminds me of those baby steps to like a
healthier you.
You know like maybe you go outwalking 10 minutes a day and
maybe you go to bed like 30minutes earlier than you
normally do so it's almost likethat, but for your customer
support, yeah.
Priscilla (08:32):
It's much easier to say, okay, I'm going to go to
bed 30 minutes earlier and I'mgoing to wake up in the morning
and go on a walk first thing,than saying, okay, I'm going to
go find a personal trainer andI'm going to start training
twice a week for an hour twice aweek Like, that's such a big
thing to accomplish and it takesa lot of groundwork to go and
find someone you like and thento get yourself to the gym twice
(08:54):
a week and then you're probablynot going to stick to it, right
.
But if your goal is to go tobed 30 minutes earlier and wake
up and go on a walk in themorning, that's so much more
achievable and it's still goingto have an impact on your
mindset, you know, and yourhealth in general Right.
And then you'll get to theplace where you can do those
things that seem really big nowbut might not feel like such a
big hurdle in two or threemonths, once you've gotten used
(09:15):
to.
You know, going on your twomile walks every morning, yeah,
all right.
So nothing here is going to besuper groundbreaking, but all of
these strategies have theability to have big impacts on
your customers and on theservice.
Just keep that in mind.
Yeah, all right.
So the first one is humanizingyour emails.
This one is so easy and willtake your emails up a notch
(09:36):
immediately.
Yeah, if you're reading anemail and grabbing the most
applicable canned response orsaved reply that you have and
then clicking send, then takingthis humanizing approach is
going to really level that upright away, because right now
that's not part of what you'redoing.
If you already are kind ofhumanizing your emails, then
(09:58):
pushing that up a notch anyway,making them more personal, is
going to deepen thatrelationship with your customers
right off the bat.
So what does this look like?
For us, this looks like beingintentional, about viewing each
interaction as a real person.
A lot of times, when you lookat an inbox full of emails, you
don't see a waiting room full ofpeople, you know, but the
(10:19):
reality is it is a waiting roomfull of people.
It's a bunch of people who arewaiting to hear from you, and so
the first thing is beingintentional about what you view
that inbox as, and viewing it aspeople who are waiting for your
help and not emails that need aresponse to move out of the
queue.
We talk a lot about treatingcustomers the way we would treat
(10:40):
family members and friends andopen an email Think of it as a
person that you know when you'rereading through it and give
them that additional patience,that additional empathy that you
would give someone that youlove right.
A lot of times when you get anemail, especially from a
customer who's frustrated, itcan be really hard to extend
that extra patience and empathy,and so what I will do, or what
(11:03):
we talk to our team about doing,is putting ourselves in their
shoes and really seeing thingsfrom their perspective, and so
that will help you.
If you take the time to do thatbefore you start responding,
that will help you bake empathyinto your response If you really
take the time to go.
Ok, what is Julie experiencingand why is she frustrated and
what am I missing from my side?
(11:25):
Because I'm looking at it frommy perspective and she's looking
at it from Julie's perspective.
How do I shift my perspective?
How do I be intentional aboutdoing that?
And then that gives you alittle bit more understanding
for what she's going through andhopefully allows you to build a
little more empathy just intothe way you're talking to her.
A more fun way that this showsup is being personal with your
(11:47):
customers.
Yeah, so this could beincluding a GIF or being
conversational in your tone whenyou're talking with someone
using emojis Exactly.
Right, or just, you know, justin general, being personal.
Well, you know, one thing thatwe like to do I was in the queue
a little bit this morning and Idid it a couple one thing that
we like to do I was in the queuea little bit this morning and I
did it a couple of times but welike to see how long people
(12:09):
have been with Buzzsprout andcall that out in our emails.
So I was working with someonethis morning and he had been
with Buzzsprout for seven years.
You know it was in the formwhen they emailed in how long
they've been a customer, and soit's an easy thing for us to
grab.
And I noticed it and I said, ohmy gosh, mark, you've been with
us for seven years.
(12:30):
That's crazy.
Thank you for being a loyaluser for seven years.
Yeah, and then I gave him acredit to like thank him and
cover the next month of being onBuzzsprout.
That's so cool.
That's an easy way topersonalize the interaction and
to strengthen the relationshipbetween your user and your
support person.
So if you are a supportspecialist, those are some ways
(12:52):
for you to humanize your emails.
But if you're a leader, somaybe you're leading a team and
you're not in the inbox as much,but you want to make sure your
team knows how to humanize theiremails or how to be more
personal and lean into thatcasual tone.
What you might want to do isdevelop a tone document for your
(13:13):
team, right, so you can tellthem hey, tomorrow let's try to
be more human, let's try to typehow we talk, let's try to use
GIFs and emojis and see how thatgoes for a couple days and see
if we have good response fromthat.
But then further on, that mightlook like developing a tone
that you train your supportspecialists on and we talked
about that in an episode lastseason about how to develop that
(13:35):
tone for your team and so thatcan be a really strong way as a
leader to lead your team intothe direction of a more human
approach to support, to leadyour team into the direction of
a more human approach to support.
Another thing is you know, ifyou like, start doing this
tomorrow, you're going to findit's going to take you a little
longer to get through emails.
You're going to have to slowdown a little bit to look for
those ways to be personal or tobe empathetic.
(13:57):
You have to tell your teamyou're okay with them going a
little slower in order for thatto happen.
Yeah, because if you feel likeyou're rushed to get through an
email, you're not going to takethe time to do what might be
quote unquote optional right,which is like adding a couple
sentences about how you'rethankful for someone being on
your platform for seven years.
You know what I mean.
(14:18):
So you kind of, as the leader,have to encourage that and make
it possible, and then you canfind ways, as a leader, to
humanize the people on your teamto your customers.
So we've talked about this acouple of times, but we have
little like fun job descriptionsin our emails.
That, in and of itself,humanizes everyone on the
support team to our customerswithout us having to do anything
(14:39):
additional per email.
So those are always likepersonality based, so something
about like loving to ski, beingobsessed with a certain sports
team, or I think Tom's issomething about being a
troubleshooting Jedi because heloves Star Wars.
So you can put those things.
You can put those things in andyou'll be surprised how many
people call that out when theysee it.
You can also include picturesin your emails.
(15:02):
This is something that wehaven't done yet that I am back
and forth on whether I want todo it.
But if you feel like that issomething that you want to do,
to put a face to the name of theperson who's emailing you then
that's a great thing to try andyou can try it for a couple of
weeks and if you don't like theoutcome of it you can take it
out.
But humanizing your emails, Ithink, is the easiest way to
(15:24):
level up your support and mighthave the biggest impact, because
when you think of these emailsas real people, because they are
, and they see you as a realperson because you are, then
that relationship is going to beso much stronger, which turns
into brand loyalty and turnsinto word of mouth,
recommendations and all of thosethings that you want to have to
grow your business.
(15:46):
Number two is shifting yourperspective on problem solving.
So this one's fun because itshows you how powerful your
mindset is and the way that youapproach a problem.
You know a massive part ofworking in customer support is
problem solving.
Some problems are easy.
Some problems are verycomplicated.
Depending on your industry, youmight have a different balance
(16:08):
of that.
There may be a lot of reallyhard emails that come in, versus
a couple easy ones, or viceversa.
But what does it look like toshift your mindset or your
perspective on problem solving?
To me, this looks like viewingyour support inbox as the
opportunities to make someone'sday better.
So it's not just a list ofquestions that you have to
(16:31):
figure out and answer and oh, Ihave to do this again, I have to
go through and figure out whythis is broken, again Like, oh,
my goodness.
But instead looking at likeokay, this is Cindy, she's
running into this issue becausewe've already humanized the
email and now saying how can Imake Cindy's day better by
problem solving for her andsolving this issue?
(16:53):
Yeah, and it also looks atviewing each question as like I
mean, I was trying to think of abetter way to say it because
this feels a little kooky to mebut like as a quest, you know,
as like something you have toaccomplish.
Jordan (17:04):
It's almost like gamifying, it right, yeah.
Priscilla (17:06):
Yeah, exactly, it's like when I sit down to a
complicated email that is how Iview it I'm like, ok, this is a
puzzle that I need to solve,yeah, and it makes it more fun.
And then it also makes it moresatisfying when you do solve the
problem, yeah.
So I feel like you know, whenit comes to the inbox, you have
a couple of different ways thatyou can approach it, and most of
the time, the approach is theinbox is full.
