September 29, 2024 • 31 mins
I love the word legendary. But when it comes to your work or your business, how to you become legendary?
Think of a popular brand you know, like Apple, Harley-Davidson or Disney.
When you see or hear these names, does something click in your mind that goes way beyond mere familiarity?
Of course, you know about their product or service offerings, but I'm willing to bet you have a much deeper, more profound, and even emotional connection to these businesses.
(Think about the long lines of people camped outside the Apple store every time they launch a new iphone).
These aren’t just brands; they’re legendary brands.And they don’t just have satisfied customers (like you); they've created raving fans—the true believers who buy every product, who spread their message and who will stand up to defend the honor and reputation of these multibillion-dollar corporations.
(Full transparancy here: I'm a loyal Apple user. I currently own what is my 5th iphone, and a macbook pro, mac mini, imac and ipad - and do my video editing on Final Cut Pro)
But, for the small business person, what can you learn from these big companies that can help make your own brand legendary?
Well that's what this week's guest, author and consultant Scott Wozniak broke down for us.
Scott's the author of "Make Your Brand Legendary: Create Raving Fans With the Customer Experience Engine."
Scott shared the set of systems he's discovered that all the great brands use to create raving fans that he calls the Customer Experience Engine - a simple tool to help leaders become legends.
So, if you're wanting to create those same kinds of raving fans that always seem to dominate dinner-party conversations and online chat boards then listen up!
Resources
Connect with Scott Wozniak
Ready to turn your expertise into visibility and demand—without feeding the content machine?
📞 Schedule your FREE “Standout On Video” call here: standoutcall.com
Because when you start showing up with clarity, confidence, and the right content—your ideal clients won't just notice you. They'll choose you.
Thanks for tuning in. If you found this episode helpful, share it with another expert entrepreneur who’s ready to stop blending in.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Scott Wozniak (00:05):
It's this personal touch.
See, we think the question yourcustomers start asking now is
do you care about me, do you seeme, do I matter to you, or or
is this just another transactionfor you?
This is like one of those deephuman desires is people want to
be seen and liked.
Once or twice a year, do one ortwo things and you'll blow
their mind.
I mean, it's not thatcomplicated.
(00:26):
Once or twice a year, you justdo something that says, hey, I
know you, you in particular, andthat little personal touch
unlocks this next kind ofrelationship and it feels like
this is a relationship, not justa transaction.
And so, yeah, build trust, canwe count on them?
And then now I want to know doyou care about me?
We just little things, say Iremember you in particular and I
(00:48):
like you, and that that unlocksanother category of customer
relationship.
Brad Powell (00:58):
Welcome to the Standout Business Show, where
it's all about making a biggerdifference by doing business
differently show, where it's allabout making a bigger
difference by doing businessdifferently.
I'm Brad Powell, your standoutbusiness coach, and today we're
asking the question is yourbrand legendary?
So I want you to think aboutany popular brand that you know,
(01:19):
like Apple, harley, davidson,disney and when you see or hear
these names does something justkind of click in your brain that
goes way beyond merefamiliarity.
Of course, you probably knowabout all their products and
services, but I'm willing to betthat you have a much deeper and
(01:39):
more profound, even emotional,connection to these businesses.
Like, think about the longlines of people who are camped
outside Apple Store every singletime they'd launch a new iPhone
.
These aren't just brands, theyare legendary brands.
They don't just have satisfiedcustomers like you, they've
(02:00):
created raving fans.
They buy every product.
They got an iPad and I do allmy video editing on Final Cut
(02:30):
Pro.
So, like I'm, I'm goner.
But for the small businessperson, like most of us, what
can we learn from these reallybig companies that can actually
help make your own brandlegendary?
Well, that's what this week'sguest who's author and
consultant, scott Wozniak.
(02:52):
He's going to break this downfor us.
Scott's the author of Make yourBrand Legendary Create Raving
Fans with the CustomerExperience Engine.
With the Customer ExperienceEngine, scott's going to share a
set of systems that he'sdiscovered that all the great
brands use to create raving fans, that he calls the Customer
(03:13):
Experience Engine.
It's a simple tool to helpleaders become legends.
So if you're wanting to createthose same kinds of raving fans
that will always seem todominate the conversations on
social media and online chatboards, then stay tuned and
let's start the show.
All right, scott, welcome tothe show.
Scott Wozniak (03:39):
Man, it's so good to be here.
Thanks for having me here.
Brad Powell (03:46):
Thanks for having me.
Yeah, and you know, when itcomes to looking at really large
companies like Apple, forinstance just about the biggest
and most lucrative company onthe planet a small business guy
like myself goes oh, they justmust have some kind of magic
trick.
Like how do they do this interms of getting people who are
dyed in the wool longtime Applefans always going to show up?
You know the day of the nextbig event that they pull, and it
(04:10):
just keeps happening again andagain, and again.
And it's like well, you know howdo I compete with that or how
do I do anything like that?
And what I really like aboutthe book that you've put
together is that you've removedsome of that mystique around it
and really boiled it down tosomething very simple.
So talk about that a little bitas we open up this conversation
(04:30):
, like how your approach hasbeen really in big part to kind
of simplify this idea of oh gosh, you know they're giant, they
have tons of resources and money.
I could never do anything likethat.
Scott Wozniak (04:44):
Yeah, it comes from my career.
So I became a consultant, wastraveling, trying to help people
do things, and I got a coupleof niche specialties.
And then, long story short, Ihad a really unique opportunity.
I happened to go to high schoolwith some of the folks that own
and are senior leaders at theChick-fil-A headquarters, you
know.
Back then this is 30 some yearsago I was like, hey, good luck
(05:06):
with your little restaurantcompany.
I hope you make it.
Yeah, they're going to make it.
So I became this consultant andthen I was visiting home,
hanging out with my old highschool buddies, and they're like
, wait, maybe you should come dothis for us.
And so I had a really uniquejob, and that job forced me into
this simplification processyou're talking about, because I
(05:26):
didn't run a department, Ifloated across the company and
my job was literally this gotravel the world, go inside the
great companies, learn how theydo it like several of them and
then come back and teach usabout it.
And it was that come back andteach us about it.
That was the challenging part ofhow do I summarize what I've
done the last nine months withthese seven companies, or five
(05:47):
groups?
How do I explain it?
What are the commonalities?
And as I started doing that, wewould just pick an area hey, we
need to fix this area orimprove this zone, or how do we
change that.
And we started noticing apattern.
Like man, all of them have someversion of this and all of them
have some version of that.