(17:28):
I need to clear it as quicklyas possible, and so what I'm
going to do is I'm going to sendthe fastest answer I can send
not necessarily the best answerI can send and so when you're
thinking in that mindset of Ineed to get these emails out of
the queue so that I can get tothe other emails that are in the
queue and then move on, becausethere are going to be more
(17:49):
emails coming in and I need tostay on top of it and clear the
queue If that's the thoughtprocess, then you're not going
to be setting yourself up toanswer the emails in a way that
is the best way, and the bestway is going OK, how do I solve
this problem?
The best way for this personand not thinking about the rest
of the queue while you're in oneemail, while you're talking to
(18:11):
Cindy.
So in my first days of support,I remember being so overwhelmed
by the busyness of the inboxthat I really was like I just
have to get answers out.
Even if they're not fullyanswering a question, I need to
get them out, even if it'sreally more of like a delay
response.
You know what I mean.
Like I'm going to ask afollow-up question to delay this
a little bit so that I can getto everything else and then
(18:33):
it'll come back and then I'llget to it.
Eventually.
What I was doing was I wasn'tgiving good support and I was
really just building.
I was making myself more workto do.
I was just delaying it forlater in the day.
And so that was a quick habitthat I developed out of a
necessity to get through aninbox.
So that was a quick habit thatI developed out of a necessity
to get through an inbox and as Ifocused on changing that and
going OK, actually spending alittle bit more time right now
(18:57):
with Cindy might solve herproblem and eliminate the need
for four additional emails thattake up another 15 minutes of my
time just later on in the day,and so, instead of that mindset,
I would challenge you toapproach an email as a problem
that you're trying to solve, notdelay.
So this starts by understandingthe situation right.
(19:17):
As you open an email, you readthrough it a couple times and
you understand what's beingasked and the context around the
question.
The second step is making ahypothesis about what you think
is going on.
You're the expert on yourproduct because you're doing
support for it, and so youshould be able to make a
hypothesis for what's happening.
(19:37):
It might not be right, but youcan go through and figure out
what you think is happening.
I read something once that saidthat talking out loud to
yourself helps with problemsolving.
I'm all for that, but I do thinkthat talking out loud to
(20:08):
yourself helps with getting thefacts in order and figuring out
where to go from there.
So once you've got yourhypothesis, then you look for
evidence to back up what youthink is happening, and so you
might go through their accountand look for evidence of why
what you think is happening isactually what's happening and
what's causing the issue.
You try to replicate the issuethat they're running into and
(20:32):
then if your evidence supportsyour hypothesis, then you can
respond with that information ina clear way, solving the
problem.
And if it doesn't, then at thatpoint you know what additional
questions, what additionalinformation you need to move
forward with coming up with anew hypothesis or problem
solving, continuing down theroad, because sometimes you
won't solve it in the firstemail.
But if you take that approachfrom email one to try to solve
(20:57):
the problem and not delay theproblem, then the likelihood of
you solving it in one email andone 10-minute chunk instead of
four five-minute chunks is muchhigher.
Jordan (21:09):
And the customer is not going to be miffed that you
wrote in, having ignoredsomething that they said earlier
.
Priscilla (21:16):
Yeah, or not taken into context, something about
their account that it would havetaken you an extra minute to
find but would have been worthlooking for.
As a leader, you can encouragethis by using this mindset shift
yourself.
I mean, it's such a top-downsituation.
If you think like this as aleader and you tell your support
specialists, the people on yourteam, that this is a value that
(21:41):
you have in your team, thenthat's going to encourage that
mindset shift, and so Idefinitely you know that's just
a big one.
It starts from the top.
So if you expect your team tothink about problem solving this
way, then you should show thatin your approach to difficult
emails as well.
Number three is optimizing yourtime out of the queue.
(22:01):
So when you are in the queue,you are usually head down,
working email to email, workingwith customers, trying to be
human, trying to problem solvewith the right mindset.
But it is really important tomake sure that you have time in
your day outside of the queuefor you to focus on growing as a
specialist, right thatprofessional development side of
(22:22):
things, or growing yourknowledge about your product, or
going back and researching howpeople on your team have
effectively handled emails orcalls or situations, but it
doesn't have to look like thesebig projects.
It really can look like smaller, research-based hours.
For me, what that looks like is, as you're working through
(22:44):
emails, you look for areas whereyou need to sharpen your
knowledge.
You look for those emails thatyou dread.
Think of the emails or thecalls that you're like I hate it
when I get those because Inever feel confident in them.
Well, why don't you feelconfident?
Because you don't know theinformation or the details
around those specific areas.
So take an hour, take two hoursor whenever you can get that
(23:07):
time and put yourself into thatarea and become the expert on it
.
Or reach out to someone who isan expert on it and say hey, can
I pick your brain Because Istill don't feel confident about
this certain area and I want tomake sure that the next time I
get an email that is related tothat, I don't feel a pit of
dread about it.
You know what?
(23:28):
I mean, yeah, and if you'relistening to this and you're a
support person who's alone inthe queue and you're like, well,
this is great, but I'm the onlyperson who does emails and I'm
the only person who's in thisqueue and I just can't get out
of it for an hour.
You know, no one else is goingto take it while I'm out.
Find a slow time and let theinbox be for an hour.
Yeah, it is really important toget out of the inbox.
(23:50):
There's so many reasons to getout of the inbox, one of them
being to grow your knowledge,and if you don't make time for
that, then you're not givingyourself the ability to level up
because you're not givingyourself time outside of it, and
so there are definitely goingto be lulls.
Every single support team seesbusier times and lighter times,
and so if you can find one ofthose lighter times and build an
(24:13):
hour, build two hours into yourafternoon when you can get out
of the inbox and put somefocused work in outside of the
inbox, now, if you're likethere's really no time, if I did
that, then I'd end up with 200emails in the inbox that I'd
have to get done and I wouldn'tbe able to get through them all.
Then maybe you talk to someoneone of your leaders or someone
(24:33):
in the management team and sayhey, is there any way that
someone else could monitor theinbox for a couple hours a week
so that I have the ability to goand sharpen my knowledge in
certain areas, because that'sthe only way I'm going to grow.
Advocate for yourself for thattime, because it's important.
Jordan (24:49):
I mean they call it sharpening the ax, for a reason
Exactly you can't chop through atree with a dull ax.
Priscilla (24:55):
Yeah, it would be annoying, yeah, it would take
longer.
And, honestly, the reality issupport never goes away.
There's always going to beemails to answer.
That's always going to be thecase and for years when I was
working on a smaller team, wejust never did anything else but
support, but emails, butworking directly with customers.
(25:16):
And you're doing yourself adisservice when you do that,
when you don't give yourself anytime to grow and to get better
and, like you said, sharpen youraxe.
So, as a leader, advocate foryour team, you know you probably
control the schedule.
So build time in there for yourteam members to take time out
of control the schedule.
So build time in there for yourteam members to take time out
of the inbox.
It might feel silly in thebeginning to say, hey, I'm going
(25:36):
to kick you out of the inboxfor an hour and I'm going to let
you go and do some self-guidedstudy on what you need to study
and learn more about.
But do that.
I promise you it will make yourservice to your customers way
better when your knowledge isthat much stronger.
Mm-hmm Number four empower yourusers for self-service.
This is pretty standard, but ifyou are not already looking for
(26:01):
ways to educate your customersand help them find their own
answers before coming to you,then you should start that
tomorrow, so you know theremight be some feeling of like
well, I don't want to give themall the answers, but you do
Trust me, you want to give themthe ability to find as many
answers as they can before theycome to you.
(26:22):
It will make your life easierand it'll make their life easier
.
So this can look like lookingfor trends in the inbox when
you're working with customersand putting that in a help doc
and posting it on your site.
So some people probably havefull-fledged, big help guides
that are great and some of youprobably don't, but I would say
(26:43):
it's really important to focuson that education piece, and so
that can look like educatingsomeone on how the tool works in
an email.
Or it can look like identifyingtrends and beginning to work on
help documentation that you canpost publicly so that people
can find their own answers.
If you don't have that in placealready, then that's a really
(27:04):
important place to start whenyou're looking at leveling up
your service and really givingyour customers the ability to
solve their own problems beforethey come to you and that way,
when they do come to you, thethings that you're helping them
with are the ones that arereally more complicated, that
they can't solve on their own.
Yeah, okay.
And then the last one.
This is my favorite, okay, thisis my favorite way to level up
your support this year Celebrateremarkable service.
Jordan (27:28):
Oh yeah, it's easy.
Priscilla (27:29):
Celebrate it.
Yeah, I mean, if you listen tothe companies who have
remarkable support, you'll heara common theme.
They talk about it.
They talk about their support.
They share it publicly.
They share it as a team witheach other.
They talk about the fact thattheir support is a big part of
their product and that it'sreally remarkable.
So Southwest right is all aboutexceptional support, and a big
(27:52):
part of that is that they tellstories internally about really
good support situations andreally good support interactions
with customers, and so whatthey're doing is they're
reinforcing their values throughthose stories.
They're saying, hey, these arethe things we value.
And so I'm going to talk aboutthis story that shows Jordan
exemplifying that value insupport, because that's going to
(28:15):
tell everyone else on the teamthat this is something to be
celebrated and that we're notjust saying this is how we do
things, please do it.
We're saying this is how we dothings.
Jordan just did it and she bleweveryone out of the water and
Jordan's amazing for doing thatand celebrating that story.
And then you get to see andthis is how it affected one of
our customers who now has a muchstronger opinion of whatever
(28:36):
your company is Southwest orBest Brat or whatever it is-
Plus, everyone loves getting ashout out Exactly.
Positive reinforcement is apowerful thing that we really
can utilize a lot more.
It's really big, but it's kindof like the you know the chicken
or the egg question, like whenyou're celebrating support, does
it make those supportinteractions show up more, or is
it because those are showing upmore that you're celebrating it
(28:59):
?
You know what I mean.
It's like that which one isfirst?
So the reality is tomorrow youcan find something in either
work that you've done or workthat a peer has done and
celebrate it publicly to yourentire team.
Yeah, this doesn't have to beonly the leaders celebrating
people on their teams.
It can be a peer-to-peercelebration.
(29:20):
I mean, if you were to be a flyon the wall on our support chat
with Buzzsprout support, youwould see that daily people are
shouting out other people on thesupport team.
And sometimes those shout outsget into the company-wide chats.
Jordan (29:36):
That's what I was going to say I see them pop up all the
time.
It'll be, you know, justsomeone that's in the support
team.
They'll get like a great review, they'll screenshot it and
share it with everyone andthey'll be like, hey, great job,
blake, you're awesome.
And then everyone you know doestheir little like confetti
emojis and hearts and stuff andit's just really fun.
Priscilla (29:54):
Yeah, it reinforces that feeling of oh, the work I'm
doing is important and it ismaking people's days better, and
I have the ability to do reallygood, remarkable service.
And when I do it it getsrecognized.
People see it, and so it's notjust going to Cindy who reads
the email, doesn't respond, andthen where did it go?
(30:14):
And I took all that time to,you know, exemplify this value,
but no one saw it.
And so it's really good tocelebrate your team and
celebrate really good work.
Jordan (30:23):
I think in support too.
You get a lot of instanceswhere you're dealing with rough
cases or someone's not superhappy for whatever reason.
Just getting these kind ofpositive reinforcements really
helps.
It's like if you get a hundredgood comments on something but
one bad comment, you really feelthat bad comment and so it
helps when you get somethingreally big like a kudos, yeah.
Priscilla (30:47):
And I would say, when you're celebrating people,
especially as a leader, as amanager on a team, be specific
about what you're celebrating,like, what is it that they did
that is worth celebrating?
I've been watching thisdocumentary or this docuseries.
It's a couple of years old now,but we're kind of in that lull
between the last football gameand the Super Bowl right now,
(31:09):
and so I'm like, oh, I kind ofwant some sports to watch
because we've got a couple ofweeks, and so I've been watching
this docuseries aboutquarterbacks.
Jordan (31:16):
Oh, I think I was watching that too.
Yeah, is it on Netflix?
Priscilla (31:19):
Yeah, it's pretty good, so good.
But one of the things I'venoticed is Kirk Cousins.
I'm really not a big footballperson in general, but Kirk
Cousins is a quarterback youknow.
I'm learning a lot about himthrough this docuseries, and one
of the things that I've noticedand that he's done a couple
times so far, is that when hepulls his guys over to the
sidelines after a really goodplay, he will take them aside
(31:40):
and he will celebrate them inthat moment and say like that
was awesome, good job.
But then he will be veryspecific about what they did.
That was really good.
So it's not just like, hey,great catch.
It's like, hey, most peoplewouldn't be able to do what you
just did and to come back fromthis route and then cut to the
side and catch the ball.
But you did that, bro.
Yeah, it's so like intentionaland specific and it reinforces
(32:03):
that specific action that youwant everyone to do, naturally.
And so if you, when you'recelebrating those wins, be
specific, tie it back to thevalues that you as a team value,
the things that you value.
Tie it back to that so that, asother people on the team see it
, they will want to find ways toshow those values and hopefully
(32:25):
get shouted out and try to makesure that everyone's getting
that kind of celebration whenyou can.
That's such a good example.
Yeah, I saw it and I justthought, man, the way he did
that was so good.
If I was getting that compliment, it would feel so much more
impactful than just saying, hey,great job catching that.
But like, oh, you noticed thatwhat I just did was hard and
that I did that well.
(32:45):
That makes me feel reallyreally celebrated and really
good.
So, as a leader, you know,celebrate your team when someone
does something good.
Make noise.
Make noise in front of thewhole company.
Sometimes a customer will writeback and say oh, kara, you're
so wonderful.
And Kara will have alreadysigned off for the day.
And I'll respond and I'll sayshe is wonderful, here are the
things that I think she's greatat, and I will celebrate Kara to
(33:06):
the customer.
And then that is another levelof celebration for Kara, who is
seeing then that her leader, hermanager, is coming in and
reinforcing that with thecustomer and saying you know,
you're right, we are reallylucky to have Kara on the team.
Thank you for noticing that.
Jordan (33:22):
Oh, that's so cool.
Priscilla (33:23):
I love that, yeah, okay.
So just quick recap five thingsthat you can start doing
tomorrow or today.
If you're listening to this onyour way to work before you sign
into your email queue, you canhumanize your emails more.
Take that step up and write topeople like you.
Talk and see them as the peoplethat they are.
Shift your perspective onproblem solving.
(33:44):
Look at it as a fun thing thatyou get to investigate and
figure out and make someone'sday.
Don't view it as here's a listof emails I have to get through
so that I can clear an inbox.
Optimize your time out of thequeue.
Advocate for yourself and findtime to leave the queue so that
I can clear an inbox.
Optimize your time out of thequeue.
Advocate for yourself and findtime to leave the queue so that
you can sharpen your knowledgeand grow your knowledge about
(34:04):
the areas in the inbox that youdread.
Empower your users forself-service.
Focus on educating users sothat they don't have to come to
you every time they have aquestion, but that they can find
those answers themselves andthen celebrate remarkable
service.
Whether you're a specialist ora leader or a manager or the CEO
of a company, when you see goodwork, make noise about it.
Jordan (34:27):
I feel like these are all very doable, priscilla.
Good job, I think so too.
Priscilla (34:35):
Okay, it's time for Support in Real Life, our
segment where we discuss reallife support experiences.
This week, I am bringingsomething to the table.
Yeah, I have a pop culturesupport story to share.
Okay, so there are two seasonsthat I love, you know.
People ask about like, what'syour favorite season?
Fall, summer my two favoriteseasons are baseball season and
awards season.
Jordan (34:56):
Very Moira Rose of you.
Priscilla (34:58):
Yes yes, Luckily for me they do not overlap, so when
baseball is on hiatus we moveinto awards season, which
usually is like January,February, March, maybe a little
of April.
Jordan (35:11):
Yeah.
Priscilla (35:11):
And so that always gets kicked off Awards season
always gets kicked off with theGolden Globes, and so this
happened earlier in January, butit really stuck out to me and I
just thought it was wonderfuland I wanted to share it on the
podcast.
So, jordan, I think you have aclip, I do.
Jordan (35:25):
Oh, golden Globes.
Thanks as well, yeah.
Priscilla (35:27):
Whoever else I forgot , I do apologize.
You know what you mean to me.
Oh, craft service, our greatdame, yeah, yeah, yeah, no, no,
no, no, no, carolina, carolina.
On those cold winter nights inNew York where I was the only
one overheating, she'd be therewith a coconut water every half
an hour, calling you Carolina,god bless you.