And then I would go to anothercompany and say, hey, we started
(06:09):
with Chick-fil-A.
Hey, let's do this.
And eventually I wrote a coupleof books and long story short,
felt like I needed to leave andgo build my own firm and the
first client assigned me wasChick-fil-A.
So I get to keep working withthem, but now I've helped them
like this translation prompt.
It's the fun part is thelearning part.
Where I really probably makethe most value is translating,
communicating all that back intosome format that a different
(06:29):
industry or a different settingcan use and say, okay, yeah,
here's the surface, but this iswhy this is what made it work,
here's the tool they used, andyou should put different numbers
in there, but it's reallyturned out to be.
It's not magic.
I mean I love the way you saidit.
Right, there's a mystique aboutit and that's part of the fun.
But if you're a leader tryingto build it, it's the same kind
(06:52):
of engine and that's part of whyI love this engine metaphor.
Engines are predictable,engines are systematic and they
also are under the hood.
Right, you have this beautiful,shiny exterior and you and I
might have a totally differentcar body, but we can wrap the
same engine inside of all thatSay, okay, what's driving us?
You've got this sweet aconvertible sports car and I've
(07:16):
got a truck, but we both havethe same engine that pushes us
at the same speed and samedirection.
It really isn't magic, it's asystem, it's a set of systems
that when you stack them, theyjust work.
And in fact, let me give onemore little bonus here, because
right about now, in myexperience, there's some folks
who are listening.
Maybe you're watching andyou're like okay, this isn't for
(07:38):
me.
Like all the people you'retalking about are consumer
brands.
Right, they sell Harley, right,chick-fil-a Disney theme parks.
That's the division.
I've not spent my time inDisney conglomerate.
I've spent a lot of time withthe theme park leaders figuring
that world out.
But you're like listen, I'm nota theme park, I don't sell, you
know, sexy electronics likeApple.
Like, we're B2B, we'retechnical, it's kind of a price
(08:00):
sensitive market.
You can't do it for me andthat's just wrong.
I have seen, I've worked withpeople doing this in the
technical B2B spaces, fromconstruction, manufacturing,
chemicals, government industries, nonprofits, like the kind of
categories you'd say you justcan't do it and it's being done.
It may be more challenging foryou legitimately, but that means
(08:25):
when you install these systemsyou'll just stand out that much
more because no one else in yourspace is doing it.
Brad Powell (08:31):
Yeah, Okay, Well, let's just walk through it.
I mean, if the idea is that youcan put the same engine parts
under the hood of your businessvehicle and you know, I've been
watching these British mysteryshows there's one.
Recently I came across onethat's called Dog Leash and the
(08:53):
guy who's like a chief inspectorfor Scotland Yard and he drives
a 1971 Jaguar, it's now like myfavorite car.
It's like I don't know whereyou get one of those, but I sure
want one.
So anyway, I want to put mycool legendary brand engine
under the hood of that car.
Scott Wozniak (09:14):
Nice choice.
Brad Powell (09:16):
So where do I start ?
Like, what's the very firststep?
Now, I've read the book and Ikind of know some of the answer,
but you know for the lay personout there, where should they be
thinking?
Scott Wozniak (09:25):
Yeah, brad, it starts the fuel that pours in
the engine we call customerinsight.
Do you really know yourcustomers?
And what we find is most peoplehave customer data, not
customer insight.
Right, they know facts, whatthey buy, when they buy, where,
but they don't know why.
Why'd they pick you?
What is it about you?
They like why are they stayingaround?
(09:47):
What parts don't they careabout?
Bigger question what are theytrying to accomplish because of
you?
I mean hard truth.
They don't care about yourstuff.
They care how your stuff makestheir life better.
So if you don't know their lifegoals, their business goals,
then how can you designsomething better and faster and
make more effective?
And I see a lot of people throwwasted effort and time because
(10:08):
they don't have real insightdriving their engine.
They just kind of raw data.
And so this is where we startis how well can you describe
your customer, their goals,their life and where you fit in
it, and the more insight andunderstanding and depth you have
on really who you serve theeasier everything else is.
Brad Powell (10:31):
Yeah, I think that's one of the mistakes that
a lot of people make in theirthinking about this.
I mean, simon Sinek blew upbecause of.
He always say start with why.
And to me it's like yeah, okay,well, that's cool, Like, why are
you doing this?
Like you know that's, that'sgreat for you, but it's really
like, why does it matter to me?
Yes, start with their, why itreally wants to be turned around
.
That's a big miss trick, Ithink, in a lot of people when
(10:55):
they read you know, start withwhy I went okay.
All I have to do is sort ofprofess my the mission that I'm
on and why I'm so purposeful andI'm done.
Yeah, it.
Scott Wozniak (11:03):
Yeah, it's the old field of dreams myth.
Right, if you build it, theywill come.
And if, like, if you have abeautiful why?
And so you get these reallysmart people who bury themselves
in their garage for a yeardreaming and crafting and then
they throw it in the market andhope somebody reacts.
It works sometimes, but onlysometimes.
If you really want to do this,you start with your customers
(11:25):
why and what they care about andwhere their pain points are and
their dreams.
And then you reverse engineerand say, well, now let's go in
the garage and build somethingthat will solve that problem and
it's much less risky.
People think being anentrepreneur is crazy risky and
it only is if you get thesebackwards, if you actually know
your people well.
This isn't a wild swing in thedark that you hope somebody will
(11:49):
like um, it's like no, I knowwhat they want.
Brad Powell (11:51):
they want that yeah , right, exactly if you can do
something where they feel likeyou're reading their mind.
Scott Wozniak (11:59):
Yeah.
Now what's interesting is Apple.
Apple got there but didn't getthere through a passive process.
This doesn't mean you abdicateyour your creativity, doesn't
mean you don't put something newor different in the world.
There's the old, famous HenryFord quote where he said hey, if
I would have asked my customerswhat they wanted, they would
have said a faster horse.
(12:20):
Jobs was kind of infamouslyarrogant about how he knew
better.
It turns out he did actuallyknow better.
I don't know that means weshould be as arrogant as him.
But how he knew better wasbecause he went deep in that
world, worked with those people,knew that stuff, and it was a
bunch of his personal insightsthat were driving it.
So I would suggest there werecustomer insights driving
(12:44):
Apple's creative decision.
Makingmaking.
Now, now they do a lot ofreally advanced, world-class
customer insight work.
But even then jobs was usingcustomer insight.
He just was using his ownpersonal experience to drive
that.
Um, quick example in the earlymax he put fonts on the machine
and like it's just a businessmachine, nobody cares about the
fancy font.
(13:04):
And he had personal experiencewith calligraphy in college that
led him to say, hey, this isactually more meaningful to
people than they realize.
I saw the passion of whathappens.
So again he, he tested it inthe real world.
Um, he just he was a one-mancustomer insight team.
Uh, so I don't recommend thatapproach because that's
(13:24):
increasing the risk.
You better hope you don't makemistakes.
Brad Powell (13:28):
And.
Scott Wozniak (13:28):
FYI.
He made a lot of mistakes andalmost some of his in-between
eras, some of those companiesall collapsed and failed because
he did not get the customerinsight correct.
But yes, even Jobs and Ford hadan insight on what the
customers wanted.
That doesn't mean you do whatthey say, but you do understand
(13:48):
them right.
Customers are really good atdescribing their dreams and
pains.
They're really bad at tellingyou how to fix that.
That's your expertise.
So you do bring something tothe table they don't have.
But it starts with what do theyreally want?
Brad Powell (14:04):
Yeah right, all right.
So if we have some semblance ofwhat our customers are thinking
, the next step you calloperational excellence, which to
me it seems a little bit likewell, table stakes, you know,
like if you're in business youneed to be good at it and that's
.
It's not even necessarily adifferentiator, it's just like
(14:26):
well, we do this good work.
But how do you describe thatlevel and how do you help people
set the bar so that it's highenough?
Yeah, In the excellence realmof the spectrum.
Scott Wozniak (14:38):
Well, brad, I'm not surprised that you consider
that table stakes.
Just getting to know you,getting ready for this, that's
who you are.
How do I put this gently?
You're not standard.
There's a lot more people whoare close enough when it comes
to operational excellence andthey want to move on to the
fancy stuff.
Close enough doesn't count, notin this category.
(15:01):
See, the problem is, when wethink about excellence Maybe
it's me, maybe you're one likeme, if you're listening I want
to think about how good it canbe when it all comes together.
Right, I got proprietary toolsand smart people and techniques,
and this is how excellent weare.
But that's not how yourcustomers are thinking.
Your customers are asking can Itrust you?
(15:21):
Can I trust you?
And trust is a differentcalculation than how smart and
cool you can be sometimes.
The key is consistency, and thisis the mistake we make.
We get close enough, and I cantalk about several really big
brands that have really coolstuff, but it's inconsistent.
And here's the hard truth welearned being inconsistently
(15:44):
excellent earns the same trustas consistent failure.
You don't get partial creditfor partial excellence.
Right, like, let me think aboutit.
Right, like that guy, he's agreat employee.
I mean, he steals from us onceor twice a year, but the rest of
the year he's a great guy, welove him.
No, you trust him or you don't.
There's no half trust and thisis the problem with the brands.
(16:06):
Like we get there, but you knowwe dropped the ball one out of
every 10 times, um, and I'veseen brand after brand, like
famous ones I could name, thatget wrecked because they get
about 90% consistent and you'relike I got kids in school like
high schoolers, right, hey, 90%is not a bad grade A minus two
plus Dude, as a business, 90%will wreck your trust.
(16:27):
And then you go do the fancystuff and they don't believe you
and you're not getting anycredit for it.
You've got, and it's noteverything, but there's a few
things, four or five.
You got to get these right ornothing else matters, and so,
honestly, that's not my favorite.
I nothing else matters and so,honestly, that's not my favorite
.
I like the crazy fancy,innovative stuff, but I learned
(16:50):
the hard way early in my career.
Without some fundamentalsconsistent every time, you don't
even have the option of doingthe fancy stuff that makes them
raving fans.
Brad Powell (16:56):
Yeah, that really resonates.
I mean, I think it's really, asyou say, like in terms of
building trust.
It's all about the relationshipthat you can build with your
clients and customers over thelong term.
Yes, yes, you know, and I meanthere's nothing like people who
will come back for more to growyour business and the ones who
(17:17):
not only will they come back,but they'll tell their friends
why they keep coming back.
Yeah, and you can't get thatkind of loyalty without a really
close and trustful relationship.
Scott Wozniak (17:31):
Yep, and there are whole industries where
everyone's kind of given up onsome parts of it, like, ah, it's
just too hard, you can't do it.
And if you show up as the oneperson that does this right, I
mean honestly, this isChick-fil-A.
In the early days they didn'thave.
When I was first knowing them.
I mean they had fans but theydidn't have most of the stuff
people think of.
That's like make them sospecial their drive-thru.
(17:54):
When I first got to know theseguys, they were almost entirely
mall restaurants.
There were no drive-thrus.
The cow campaign hadn't beencreated.
That's the eat more chickenstuff.
None of that.
I mean, brace yourself, brad.
They didn't even haveChick-fil-A sauce.
These were the dark ages, man,and people loved them.
You know why?
Because they were one of thevery few fast food places that
was always fast, clean, friendly, the food was hot.
(18:17):
I mean they just nailed thebasics and that alone is enough
to build a solid brand.
Because nailed the basics andthat alone is enough to build a
solid brand, because, sadly,like most fast foods, like I
mean it's not going to be goodbut it's fast, um, and like,
wait, you can do good and fast.
This is crazy.
So so, yeah, maybe you're in acategory you're like it's just
so hard.
This is your chance.
(18:37):
If, when you get that right,when you figure out all the
systems that make it win, um,you'll be like.
I'll give you a great example.
One that's rocking and rollingright now is Bucky's gas
stations.
I don't know if you've messedwith the Bucky's or seen this.
They have raving fans.
They don't sell gas anydifferent than anyone else, but
the way they do it, the bathroom, they're spotless and huge.
(18:59):
The little touches, the staffpeople go crazy for it for a gas
station yeah, well, you knowthat.
Brad Powell (19:08):
That reminds me in when I was young and it seems
like eons ago we're talking lastcentury but you could go to a
gas station and they do thingslike check your oil and and wash
your windshield.
I mean that was just sort ofservice man, the basic thing.
And then they'd also like Imean they were like your
(19:30):
neighbor, almost, you know, likewe knew the guy at the filling
station and we always went tothe same one because he was like
our friend of ours, you knowand that that's just doesn't
exist anymore.
And how hard could it be, Likehow hard could it be for any
single filling station, brand orcompany or chain to you know,
(19:51):
up their game just slightly.
Scott Wozniak (19:53):
Yeah, small difference, big impact.