She kept the whole crew going.
(35:47):
She's craft service, see you.
Ok, so what we just heard wasColin Farrell, who's an actor
accepting an award for a part heplayed in a TV show called the
Penguin, which I haven't seen it, but I think it's like Batman,
dc Comics related, oh yeah, buthe plays the penguin and he has
a lot of prosthetics on in thischaracter, and so what he's
(36:11):
talking about is someone incraft service named Carolina who
made sure that he was stayingcool by bringing him coconut
water while he was on set.
And he says, like in those coldnights, I was the only person
overheating and she was therewith me, giving me my coconut
water to keep me going, and itwas like such a cool moment to
(36:34):
have someone, like in a supportrole, shouted out on a big stage
and thanked for what could beseen as a very small act, but
the reality is it had a bigimpact.
If he wasn't able to stay coolin his prosthetics and the
character get up he was in, thenit would have affected his
acting and Carolina, whoprobably was like, yep, this is
(36:58):
an annoying role.
All I have to do is give thisguy his coconut water whenever
he wants it.
I mean and I don't knowCarolina, so I don't know how
she viewed it, but the fact thatshe did it and it made an
impact on him enough that whenhe accepted the award for that
role, one of the people hethanked for helping him get to
that award was the person incraft service who made sure that
(37:21):
he had a cold drink when heneeded a cold drink.
Jordan (37:23):
Watching the full clip.
He very quickly thanks, youknow, producers and directors,
and like all these actors andlike they're doing such a good
job, and then he goes oh butCarolina, with the coconut water
and he takes so much time forher.
Priscilla (37:39):
There's a change of his inflection, his like passion
, when it comes to it.
He's thanking these actors thathe's working with, he's
thanking these producers andthese directors, who have all
done amazing work.
But then, when he remembersCarolina, he goes oh my gosh,
but how could I have done itwithout Carolina?
Because she was the one whokept me cool.
Jordan (37:59):
Yeah you can feel it in your soul how much he loved her.
Priscilla (38:04):
And his accent, his accent, helps a lot.
I just love his accent, but itis just one of those things.
When I saw it, it made me sohappy and I was like I have to
talk about this on a podcastbecause it's one of those things
.
You think sometimes that thework you're doing every day does
(38:25):
not have the ability to makebig impacts on people, and that
cannot be farther from the truth.
As a support professional, youare coming alongside people.
In whatever company you workwith, whatever product you're
serving, you're coming alongreal people who have questions,
who need assistance, and you arebeing the person who's helping
them.
Yes, it's possible that youhelp people and they don't
remember it and they just moveon with their day, but the
reality is there are going to bepeople who are impacted by the
(38:47):
service you're providing in somuch of a way that it makes them
do their job better, it helpsthem to succeed, and that's
really cool.
And so if you're doing customersupport and you're feeling like
you're not making a difference,just remember Carolina, who was
craft service.
You know which is the food anddrink of production and she's
(39:08):
probably cold late at night andshe's doing this pretty
thankless job and then she turnson the Golden Globes, where
Colin Farrell is so overtlyshowing her that he appreciates
her work and that her work madean impact on his work.
I just think it's such a coolthing, so hopefully that can be
an encouragement if you'refeeling like your work isn't
(39:29):
important because, oh my gosh,it's so important.
Jordan (39:32):
Thank you so much for bringing that story in.
I just love that.
It gives me such a big smileLike I'm ready to take on
anything today.
Priscilla (39:39):
Yes, so if you have a question or a support story or
a situation or some kind of youknow, shout out that you want us
to discuss.
Send us an email at happy tohelp at buzzbratcom, or use the
text the show link in ourdescription to text us directly.
You may hear your question orstory discussed on a future
episode of the podcast.
As always, if you liked thisepisode, share it with someone
(40:01):
that you think would benefitfrom it, or you can leave us a
review on Apple Podcasts.
We would love to hear from you.
That way.
Reviews are really helpful justto let people know why this is
an important podcast to listento.
I'm excited to jump into seasontwo with you, Jordan.
We're going to have some reallygreat episodes coming up this
year, and so I am really excitedabout it, and I hope that this
one starts everyone out on likea strong foot as they enter 2025
(40:25):
and look to level up theircustomer service.
Well, thank you everyone forlistening.
Now go make someone's day.
Welcome to Happy to Help, a podcast about customer
support from the people atBuzzsprout.
I'm your host, Priscilla Brooke.
We're back for season two andin this episode we're looking at
five strategies you can putinto practice today to level up
your customer support.
This year We'll talk abouthumanizing emails, finding
enjoyment in problem solving andthe importance of celebrating
(00:20):
remarkable work.
Thanks for joining us.
Let's get into it.
New year, new season.
Jordan, how are you doing?
Jordan (00:30):
I'm doing so good, so excited that we are back.
I can't wait for the season.
It's going to be a good one.
Priscilla (00:35):
It's going to be a good one.
We're recording this right atthe tail end of January and I
feel like January is always atransition month into the new
year.
You're like recovering from theholidays.
You're just trying to getthrough that first month of the
year, and then February isreally when you get to settle
into like, ok, what is 2025going to be?
Jordan (00:52):
Oh, I hope so.
I hope that's true, because sofar it has been a month.
Priscilla (00:57):
Yeah, January is not.
It's been a rough month.
Jordan (01:00):
It's been crazy.
Yeah, for a lot of people.
Yeah.
Priscilla (01:02):
Okay.
So today, though, what I wantto talk about to like kick off
this season is I want to talkabout some strategies that you
can put into practice today thatwill level up your customer
service going into the new year.
I love this, yeah yeah, I'mreally excited about it, but
before we get into it, you knowwe always start episodes with
sharing how someone made our day, and so I thought it'd be cool
(01:24):
if you and I share any wayssomeone made your day over the
last couple of months whilewe've been on break.
Jordan (01:30):
I love that we've had a couple of months to like come up
with a good story, becauseusually it's like a week later
and it's like did anyone makeyour day?
I'm like I don't know.
I haven't talked to anyone yet.
Priscilla (01:41):
I'm just hanging out in my house by myself, so do you
have a story?
Jordan (01:46):
I do.
I have a really good story, andit's because this is about an
industry that is typically knownfor not being good at taking
care of people.
Priscilla (01:57):
Okay, I could name a couple industries, but I won't.
Jordan (02:00):
Yeah, so this is definitely one of them.
So I recently had a familymember that had to be admitted
to a hospital.
She's totally fine, like it'sall good, but it's always just
such a like a scary momentbecause with health insurance
you're just not sure, like youknow, what is covered in your
plan, but at the same time theyhave to deem it like medically
(02:21):
necessary in order to cover it.
So there's still just kind ofuncertainty.
You don't know what the cost isgoing to be.
It's really stressful, you havea lot going on.
And I got a phone call fromFlorida Blue, our insurance, and
I was like, oh no, this isgoing to be them calling me to
let me know that it's not goingto be covered.
So I answered the phone and itwas a sweet lady and she told me
(02:45):
hey, I saw that your familymember is in the hospital and we
just want to check on you andsee how you're doing.
I was like, oh my gosh.
And I was like, well, I'm kindof stressed because I just don't
know what this is going to costme.
And she's like, oh yeah, let melook into it.
And she goes you know what?
This is actually covered 100%and you don't even have a copay,
so you just take care of yourfamily and don't worry about it.
(03:07):
And I just I started crying.
I was like, oh my gosh, likewhat a weight lifted off my
shoulders.
And then, even after that, shewas like so is there anything
else we can do for you to helpyour stress?
Like, do you need counseling.
You know, and I was just like,wow, that didn't just make my
day, I mean, that made like myentire month because I was so
stressed about it and it wasjust completely uplifted and I
(03:30):
was able to carry on like normal
Priscilla (03:32):
And I'm sure you're feeling like, oh, I have to be
the one that handles all of thisand I have to be the one that
takes care of all of this.
And then she comes to you to say, hey, actually let me take care
of you in this situation, likeyeah, that's such a good story.
I'm so glad that was a goodexperience.
Jordan (03:45):
It was so amazing, and from a health insurance company,
yeah like right, oh, more ofthat please, more of that.
Priscilla (03:51):
Yeah, more of that for 2025, please, that would be
great.
Yes, my story was a little bit,you know, not quite as intense.
I subscribe to like a clothingsubscription service called
Newly, oh yeah, where youbasically like, get to choose
six items and then they shipthem to you each month and then
you get a new box and then youship it back and it's fantastic.
That's why you're alwaysdressed so nice, I don't know
(04:12):
about that.
So I subscribed to this serviceNuuly, and earlier in January I
got a box, a Nuuly box, and thedriver of the UPS truck Right,
so not someone from Nuuly theyleft it on my front porch and
they left it in a place where itwas not covered and then it
stormed, I mean like huge rainstorm all afternoon.
Jordan (04:35):
Like a Florida torrential downpour.
Priscilla (04:37):
Yeah, I wasn't home, and I wasn't.
I didn't get home until like 10o'clock that night, and so by
the time I got home, the packagewas fully soaked through.
Every item of clothing in itwas drenched.
I had to like hang everythingup to like dry out and I was
like I can't wear any of this.
This is so frustrating.
And I was frustrated, but I wasa little bit more worried that
something would happen to anitem and then I would be on the
(05:00):
hook for it, and so I emailedthe Nu newly support team and
said hey, you know, I'm notactually asking you for anything
here, but I'm just letting youknow that this is what happened
and everything is drying rightnow and hopefully it will all
dry out and there will be noissues.
But I wanted to let you knowahead of time in case something
goes wrong, and really it wasfor me to cover myself and make
sure that I didn't get introuble for anything, right,
(05:26):
yeah, but the next day theyemailed me back and they were so
apologetic that it happened,which I was like it's not
actually your fault, you didn'tleave it on the porch in a place
where it would get wet, likethat was not you, and they
offered to take everything backwet as it was and to reship
things if they could, or theyoffered to reimburse me half of
the cost of that month.
And I was like holy cow.
I wasn't expecting you to goout of your way to make it
(05:49):
better for me, like I wasexpecting you to say OK, thanks
for letting us know.
If you need anything in thefuture, let us know.
You know what I mean.
Like just something, justgeneral.
And so they really took thatsituation.
That was not their fault.
They made it better and luckilyall the clothes dried out and I
was able to wear them and itwas all great and they continued
to offer great service evenafter that initial email.
(06:10):
But it really was like a shockto see how they handled that in
such a positive outcome when Iwasn't really even asking for
them to do anything specialabout it.
Jordan (06:20):
Usually what happens is you write in and they're like
well, that wasn't us.
I mean, I've had it happen withlike things where it gets
delivered to the wrong house orjust never shows up, and they're
just like sorry, I'm just outlike a hundred bucks yeah
exactly that's what you wouldexpect and, honestly, to an
extent they would be okay withsaying that, because the reality
is it wasn't their fault, yeah,but they took responsibility
(06:42):
for it anyway.
Priscilla (06:49):
And wasn't their fault yeah, but they took
responsibility for it anyway andthey made it better because
they wanted to keep a happycustomer instead of the risk of
having someone frustrated.
So that was really great.
So shout out to Nuuly.
They made my day and I'm goingto keep ordering clothes from
Nuuly.
I just love it.
So let's jump into thesestrategies.
When I was going through theseand kind of organizing my
thoughts there's a coupledifferent ways you can take this
my hope for this episode wasthat it would be an episode that
(07:12):
you could listen to and putinto practice these strategies,
like today, to make your servicebetter, starting tomorrow
morning, and so what I reallywanted to do was find strategies
that you don't need to purchaseoutside software or develop any
big plans or anything like that.
That's kind of going to delay ita couple weeks and then you can
(07:32):
actually start doing the betterservice in a couple weeks, yeah
.
So this is not a comprehensivelist of things that you can do
to make your service better.
There are certainly AI toolsand different software that you
can implement and bring intoyour process that will make your
service better, but the ideabehind these five strategies is
that they are things that youcan change right now, in this
(07:54):
moment, and make the next emailyou send better.
It's more like mindset focused.
Yeah, because a lot of times,we're limited in the resources
that we have, and if you'reworking in customer support
right now and you don't have theability to get the budget
approved for a new AI tool, thenhow else are you going to level
up your service?
And so, hopefully, some ofthese will be things that you
(08:14):
can put into practice that willmake your customer service
better, like immediately.
Jordan (08:18):
Yeah, this reminds me of those baby steps to like a
healthier you.
You know like maybe you go outwalking 10 minutes a day and
maybe you go to bed like 30minutes earlier than you
normally do so it's almost likethat, but for your customer
support, yeah.
Priscilla (08:32):
It's much easier to say, okay, I'm going to go to
bed 30 minutes earlier and I'mgoing to wake up in the morning
and go on a walk first thing,than saying, okay, I'm going to
go find a personal trainer andI'm going to start training
twice a week for an hour twice aweek Like, that's such a big
thing to accomplish and it takesa lot of groundwork to go and
find someone you like and thento get yourself to the gym twice
(08:54):
a week and then you're probablynot going to stick to it, right
.
But if your goal is to go tobed 30 minutes earlier and wake
up and go on a walk in themorning, that's so much more
achievable and it's still goingto have an impact on your
mindset, you know, and yourhealth in general Right.
And then you'll get to theplace where you can do those
things that seem really big nowbut might not feel like such a
big hurdle in two or threemonths, once you've gotten used
(09:15):
to.
You know, going on your twomile walks every morning, yeah,
all right.
So nothing here is going to besuper groundbreaking, but all of
these strategies have theability to have big impacts on
your customers and on theservice.
Just keep that in mind.
Yeah, all right.
So the first one is humanizingyour emails.
This one is so easy and willtake your emails up a notch
(09:36):
immediately.
Yeah, if you're reading anemail and grabbing the most
applicable canned response orsaved reply that you have and
then clicking send, then takingthis humanizing approach is
going to really level that upright away, because right now
that's not part of what you'redoing.
If you already are kind ofhumanizing your emails, then
(09:58):
pushing that up a notch anyway,making them more personal, is
going to deepen thatrelationship with your customers
right off the bat.
So what does this look like?
For us, this looks like beingintentional, about viewing each
interaction as a real person.
A lot of times, when you lookat an inbox full of emails, you
don't see a waiting room full ofpeople, you know, but the
(10:19):
reality is it is a waiting roomfull of people.
It's a bunch of people who arewaiting to hear from you, and so
the first thing is beingintentional about what you view
that inbox as, and viewing it aspeople who are waiting for your
help and not emails that need aresponse to move out of the
queue.
We talk a lot about treatingcustomers the way we would treat
(10:40):
family members and friends andopen an email Think of it as a
person that you know when you'rereading through it and give
them that additional patience,that additional empathy that you
would give someone that youlove right.
A lot of times when you get anemail, especially from a
customer who's frustrated, itcan be really hard to extend
that extra patience and empathy,and so what I will do, or what
(11:03):
we talk to our team about doing,is putting ourselves in their
shoes and really seeing thingsfrom their perspective, and so
that will help you.
If you take the time to do thatbefore you start responding,
that will help you bake empathyinto your response If you really
take the time to go.
Ok, what is Julie experiencingand why is she frustrated and
what am I missing from my side?
(11:25):
Because I'm looking at it frommy perspective and she's looking
at it from Julie's perspective.
How do I shift my perspective?
How do I be intentional aboutdoing that?
And then that gives you alittle bit more understanding
for what she's going through andhopefully allows you to build a
little more empathy just intothe way you're talking to her.
A more fun way that this showsup is being personal with your
(11:47):
customers.
Yeah, so this could beincluding a GIF or being
conversational in your tone whenyou're talking with someone
using emojis Exactly.
Right, or just, you know, justin general, being personal.
Well, you know, one thing thatwe like to do I was in the queue
a little bit this morning and Idid it a couple one thing that
we like to do I was in the queuea little bit this morning and I
did it a couple of times but welike to see how long people
(12:09):
have been with Buzzsprout andcall that out in our emails.
So I was working with someonethis morning and he had been
with Buzzsprout for seven years.
You know it was in the formwhen they emailed in how long
they've been a customer, and soit's an easy thing for us to
grab.
And I noticed it and I said, ohmy gosh, mark, you've been with
us for seven years.
(12:30):
That's crazy.
Thank you for being a loyaluser for seven years.
Yeah, and then I gave him acredit to like thank him and
cover the next month of being onBuzzsprout.
That's so cool.
That's an easy way topersonalize the interaction and
to strengthen the relationshipbetween your user and your
support person.
So if you are a supportspecialist, those are some ways
(12:52):
for you to humanize your emails.