Yeah for sure?
Brad Powell (19:57):
All right, well, I get a sense of that.
So now we're going to move onto the third part of this, so
jump in and tell us what that is.
Yeah.
Scott Wozniak (20:05):
So talk about small things.
When we do the diagram,operational excellence is a big
fat gear.
Right, it's a lot of time andeffort and work.
It's the momentum generated bythat.
You drop little gears and theyjust kind of run off that.
So this next one in the diagramis a tiny little gear.
(20:28):
No-transcript.
Do you see me?
Do I matter to you, or is thisjust another transaction for you
?
It's like one of those deephuman desires is people want to
be seen and liked, and so not alot.
This is where this is, unlikeoperational excellence, where
you're always trying to get itjust consistent.
Once or twice a year, do one ortwo things and you'll blow their
(20:50):
mind.
You don't have to be all timebest friends, but just like I'll
see you and it's personal stuff, like we'll use your name,
we'll say Brad, not dearcustomer, we'll talk about your
specific company or yoursituation, or we'll even put
your name on it.
Or maybe there's some tech thatjust proactively reaches out to
you.
This is not like something wentwrong, I'm going to be nice in
how I fix it.
It's like, hey, nothing's wronghow you doing, just checking in
(21:12):
what's happening in your world,and so this kind of proactive,
personalized custom stuff, oneor two things.
Give them a gift If you're inB2B or maybe you're more retail
and you're just going to do sendthem a little message or a note
that's personal to themhandwritten cards, I mean, it's
not that complicated.
Once or twice a year you just dosomething that says hey, I know
(21:33):
you, you particular.
And that little personal touchunlocks this next kind of
relationship.
It's just like we were talkingabout with the filling station.
He remembers you and knows yourname, that's it.
He doesn't have to like handyou, you know, a box of
chocolates every week and cometo your house.
The little touches are likethat's my guy, and it feels like
(21:55):
this is a relationship, notjust a transaction.
And so, yeah, build trust, canwe count on them?
And then now I want to know doyou care about me?
We just little things Say Iremember you in particular and I
like you, and that unlocksanother category of customer
relationship.
Brad Powell (22:12):
Yeah, and this ties in actually really nicely with
the next gear, which is thememorable moments.
And I want to just point outthat all of these things and
this is like on with the themeof the show, of standing out,
like all this stuff is the wayin which you're differentiating
yourself.
If you're doing these piecesand adding them, sort of
stacking them together all of asudden, you're quite distinctive
(22:34):
from just about the wayeverybody else is operating.
So let's talk about doingsomething memorable, because I
think this is one of the.
This is the stuff that excitesme.
It's like oh yeah, of course wewant to create something that
will stick in people's minds andown that bit of mindshare.
Scott Wozniak (22:51):
That's it, okay.
So, if we've done everythingbut memorable moments, they love
us and they aren't tellinganyone about us Just because we
learned people don't tell facts.
They don't even tell theirfeelings, they tell stories.
So we have to create thislittle story that goes viral.
Or, as you said, memorablemoment is what we call it,
something that pops.
(23:11):
And here's the key the mistakewe made in the early days trying
to figure out how to get peopleto talk about us, as we tried
to talk about ourselves.
I mean, it's logical, right?
Hey, if I could show you howawesome I am, everybody will
come, and so I'm going to useStar Wars as the metaphor.
I used to think, hey, I want tobe Luke Skywalker, I'm the hero
(23:36):
, right, and everybody, comecheck it out.
I got cool Jedi skills and andthey might even believe I'm a
Jedi and it's not going to work.
Uh, what we have to do is makea moment that celebrates our
customer, not ourselves.
They don't want to tell them.
There's my story, they want totell their story.
So we make a moment that honorsthem, that celebrates something
they're doing.
Well, now, how do we getbusiness value out of it?
If they're the hero of thestory right.
If they get to be Luke or Ray,we play the role of Yoda.
We are the wise mentor, theguide that helps them realize
(24:00):
hey, you're not a moisturefarmer, you're going to change
the galaxy, you're awesome.
So we make a big deal out ofthem and we in a way say, hey,
we're able to help you get there.
We're the people that help youreach this goal.
You see the customer insightscoming back into play here.
Like what do they want?
Hey, we're going to help themget there.
And then we're going to say,hey, we're so glad we got to
help you get there.
(24:21):
Look at how awesome thesepeople are, everybody.
And this can be B2B.
You celebrate the company andits projects.
It can be a B2C kind ofpersonal thing where you
celebrate the individual lifeand the choices they're making
and you make a big deal out ofthem.
Again, little gear once or twicea year you do a little
something that pops andcelebrates one slice of your
customers and then you give thempictures and tell that story.
(24:43):
They will go viral nuts withthis.
And then they'll tell everybodyman, you got to do stuff with
these guys.
That's how I got to be soawesome.
They might humble brag a littlebetter, but that's really
what's going on is that they geta chance to feel good and shine
, and we set them up for thatsuccess and you design those
moments.
Now there's a little similaritybetween the personalized service
(25:03):
and the memorable moments.
They're both kind of make themspecial, but personalized
services are really unique for aspecific individual, using your
name, your situation, whereas amemorable moment can be a
little stronger.
For example, like you, can havea really strong start when
somebody signs up for the firsttime with you.
You do this big, epic kickoffthat makes a big deal of how
awesome they are and the choice.
They're the kind of personthat's willing to do this and
(25:25):
step forward in their life, andaren't you great?
Remember, we're celebratingthem, but you got a whole
packaged experience and it mightbe pretty much the same package
for everybody.
So it's more standard than thepersonal touch or grand finish.
Some of you are project basedand you want to do a grand
finish, or maybe there'ssomething that happens in their
life not your life and you showup to elevate the moment for
(25:47):
them, and so there's a lot ofways to do this, but it tends to
be more standardized and thepersonalized stuff is more
individual, tiny messages, andso they combine in a really
powerful way where I'm like, hey, I see you, brad, I'm doing
this, and then, once in a while,I throw an Epic event and you
qualify and let's honor you as apart of that.
Um, it gets really, really cool, and that's when things go
(26:10):
viral, that's when yourcustomers bring you customers,
who bring you customers, andthat's when it's like buckle up,
because you're in a growthengine, man, and that's how you
take a little brand like Appleand turn it into the behemoth is
because it's just like you justkeep cranking this engine man.
Brad Powell (26:27):
Yeah, well, I really like some of the examples
that are in the book have to dowith things that are you
wouldn't really think aboutdoing anything like this.