But if you're a leader, somaybe you're leading a team and
you're not in the inbox as much,but you want to make sure your
team knows how to humanize theiremails or how to be more
personal and lean into thatcasual tone.
What you might want to do isdevelop a tone document for your
(13:13):
team, right, so you can tellthem hey, tomorrow let's try to
be more human, let's try to typehow we talk, let's try to use
GIFs and emojis and see how thatgoes for a couple days and see
if we have good response fromthat.
But then further on, that mightlook like developing a tone
that you train your supportspecialists on and we talked
about that in an episode lastseason about how to develop that
(13:35):
tone for your team and so thatcan be a really strong way as a
leader to lead your team intothe direction of a more human
approach to support, to leadyour team into the direction of
a more human approach to support.
Another thing is you know, ifyou like, start doing this
tomorrow, you're going to findit's going to take you a little
longer to get through emails.
You're going to have to slowdown a little bit to look for
those ways to be personal or tobe empathetic.
(13:57):
You have to tell your teamyou're okay with them going a
little slower in order for thatto happen.
Yeah, because if you feel likeyou're rushed to get through an
email, you're not going to takethe time to do what might be
quote unquote optional right,which is like adding a couple
sentences about how you'rethankful for someone being on
your platform for seven years.
You know what I mean.
(14:18):
So you kind of, as the leader,have to encourage that and make
it possible, and then you canfind ways, as a leader, to
humanize the people on your teamto your customers.
So we've talked about this acouple of times, but we have
little like fun job descriptionsin our emails.
That, in and of itself,humanizes everyone on the
support team to our customerswithout us having to do anything
(14:39):
additional per email.
So those are always likepersonality based, so something
about like loving to ski, beingobsessed with a certain sports
team, or I think Tom's issomething about being a
troubleshooting Jedi because heloves Star Wars.
So you can put those things.
You can put those things in andyou'll be surprised how many
people call that out when theysee it.
You can also include picturesin your emails.
(15:02):
This is something that wehaven't done yet that I am back
and forth on whether I want todo it.
But if you feel like that issomething that you want to do,
to put a face to the name of theperson who's emailing you then
that's a great thing to try andyou can try it for a couple of
weeks and if you don't like theoutcome of it you can take it
out.
But humanizing your emails, Ithink, is the easiest way to
(15:24):
level up your support and mighthave the biggest impact, because
when you think of these emailsas real people, because they are
, and they see you as a realperson because you are, then
that relationship is going to beso much stronger, which turns
into brand loyalty and turnsinto word of mouth,
recommendations and all of thosethings that you want to have to
grow your business.
(15:46):
Number two is shifting yourperspective on problem solving.
So this one's fun because itshows you how powerful your
mindset is and the way that youapproach a problem.
You know a massive part ofworking in customer support is
problem solving.
Some problems are easy.
Some problems are verycomplicated.
Depending on your industry, youmight have a different balance
(16:08):
of that.
There may be a lot of reallyhard emails that come in, versus
a couple easy ones, or viceversa.
But what does it look like toshift your mindset or your
perspective on problem solving?
To me, this looks like viewingyour support inbox as the
opportunities to make someone'sday better.
So it's not just a list ofquestions that you have to
(16:31):
figure out and answer and oh, Ihave to do this again, I have to
go through and figure out whythis is broken, again Like, oh,
my goodness.
But instead looking at likeokay, this is Cindy, she's
running into this issue becausewe've already humanized the
email and now saying how can Imake Cindy's day better by
problem solving for her andsolving this issue?
(16:53):
Yeah, and it also looks atviewing each question as like I
mean, I was trying to think of abetter way to say it because
this feels a little kooky to mebut like as a quest, you know,
as like something you have toaccomplish.
Jordan (17:04):
It's almost like gamifying, it right, yeah.
Priscilla (17:06):
Yeah, exactly, it's like when I sit down to a
complicated email that is how Iview it I'm like, ok, this is a
puzzle that I need to solve,yeah, and it makes it more fun.
And then it also makes it moresatisfying when you do solve the
problem, yeah.
So I feel like you know, whenit comes to the inbox, you have
a couple of different ways thatyou can approach it, and most of
the time, the approach is theinbox is full.
(17:28):
I need to clear it as quicklyas possible, and so what I'm
going to do is I'm going to sendthe fastest answer I can send
not necessarily the best answerI can send and so when you're
thinking in that mindset of Ineed to get these emails out of
the queue so that I can get tothe other emails that are in the
queue and then move on, becausethere are going to be more
(17:49):
emails coming in and I need tostay on top of it and clear the
queue If that's the thoughtprocess, then you're not going
to be setting yourself up toanswer the emails in a way that
is the best way, and the bestway is going OK, how do I solve
this problem?
The best way for this personand not thinking about the rest
of the queue while you're in oneemail, while you're talking to
(18:11):
Cindy.
So in my first days of support,I remember being so overwhelmed
by the busyness of the inboxthat I really was like I just
have to get answers out.
Even if they're not fullyanswering a question, I need to
get them out, even if it'sreally more of like a delay
response.
You know what I mean.
Like I'm going to ask afollow-up question to delay this
a little bit so that I can getto everything else and then
(18:33):
it'll come back and then I'llget to it.
Eventually.
What I was doing was I wasn'tgiving good support and I was
really just building.
I was making myself more workto do.
I was just delaying it forlater in the day.
And so that was a quick habitthat I developed out of a
necessity to get through aninbox.
So that was a quick habit thatI developed out of a necessity
to get through an inbox and as Ifocused on changing that and
going OK, actually spending alittle bit more time right now
(18:57):
with Cindy might solve herproblem and eliminate the need
for four additional emails thattake up another 15 minutes of my
time just later on in the day,and so, instead of that mindset,
I would challenge you toapproach an email as a problem
that you're trying to solve, notdelay.
So this starts by understandingthe situation right.
(19:17):
As you open an email, you readthrough it a couple times and
you understand what's beingasked and the context around the
question.
The second step is making ahypothesis about what you think
is going on.
You're the expert on yourproduct because you're doing
support for it, and so youshould be able to make a
hypothesis for what's happening.
(19:37):
It might not be right, but youcan go through and figure out
what you think is happening.
I read something once that saidthat talking out loud to
yourself helps with problemsolving.
I'm all for that, but I do thinkthat talking out loud to
(20:08):
yourself helps with getting thefacts in order and figuring out
where to go from there.
So once you've got yourhypothesis, then you look for
evidence to back up what youthink is happening, and so you
might go through their accountand look for evidence of why
what you think is happening isactually what's happening and
what's causing the issue.
You try to replicate the issuethat they're running into and
(20:32):
then if your evidence supportsyour hypothesis, then you can
respond with that information ina clear way, solving the
problem.
And if it doesn't, then at thatpoint you know what additional
questions, what additionalinformation you need to move
forward with coming up with anew hypothesis or problem
solving, continuing down theroad, because sometimes you
won't solve it in the firstemail.
But if you take that approachfrom email one to try to solve
(20:57):
the problem and not delay theproblem, then the likelihood of
you solving it in one email andone 10-minute chunk instead of
four five-minute chunks is muchhigher.
Jordan (21:09):
And the customer is not going to be miffed that you
wrote in, having ignoredsomething that they said earlier
.
Priscilla (21:16):
Yeah, or not taken into context, something about
their account that it would havetaken you an extra minute to
find but would have been worthlooking for.
As a leader, you can encouragethis by using this mindset shift
yourself.
I mean, it's such a top-downsituation.
If you think like this as aleader and you tell your support
specialists, the people on yourteam, that this is a value that
(21:41):
you have in your team, thenthat's going to encourage that
mindset shift, and so Idefinitely you know that's just
a big one.
It starts from the top.
So if you expect your team tothink about problem solving this
way, then you should show thatin your approach to difficult
emails as well.
Number three is optimizing yourtime out of the queue.
(22:01):
So when you are in the queue,you are usually head down,
working email to email, workingwith customers, trying to be
human, trying to problem solvewith the right mindset.
But it is really important tomake sure that you have time in
your day outside of the queuefor you to focus on growing as a
specialist, right thatprofessional development side of
(22:22):
things, or growing yourknowledge about your product, or
going back and researching howpeople on your team have
effectively handled emails orcalls or situations, but it
doesn't have to look like thesebig projects.
It really can look like smaller, research-based hours.
For me, what that looks like is, as you're working through
(22:44):
emails, you look for areas whereyou need to sharpen your
knowledge.
You look for those emails thatyou dread.
Think of the emails or thecalls that you're like I hate it
when I get those because Inever feel confident in them.
Well, why don't you feelconfident?
Because you don't know theinformation or the details
around those specific areas.
So take an hour, take two hoursor whenever you can get that
(23:07):
time and put yourself into thatarea and become the expert on it
.
Or reach out to someone who isan expert on it and say hey, can
I pick your brain Because Istill don't feel confident about
this certain area and I want tomake sure that the next time I
get an email that is related tothat, I don't feel a pit of
dread about it.
You know what?
(23:28):
I mean, yeah, and if you'relistening to this and you're a
support person who's alone inthe queue and you're like, well,
this is great, but I'm the onlyperson who does emails and I'm
the only person who's in thisqueue and I just can't get out
of it for an hour.
You know, no one else is goingto take it while I'm out.
Find a slow time and let theinbox be for an hour.
Yeah, it is really important toget out of the inbox.
(23:50):
There's so many reasons to getout of the inbox, one of them
being to grow your knowledge,and if you don't make time for
that, then you're not givingyourself the ability to level up
because you're not givingyourself time outside of it, and
so there are definitely goingto be lulls.
Every single support team seesbusier times and lighter times,
and so if you can find one ofthose lighter times and build an
(24:13):
hour, build two hours into yourafternoon when you can get out
of the inbox and put somefocused work in outside of the
inbox, now, if you're likethere's really no time, if I did
that, then I'd end up with 200emails in the inbox that I'd
have to get done and I wouldn'tbe able to get through them all.
Then maybe you talk to someoneone of your leaders or someone
(24:33):
in the management team and sayhey, is there any way that
someone else could monitor theinbox for a couple hours a week
so that I have the ability to goand sharpen my knowledge in
certain areas, because that'sthe only way I'm going to grow.
Advocate for yourself for thattime, because it's important.
Jordan (24:49):
I mean they call it sharpening the ax, for a reason
Exactly you can't chop through atree with a dull ax.
Priscilla (24:55):
Yeah, it would be annoying, yeah, it would take
longer.
And, honestly, the reality issupport never goes away.
There's always going to beemails to answer.
That's always going to be thecase and for years when I was
working on a smaller team, wejust never did anything else but
support, but emails, butworking directly with customers.
(25:16):
And you're doing yourself adisservice when you do that,
when you don't give yourself anytime to grow and to get better
and, like you said, sharpen youraxe.
So, as a leader, advocate foryour team, you know you probably
control the schedule.
So build time in there for yourteam members to take time out
of control the schedule.
So build time in there for yourteam members to take time out
of the inbox.
It might feel silly in thebeginning to say, hey, I'm going
(25:36):
to kick you out of the inboxfor an hour and I'm going to let
you go and do some self-guidedstudy on what you need to study
and learn more about.
But do that.
I promise you it will make yourservice to your customers way
better when your knowledge isthat much stronger.
Mm-hmm Number four empower yourusers for self-service.
This is pretty standard, but ifyou are not already looking for
(26:01):
ways to educate your customersand help them find their own
answers before coming to you,then you should start that
tomorrow, so you know theremight be some feeling of like
well, I don't want to give themall the answers, but you do
Trust me, you want to give themthe ability to find as many
answers as they can before theycome to you.
(26:22):
It will make your life easierand it'll make their life easier
.
So this can look like lookingfor trends in the inbox when
you're working with customersand putting that in a help doc
and posting it on your site.
So some people probably havefull-fledged, big help guides
that are great and some of youprobably don't, but I would say
(26:43):
it's really important to focuson that education piece, and so
that can look like educatingsomeone on how the tool works in
an email.
Or it can look like identifyingtrends and beginning to work on
help documentation that you canpost publicly so that people
can find their own answers.
If you don't have that in placealready, then that's a really
(27:04):
important place to start whenyou're looking at leveling up
your service and really givingyour customers the ability to
solve their own problems beforethey come to you and that way,
when they do come to you, thethings that you're helping them
with are the ones that arereally more complicated, that
they can't solve on their own.
Yeah, okay.
And then the last one.
This is my favorite, okay, thisis my favorite way to level up
your support this year Celebrateremarkable service.
Jordan (27:28):
Oh yeah, it's easy.
Priscilla (27:29):
Celebrate it.
Yeah, I mean, if you listen tothe companies who have
remarkable support, you'll heara common theme.
They talk about it.
They talk about their support.
They share it publicly.
They share it as a team witheach other.
They talk about the fact thattheir support is a big part of
their product and that it'sreally remarkable.
So Southwest right is all aboutexceptional support, and a big
(27:52):
part of that is that they tellstories internally about really
good support situations andreally good support interactions
with customers, and so whatthey're doing is they're
reinforcing their values throughthose stories.
They're saying, hey, these arethe things we value.
And so I'm going to talk aboutthis story that shows Jordan
exemplifying that value insupport, because that's going to
(28:15):
tell everyone else on the teamthat this is something to be
celebrated and that we're notjust saying this is how we do
things, please do it.
We're saying this is how we dothings.
Jordan just did it and she bleweveryone out of the water and
Jordan's amazing for doing thatand celebrating that story.
And then you get to see andthis is how it affected one of
our customers who now has a muchstronger opinion of whatever
(28:36):
your company is Southwest orBest Brat or whatever it is-
Plus, everyone loves getting ashout out Exactly.
Positive reinforcement is apowerful thing that we really
can utilize a lot more.
It's really big, but it's kindof like the you know the chicken
or the egg question, like whenyou're celebrating support, does
it make those supportinteractions show up more, or is
it because those are showing upmore that you're celebrating it
(28:59):
?
You know what I mean.
It's like that which one isfirst?
So the reality is tomorrow youcan find something in either
work that you've done or workthat a peer has done and
celebrate it publicly to yourentire team.
Yeah, this doesn't have to beonly the leaders celebrating
people on their teams.
It can be a peer-to-peercelebration.
(29:20):
I mean, if you were to be a flyon the wall on our support chat
with Buzzsprout support, youwould see that daily people are
shouting out other people on thesupport team.
And sometimes those shout outsget into the company-wide chats.
Jordan (29:36):
That's what I was going to say I see them pop up all the
time.
It'll be, you know, justsomeone that's in the support
team.
They'll get like a great review, they'll screenshot it and
share it with everyone andthey'll be like, hey, great job,
blake, you're awesome.
And then everyone you know doestheir little like confetti
emojis and hearts and stuff andit's just really fun.
Priscilla (29:54):
Yeah, it reinforces that feeling of oh, the work I'm
doing is important and it ismaking people's days better, and
I have the ability to do reallygood, remarkable service.
And when I do it it getsrecognized.
People see it, and so it's notjust going to Cindy who reads
the email, doesn't respond, andthen where did it go?
(30:14):
And I took all that time to,you know, exemplify this value,
but no one saw it.
And so it's really good tocelebrate your team and
celebrate really good work.
Jordan (30:23):
I think in support too.
You get a lot of instanceswhere you're dealing with rough
cases or someone's not superhappy for whatever reason.
Just getting these kind ofpositive reinforcements really
helps.
It's like if you get a hundredgood comments on something but
one bad comment, you really feelthat bad comment and so it
helps when you get somethingreally big like a kudos, yeah.
Priscilla (30:47):
And I would say, when you're celebrating people,
especially as a leader, as amanager on a team, be specific
about what you're celebrating,like, what is it that they did
that is worth celebrating?
I've been watching thisdocumentary or this docuseries.
It's a couple of years old now,but we're kind of in that lull
between the last football gameand the Super Bowl right now,
(31:09):
and so I'm like, oh, I kind ofwant some sports to watch
because we've got a couple ofweeks, and so I've been watching
this docuseries aboutquarterbacks.
Jordan (31:16):
Oh, I think I was watching that too.
Yeah, is it on Netflix?
Priscilla (31:19):
Yeah, it's pretty good, so good.
But one of the things I'venoticed is Kirk Cousins.
I'm really not a big footballperson in general, but Kirk
Cousins is a quarterback youknow.
I'm learning a lot about himthrough this docuseries, and one
of the things that I've noticedand that he's done a couple
times so far, is that when hepulls his guys over to the
sidelines after a really goodplay, he will take them aside
(31:40):
and he will celebrate them inthat moment and say like that
was awesome, good job.