You know fairly boring stuff,like people in construction, but
when they're done, like at thefinish of a project, that's when
they can do some kind ofcelebration and yeah you know,
everybody involved startsfeeling really good about it.
Scott Wozniak (26:51):
Yeah, those guys, your end is their beginning
right, like they're about tolaunch.
So, literally some of ourclients have bought red carpets
and people like, show up andhave a red carpet moment and not
look at us the clients walkingthe red carpet.
It gets really fun.
Um, yeah, and and I can tellyou this is a really satisfying.
I told you this is the stuff Ilove most.
(27:11):
Uh, this is really delightingand satisfying them and it makes
me feel really good, like I'mlegitimately celebrating
something they're doing.
Well, we need more of that inthis world.
There's way too many cut peopledown moments.
Man, more of us need tocelebrate the parts that are
working.
Brad Powell (27:27):
Yeah, for sure, all right.
Well, we've kind of gonethrough all the gears and we're
getting close to the end of ourtime today.
If there's just one more thingthat you'd like to throw in
around, how to be legendary?
Scott Wozniak (27:40):
what would that be?
Yeah, great question.
I would say.
The number one piece of advicewe give to people who are
starting this process is do anassessment of your current
reality.
So I'm gonna oversimplifystrategy and company building.
It's Google Maps.
Where am I today?
Where do I want to go?
What are my route options toget there?
Pick one right.
(28:01):
And the mistake most people makeis they assume they know where
they are and they spend alltheir time dreaming about where
they can be and talking routesand they get in arguments or
waste resources because theydon't really fully see where
they are.
Do a deep dive assessment.
A lot of companies are like theold allegorical bunch of blind
men trying to describe anelephant.
Right, they all are touching adifferent part and they have
(28:24):
wildly different descriptions,like it's a big fat tree trunk
and no, no, this is a big floppyleaf, and they're all accurate,
but none of them are seeing thewhole picture, right.
So this is what we see a lot ofcompanies is the leaders get
together and they all have adifferent view and they assume
they all agree and they assumethey know what's going on.
And, man, your customers havegrown and changed.
(28:44):
The market's changed.
Maybe you just grew as acompany and the way you show up
is differently, and so you'rerunning on old data or narrow
data or both, and so get a deep,honest, serious assessment of
where you are, and what you willfind is it radically simplifies
like oh well, if, once we allsee this, well, man, we know we
(29:05):
should do this and this.
Those are clearly the top twothings that will make us better
in the next year or two.
Let's go do that now, and sodon't assume, do an assessment,
and that unlocks so muchmovement forward here.
In fact, I would say do anassessment on the engine right,
like pick each part.
Say, how do we do with acustomer insight?
How's our operationalexcellence?
Like, check, check, check,assess your engine and gosh, it
(29:28):
should be pretty clear what youought to do next.
Brad Powell (29:30):
Right, all right, well, that's so great.
This is way cool.
If people are now inspired,they want to either get ahold of
you or they want to go buy yourbook.
What's the best way for them toreach out?
Scott Wozniak (29:43):
Yeah, check out my company.
I've got links to my personalpodcast and newsletter, the
company stuff.
We help you with assessments ordo training and all that fun
stuff.
So any of that's interesting.
Here's the company.
It's swazconsultingcom.
That's S-W-O-Z consultingcomand you got links to everything
there.
So, yeah, check us out onswazconsultingcom and, hey, if
(30:05):
we can help you even just bygiving you some cool ideas from
our newsletter, go be legendary.
Don't settle for regular.
Brad Powell (30:12):
Right, there you go .
Go be legendary.
All right, scott.
Well, I'll make sure that linksto your site are in the show
notes, and thank you so much forcoming on today.
This has been great.
Scott Wozniak (30:24):
Yeah, it really has.
Thanks, Brad.
Brad Powell (30:32):
All right, and for those listening at the end, I
just want to remind you that ifyou want to go and grab the
entire archive of the StandoutBusiness Show, just go to
standoutbusinessshow.
It's all there, all the audio,all the video, all the extra
show notes and freebies that theguests have dropped in there.
You can binge to your heart'scontent.
(30:52):
We go live every single Tuesdayat 11 am Eastern Time, and
until the next time, so long.
It's this personal touch.
See, we think the question yourcustomers start asking now is
do you care about me, do you seeme, do I matter to you, or or
is this just another transactionfor you?
This is like one of those deephuman desires is people want to
be seen and liked.
Once or twice a year, do one ortwo things and you'll blow
their mind.
I mean, it's not thatcomplicated.
(00:26):
Once or twice a year, you justdo something that says, hey, I
know you, you in particular, andthat little personal touch
unlocks this next kind ofrelationship and it feels like
this is a relationship, not justa transaction.
And so, yeah, build trust, canwe count on them?
And then now I want to know doyou care about me?
We just little things, say Iremember you in particular and I
(00:48):
like you, and that that unlocksanother category of customer
relationship.
Brad Powell (00:58):
Welcome to the Standout Business Show, where
it's all about making a biggerdifference by doing business
differently show, where it's allabout making a bigger
difference by doing businessdifferently.
I'm Brad Powell, your standoutbusiness coach, and today we're
asking the question is yourbrand legendary?
So I want you to think aboutany popular brand that you know,
(01:19):
like Apple, harley, davidson,disney and when you see or hear
these names does something justkind of click in your brain that
goes way beyond merefamiliarity.
Of course, you probably knowabout all their products and
services, but I'm willing to betthat you have a much deeper and
(01:39):
more profound, even emotional,connection to these businesses.
Like, think about the longlines of people who are camped
outside Apple Store every singletime they'd launch a new iPhone
.
These aren't just brands, theyare legendary brands.
They don't just have satisfiedcustomers like you, they've
(02:00):
created raving fans.
They buy every product.
They got an iPad and I do allmy video editing on Final Cut
(02:30):
Pro.
So, like I'm, I'm goner.
But for the small businessperson, like most of us, what
can we learn from these reallybig companies that can actually
help make your own brandlegendary?
Well, that's what this week'sguest who's author and
consultant, scott Wozniak.
(02:52):
He's going to break this downfor us.
Scott's the author of Make yourBrand Legendary Create Raving
Fans with the CustomerExperience Engine.
With the Customer ExperienceEngine, scott's going to share a
set of systems that he'sdiscovered that all the great
brands use to create raving fans, that he calls the Customer
(03:13):
Experience Engine.
It's a simple tool to helpleaders become legends.
So if you're wanting to createthose same kinds of raving fans
that will always seem todominate the conversations on
social media and online chatboards, then stay tuned and
let's start the show.
All right, scott, welcome tothe show.
Scott Wozniak (03:39):
Man, it's so good to be here.
Thanks for having me here.
Brad Powell (03:46):
Thanks for having me.
Yeah, and you know, when itcomes to looking at really large
companies like Apple, forinstance just about the biggest
and most lucrative company onthe planet a small business guy
like myself goes oh, they justmust have some kind of magic
trick.
Like how do they do this interms of getting people who are
dyed in the wool longtime Applefans always going to show up?
You know the day of the nextbig event that they pull, and it
(04:10):
just keeps happening again andagain, and again.
And it's like well, you know howdo I compete with that or how
do I do anything like that?
And what I really like aboutthe book that you've put
together is that you've removedsome of that mystique around it
and really boiled it down tosomething very simple.
So talk about that a little bitas we open up this conversation
(04:30):
, like how your approach hasbeen really in big part to kind
of simplify this idea of oh gosh, you know they're giant, they
have tons of resources and money.
I could never do anything likethat.
Scott Wozniak (04:44):
Yeah, it comes from my career.
So I became a consultant, wastraveling, trying to help people
do things, and I got a coupleof niche specialties.
And then, long story short, Ihad a really unique opportunity.
I happened to go to high schoolwith some of the folks that own
and are senior leaders at theChick-fil-A headquarters, you
know.
Back then this is 30 some yearsago I was like, hey, good luck
(05:06):
with your little restaurantcompany.
I hope you make it.
Yeah, they're going to make it.
So I became this consultant andthen I was visiting home,
hanging out with my old highschool buddies, and they're like
, wait, maybe you should come dothis for us.
And so I had a really uniquejob, and that job forced me into
this simplification processyou're talking about, because I
(05:26):
didn't run a department, Ifloated across the company and
my job was literally this gotravel the world, go inside the
great companies, learn how theydo it like several of them and
then come back and teach usabout it.
And it was that come back andteach us about it.
That was the challenging part ofhow do I summarize what I've
done the last nine months withthese seven companies, or five
(05:47):
groups?
How do I explain it?
What are the commonalities?
And as I started doing that, wewould just pick an area hey, we
need to fix this area orimprove this zone, or how do we
change that.
And we started noticing apattern.
Like man, all of them have someversion of this and all of them
have some version of that.
And then I would go to anothercompany and say, hey, we started
(06:09):
with Chick-fil-A.
Hey, let's do this.
And eventually I wrote a coupleof books and long story short,
felt like I needed to leave andgo build my own firm and the
first client assigned me wasChick-fil-A.
So I get to keep working withthem, but now I've helped them
like this translation prompt.
It's the fun part is thelearning part.
Where I really probably makethe most value is translating,
communicating all that back intosome format that a different
(06:29):
industry or a different settingcan use and say, okay, yeah,
here's the surface, but this iswhy this is what made it work,
here's the tool they used, andyou should put different numbers
in there, but it's reallyturned out to be.
It's not magic.
I mean I love the way you saidit.
Right, there's a mystique aboutit and that's part of the fun.
But if you're a leader tryingto build it, it's the same kind
(06:52):
of engine and that's part of whyI love this engine metaphor.
Engines are predictable,engines are systematic and they
also are under the hood.
Right, you have this beautiful,shiny exterior and you and I
might have a totally differentcar body, but we can wrap the
same engine inside of all thatSay, okay, what's driving us?
You've got this sweet aconvertible sports car and I've
(07:16):
got a truck, but we both havethe same engine that pushes us
at the same speed and samedirection.
It really isn't magic, it's asystem, it's a set of systems
that when you stack them, theyjust work.
And in fact, let me give onemore little bonus here, because
right about now, in myexperience, there's some folks
who are listening.
Maybe you're watching andyou're like okay, this isn't for
(07:38):
me.
Like all the people you'retalking about are consumer
brands.
Right, they sell Harley, right,chick-fil-a Disney theme parks.
That's the division.
I've not spent my time inDisney conglomerate.
I've spent a lot of time withthe theme park leaders figuring
that world out.
But you're like listen, I'm nota theme park, I don't sell, you
know, sexy electronics likeApple.
Like, we're B2B, we'retechnical, it's kind of a price
(08:00):
sensitive market.
You can't do it for me andthat's just wrong.
I have seen, I've worked withpeople doing this in the
technical B2B spaces, fromconstruction, manufacturing,
chemicals, government industries, nonprofits, like the kind of
categories you'd say you justcan't do it and it's being done.
It may be more challenging foryou legitimately, but that means
(08:25):
when you install these systemsyou'll just stand out that much
more because no one else in yourspace is doing it.
Brad Powell (08:31):
Yeah, Okay, Well, let's just walk through it.
I mean, if the idea is that youcan put the same engine parts
under the hood of your businessvehicle and you know, I've been
watching these British mysteryshows there's one.
Recently I came across onethat's called Dog Leash and the
(08:53):
guy who's like a chief inspectorfor Scotland Yard and he drives
a 1971 Jaguar, it's now like myfavorite car.
It's like I don't know whereyou get one of those, but I sure
want one.
So anyway, I want to put mycool legendary brand engine
under the hood of that car.
Scott Wozniak (09:14):
Nice choice.
Brad Powell (09:16):
So where do I start ?
Like, what's the very firststep?
Now, I've read the book and Ikind of know some of the answer,
but you know for the lay personout there, where should they be
thinking?
Scott Wozniak (09:25):
Yeah, brad, it starts the fuel that pours in
the engine we call customerinsight.
Do you really know yourcustomers?
And what we find is most peoplehave customer data, not
customer insight.
Right, they know facts, whatthey buy, when they buy, where,
but they don't know why.
Why'd they pick you?
What is it about you?
They like why are they stayingaround?
(09:47):
What parts don't they careabout?
Bigger question what are theytrying to accomplish because of
you?
I mean hard truth.
They don't care about yourstuff.
They care how your stuff makestheir life better.
So if you don't know their lifegoals, their business goals,
then how can you designsomething better and faster and
make more effective?
And I see a lot of people throwwasted effort and time because
(10:08):
they don't have real insightdriving their engine.
They just kind of raw data.
And so this is where we startis how well can you describe
your customer, their goals,their life and where you fit in
it, and the more insight andunderstanding and depth you have
on really who you serve theeasier everything else is.