But then he will be veryspecific about what they did.
That was really good.
So it's not just like, hey,great catch.
It's like, hey, most peoplewouldn't be able to do what you
just did and to come back fromthis route and then cut to the
side and catch the ball.
But you did that, bro.
Yeah, it's so like intentionaland specific and it reinforces
(32:03):
that specific action that youwant everyone to do, naturally.
And so if you, when you'recelebrating those wins, be
specific, tie it back to thevalues that you as a team value,
the things that you value.
Tie it back to that so that, asother people on the team see it
, they will want to find ways toshow those values and hopefully
(32:25):
get shouted out and try to makesure that everyone's getting
that kind of celebration whenyou can.
That's such a good example.
Yeah, I saw it and I justthought, man, the way he did
that was so good.
If I was getting that compliment, it would feel so much more
impactful than just saying, hey,great job catching that.
But like, oh, you noticed thatwhat I just did was hard and
that I did that well.
(32:45):
That makes me feel reallyreally celebrated and really
good.
So, as a leader, you know,celebrate your team when someone
does something good.
Make noise.
Make noise in front of thewhole company.
Sometimes a customer will writeback and say oh, kara, you're
so wonderful.
And Kara will have alreadysigned off for the day.
And I'll respond and I'll sayshe is wonderful, here are the
things that I think she's greatat, and I will celebrate Kara to
(33:06):
the customer.
And then that is another levelof celebration for Kara, who is
seeing then that her leader, hermanager, is coming in and
reinforcing that with thecustomer and saying you know,
you're right, we are reallylucky to have Kara on the team.
Thank you for noticing that.
Jordan (33:22):
Oh, that's so cool.
Priscilla (33:23):
I love that, yeah, okay.
So just quick recap five thingsthat you can start doing
tomorrow or today.
If you're listening to this onyour way to work before you sign
into your email queue, you canhumanize your emails more.
Take that step up and write topeople like you.
Talk and see them as the peoplethat they are.
Shift your perspective onproblem solving.
(33:44):
Look at it as a fun thing thatyou get to investigate and
figure out and make someone'sday.
Don't view it as here's a listof emails I have to get through
so that I can clear an inbox.
Optimize your time out of thequeue.
Advocate for yourself and findtime to leave the queue so that
I can clear an inbox.
Optimize your time out of thequeue.
Advocate for yourself and findtime to leave the queue so that
you can sharpen your knowledgeand grow your knowledge about
(34:04):
the areas in the inbox that youdread.
Empower your users forself-service.
Focus on educating users sothat they don't have to come to
you every time they have aquestion, but that they can find
those answers themselves andthen celebrate remarkable
service.
Whether you're a specialist ora leader or a manager or the CEO
of a company, when you see goodwork, make noise about it.
Jordan (34:27):
I feel like these are all very doable, priscilla.
Good job, I think so too.
Priscilla (34:35):
Okay, it's time for Support in Real Life, our
segment where we discuss reallife support experiences.
This week, I am bringingsomething to the table.
Yeah, I have a pop culturesupport story to share.
Okay, so there are two seasonsthat I love, you know.
People ask about like, what'syour favorite season?
Fall, summer my two favoriteseasons are baseball season and
awards season.
Jordan (34:56):
Very Moira Rose of you.
Priscilla (34:58):
Yes yes, Luckily for me they do not overlap, so when
baseball is on hiatus we moveinto awards season, which
usually is like January,February, March, maybe a little
of April.
Jordan (35:11):
Yeah.
Priscilla (35:11):
And so that always gets kicked off Awards season
always gets kicked off with theGolden Globes, and so this
happened earlier in January, butit really stuck out to me and I
just thought it was wonderfuland I wanted to share it on the
podcast.
So, jordan, I think you have aclip, I do.
Jordan (35:25):
Oh, golden Globes.
Thanks as well, yeah.
Priscilla (35:27):
Whoever else I forgot , I do apologize.
You know what you mean to me.
Oh, craft service, our greatdame, yeah, yeah, yeah, no, no,
no, no, no, carolina, carolina.
On those cold winter nights inNew York where I was the only
one overheating, she'd be therewith a coconut water every half
an hour, calling you Carolina,god bless you.
She kept the whole crew going.
(35:47):
She's craft service, see you.
Ok, so what we just heard wasColin Farrell, who's an actor
accepting an award for a part heplayed in a TV show called the
Penguin, which I haven't seen it, but I think it's like Batman,
dc Comics related, oh yeah, buthe plays the penguin and he has
a lot of prosthetics on in thischaracter, and so what he's
(36:11):
talking about is someone incraft service named Carolina who
made sure that he was stayingcool by bringing him coconut
water while he was on set.
And he says, like in those coldnights, I was the only person
overheating and she was therewith me, giving me my coconut
water to keep me going, and itwas like such a cool moment to
(36:34):
have someone, like in a supportrole, shouted out on a big stage
and thanked for what could beseen as a very small act, but
the reality is it had a bigimpact.
If he wasn't able to stay coolin his prosthetics and the
character get up he was in, thenit would have affected his
acting and Carolina, whoprobably was like, yep, this is
(36:58):
an annoying role.
All I have to do is give thisguy his coconut water whenever
he wants it.
I mean and I don't knowCarolina, so I don't know how
she viewed it, but the fact thatshe did it and it made an
impact on him enough that whenhe accepted the award for that
role, one of the people hethanked for helping him get to
that award was the person incraft service who made sure that
(37:21):
he had a cold drink when heneeded a cold drink.
Jordan (37:23):
Watching the full clip.
He very quickly thanks, youknow, producers and directors,
and like all these actors andlike they're doing such a good
job, and then he goes oh butCarolina, with the coconut water
and he takes so much time forher.
Priscilla (37:39):
There's a change of his inflection, his like passion
, when it comes to it.
He's thanking these actors thathe's working with, he's
thanking these producers andthese directors, who have all
done amazing work.
But then, when he remembersCarolina, he goes oh my gosh,
but how could I have done itwithout Carolina?
Because she was the one whokept me cool.
Jordan (37:59):
Yeah you can feel it in your soul how much he loved her.
Priscilla (38:04):
And his accent, his accent, helps a lot.
I just love his accent, but itis just one of those things.
When I saw it, it made me sohappy and I was like I have to
talk about this on a podcastbecause it's one of those things
.
You think sometimes that thework you're doing every day does
(38:25):
not have the ability to makebig impacts on people, and that
cannot be farther from the truth.
As a support professional, youare coming alongside people.
In whatever company you workwith, whatever product you're
serving, you're coming alongreal people who have questions,
who need assistance, and you arebeing the person who's helping
them.
Yes, it's possible that youhelp people and they don't
remember it and they just moveon with their day, but the
reality is there are going to bepeople who are impacted by the
(38:47):
service you're providing in somuch of a way that it makes them
do their job better, it helpsthem to succeed, and that's
really cool.
And so if you're doing customersupport and you're feeling like
you're not making a difference,just remember Carolina, who was
craft service.
You know which is the food anddrink of production and she's
(39:08):
probably cold late at night andshe's doing this pretty
thankless job and then she turnson the Golden Globes, where
Colin Farrell is so overtlyshowing her that he appreciates
her work and that her work madean impact on his work.
I just think it's such a coolthing, so hopefully that can be
an encouragement if you'refeeling like your work isn't
(39:29):
important because, oh my gosh,it's so important.
Jordan (39:32):
Thank you so much for bringing that story in.
I just love that.
It gives me such a big smileLike I'm ready to take on
anything today.
Priscilla (39:39):
Yes, so if you have a question or a support story or
a situation or some kind of youknow, shout out that you want us
to discuss.
Send us an email at happy tohelp at buzzbratcom, or use the
text the show link in ourdescription to text us directly.
You may hear your question orstory discussed on a future
episode of the podcast.
As always, if you liked thisepisode, share it with someone
(40:01):
that you think would benefitfrom it, or you can leave us a
review on Apple Podcasts.
We would love to hear from you.
That way.
Reviews are really helpful justto let people know why this is
an important podcast to listento.
I'm excited to jump into seasontwo with you, Jordan.
We're going to have some reallygreat episodes coming up this
year, and so I am really excitedabout it, and I hope that this
one starts everyone out on likea strong foot as they enter 2025
(40:25):
and look to level up theircustomer service.
Well, thank you everyone forlistening.
Now go make someone's day.
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