Brad Powell (10:31):
Yeah, I think that's one of the mistakes that
a lot of people make in theirthinking about this.
I mean, simon Sinek blew upbecause of.
He always say start with why.
And to me it's like yeah, okay,well, that's cool, Like, why are
you doing this?
Like you know that's, that'sgreat for you, but it's really
like, why does it matter to me?
Yes, start with their, why itreally wants to be turned around
.
That's a big miss trick, Ithink, in a lot of people when
(10:55):
they read you know, start withwhy I went okay.
All I have to do is sort ofprofess my the mission that I'm
on and why I'm so purposeful andI'm done.
Yeah, it.
Scott Wozniak (11:03):
Yeah, it's the old field of dreams myth.
Right, if you build it, theywill come.
And if, like, if you have abeautiful why?
And so you get these reallysmart people who bury themselves
in their garage for a yeardreaming and crafting and then
they throw it in the market andhope somebody reacts.
It works sometimes, but onlysometimes.
If you really want to do this,you start with your customers
(11:25):
why and what they care about andwhere their pain points are and
their dreams.
And then you reverse engineerand say, well, now let's go in
the garage and build somethingthat will solve that problem and
it's much less risky.
People think being anentrepreneur is crazy risky and
it only is if you get thesebackwards, if you actually know
your people well.
This isn't a wild swing in thedark that you hope somebody will
(11:49):
like um, it's like no, I knowwhat they want.
Brad Powell (11:51):
they want that yeah , right, exactly if you can do
something where they feel likeyou're reading their mind.
Scott Wozniak (11:59):
Yeah.
Now what's interesting is Apple.
Apple got there but didn't getthere through a passive process.
This doesn't mean you abdicateyour your creativity, doesn't
mean you don't put something newor different in the world.
There's the old, famous HenryFord quote where he said hey, if
I would have asked my customerswhat they wanted, they would
have said a faster horse.
(12:20):
Jobs was kind of infamouslyarrogant about how he knew
better.
It turns out he did actuallyknow better.
I don't know that means weshould be as arrogant as him.
But how he knew better wasbecause he went deep in that
world, worked with those people,knew that stuff, and it was a
bunch of his personal insightsthat were driving it.
So I would suggest there werecustomer insights driving
(12:44):
Apple's creative decision.
Makingmaking.
Now, now they do a lot ofreally advanced, world-class
customer insight work.
But even then jobs was usingcustomer insight.
He just was using his ownpersonal experience to drive
that.
Um, quick example in the earlymax he put fonts on the machine
and like it's just a businessmachine, nobody cares about the
fancy font.
(13:04):
And he had personal experiencewith calligraphy in college that
led him to say, hey, this isactually more meaningful to
people than they realize.
I saw the passion of whathappens.
So again he, he tested it inthe real world.
Um, he just he was a one-mancustomer insight team.
Uh, so I don't recommend thatapproach because that's
(13:24):
increasing the risk.
You better hope you don't makemistakes.
Brad Powell (13:28):
And.
Scott Wozniak (13:28):
FYI.
He made a lot of mistakes andalmost some of his in-between
eras, some of those companiesall collapsed and failed because
he did not get the customerinsight correct.
But yes, even Jobs and Ford hadan insight on what the
customers wanted.
That doesn't mean you do whatthey say, but you do understand
(13:48):
them right.
Customers are really good atdescribing their dreams and
pains.
They're really bad at tellingyou how to fix that.
That's your expertise.
So you do bring something tothe table they don't have.
But it starts with what do theyreally want?
Brad Powell (14:04):
Yeah right, all right.
So if we have some semblance ofwhat our customers are thinking
, the next step you calloperational excellence, which to
me it seems a little bit likewell, table stakes, you know,
like if you're in business youneed to be good at it and that's
.
It's not even necessarily adifferentiator, it's just like
(14:26):
well, we do this good work.
But how do you describe thatlevel and how do you help people
set the bar so that it's highenough?
Yeah, In the excellence realmof the spectrum.
Scott Wozniak (14:38):
Well, brad, I'm not surprised that you consider
that table stakes.
Just getting to know you,getting ready for this, that's
who you are.
How do I put this gently?
You're not standard.
There's a lot more people whoare close enough when it comes
to operational excellence andthey want to move on to the
fancy stuff.
Close enough doesn't count, notin this category.
(15:01):
See, the problem is, when wethink about excellence Maybe
it's me, maybe you're one likeme, if you're listening I want
to think about how good it canbe when it all comes together.
Right, I got proprietary toolsand smart people and techniques,
and this is how excellent weare.
But that's not how yourcustomers are thinking.
Your customers are asking can Itrust you?
(15:21):
Can I trust you?
And trust is a differentcalculation than how smart and
cool you can be sometimes.
The key is consistency, and thisis the mistake we make.
We get close enough, and I cantalk about several really big
brands that have really coolstuff, but it's inconsistent.
And here's the hard truth welearned being inconsistently
(15:44):
excellent earns the same trustas consistent failure.
You don't get partial creditfor partial excellence.
Right, like, let me think aboutit.
Right, like that guy, he's agreat employee.
I mean, he steals from us onceor twice a year, but the rest of
the year he's a great guy, welove him.
No, you trust him or you don't.
There's no half trust and thisis the problem with the brands.
(16:06):
Like we get there, but you knowwe dropped the ball one out of
every 10 times, um, and I'veseen brand after brand, like
famous ones I could name, thatget wrecked because they get
about 90% consistent and you'relike I got kids in school like
high schoolers, right, hey, 90%is not a bad grade A minus two
plus Dude, as a business, 90%will wreck your trust.
(16:27):
And then you go do the fancystuff and they don't believe you
and you're not getting anycredit for it.
You've got, and it's noteverything, but there's a few
things, four or five.
You got to get these right ornothing else matters, and so,
honestly, that's not my favorite.
I nothing else matters and so,honestly, that's not my favorite
.
I like the crazy fancy,innovative stuff, but I learned
(16:50):
the hard way early in my career.
Without some fundamentalsconsistent every time, you don't
even have the option of doingthe fancy stuff that makes them
raving fans.
Brad Powell (16:56):
Yeah, that really resonates.
I mean, I think it's really, asyou say, like in terms of
building trust.
It's all about the relationshipthat you can build with your
clients and customers over thelong term.
Yes, yes, you know, and I meanthere's nothing like people who
will come back for more to growyour business and the ones who
(17:17):
not only will they come back,but they'll tell their friends
why they keep coming back.
Yeah, and you can't get thatkind of loyalty without a really
close and trustful relationship.
Scott Wozniak (17:31):
Yep, and there are whole industries where
everyone's kind of given up onsome parts of it, like, ah, it's
just too hard, you can't do it.
And if you show up as the oneperson that does this right, I
mean honestly, this isChick-fil-A.
In the early days they didn'thave.
When I was first knowing them.
I mean they had fans but theydidn't have most of the stuff
people think of.
That's like make them sospecial their drive-thru.
(17:54):
When I first got to know theseguys, they were almost entirely
mall restaurants.
There were no drive-thrus.
The cow campaign hadn't beencreated.
That's the eat more chickenstuff.
None of that.
I mean, brace yourself, brad.
They didn't even haveChick-fil-A sauce.
These were the dark ages, man,and people loved them.
You know why?
Because they were one of thevery few fast food places that
was always fast, clean, friendly, the food was hot.
(18:17):
I mean they just nailed thebasics and that alone is enough
to build a solid brand.
Because nailed the basics andthat alone is enough to build a
solid brand, because, sadly,like most fast foods, like I
mean it's not going to be goodbut it's fast, um, and like,
wait, you can do good and fast.
This is crazy.
So so, yeah, maybe you're in acategory you're like it's just
so hard.
This is your chance.
(18:37):
If, when you get that right,when you figure out all the
systems that make it win, um,you'll be like.
I'll give you a great example.
One that's rocking and rollingright now is Bucky's gas
stations.
I don't know if you've messedwith the Bucky's or seen this.
They have raving fans.
They don't sell gas anydifferent than anyone else, but
the way they do it, the bathroom, they're spotless and huge.
(18:59):
The little touches, the staffpeople go crazy for it for a gas
station yeah, well, you knowthat.
Brad Powell (19:08):
That reminds me in when I was young and it seems
like eons ago we're talking lastcentury but you could go to a
gas station and they do thingslike check your oil and and wash
your windshield.
I mean that was just sort ofservice man, the basic thing.
And then they'd also like Imean they were like your
(19:30):
neighbor, almost, you know, likewe knew the guy at the filling
station and we always went tothe same one because he was like
our friend of ours, you knowand that that's just doesn't
exist anymore.
And how hard could it be, Likehow hard could it be for any
single filling station, brand orcompany or chain to you know,
(19:51):
up their game just slightly.
Scott Wozniak (19:53):
Yeah, small difference, big impact.
Yeah for sure?
Brad Powell (19:57):
All right, well, I get a sense of that.
So now we're going to move onto the third part of this, so
jump in and tell us what that is.
Yeah.
Scott Wozniak (20:05):
So talk about small things.
When we do the diagram,operational excellence is a big
fat gear.
Right, it's a lot of time andeffort and work.
It's the momentum generated bythat.
You drop little gears and theyjust kind of run off that.
So this next one in the diagramis a tiny little gear.
(20:28):
No-transcript.
Do you see me?
Do I matter to you, or is thisjust another transaction for you
?
It's like one of those deephuman desires is people want to
be seen and liked, and so not alot.
This is where this is, unlikeoperational excellence, where
you're always trying to get itjust consistent.
Once or twice a year, do one ortwo things and you'll blow their
(20:50):
mind.
You don't have to be all timebest friends, but just like I'll
see you and it's personal stuff, like we'll use your name,
we'll say Brad, not dearcustomer, we'll talk about your
specific company or yoursituation, or we'll even put
your name on it.
Or maybe there's some tech thatjust proactively reaches out to
you.
This is not like something wentwrong, I'm going to be nice in
how I fix it.
It's like, hey, nothing's wronghow you doing, just checking in
(21:12):
what's happening in your world,and so this kind of proactive,
personalized custom stuff, oneor two things.
Give them a gift If you're inB2B or maybe you're more retail
and you're just going to do sendthem a little message or a note
that's personal to themhandwritten cards, I mean, it's
not that complicated.
Once or twice a year you just dosomething that says hey, I know
(21:33):
you, you particular.
And that little personal touchunlocks this next kind of
relationship.
It's just like we were talkingabout with the filling station.
He remembers you and knows yourname, that's it.
He doesn't have to like handyou, you know, a box of
chocolates every week and cometo your house.
The little touches are likethat's my guy, and it feels like
(21:55):
this is a relationship, notjust a transaction.
And so, yeah, build trust, canwe count on them?
And then now I want to know doyou care about me?
We just little things Say Iremember you in particular and I
like you, and that unlocksanother category of customer
relationship.
Brad Powell (22:12):
Yeah, and this ties in actually really nicely with
the next gear, which is thememorable moments.
And I want to just point outthat all of these things and
this is like on with the themeof the show, of standing out,
like all this stuff is the wayin which you're differentiating
yourself.
If you're doing these piecesand adding them, sort of
stacking them together all of asudden, you're quite distinctive
(22:34):
from just about the wayeverybody else is operating.
So let's talk about doingsomething memorable, because I
think this is one of the.
This is the stuff that excitesme.
It's like oh yeah, of course wewant to create something that
will stick in people's minds andown that bit of mindshare.
Scott Wozniak (22:51):
That's it, okay.
So, if we've done everythingbut memorable moments, they love
us and they aren't tellinganyone about us Just because we
learned people don't tell facts.
They don't even tell theirfeelings, they tell stories.
So we have to create thislittle story that goes viral.
Or, as you said, memorablemoment is what we call it,
something that pops.
(23:11):
And here's the key the mistakewe made in the early days trying
to figure out how to get peopleto talk about us, as we tried
to talk about ourselves.
I mean, it's logical, right?
Hey, if I could show you howawesome I am, everybody will
come, and so I'm going to useStar Wars as the metaphor.
I used to think, hey, I want tobe Luke Skywalker, I'm the hero
(23:36):
, right, and everybody, comecheck it out.
I got cool Jedi skills and andthey might even believe I'm a
Jedi and it's not going to work.
Uh, what we have to do is makea moment that celebrates our
customer, not ourselves.
They don't want to tell them.
There's my story, they want totell their story.
So we make a moment that honorsthem, that celebrates something
they're doing.
Well, now, how do we getbusiness value out of it?
If they're the hero of thestory right.
If they get to be Luke or Ray,we play the role of Yoda.
We are the wise mentor, theguide that helps them realize
(24:00):
hey, you're not a moisturefarmer, you're going to change
the galaxy, you're awesome.
So we make a big deal out ofthem and we in a way say, hey,
we're able to help you get there.
We're the people that help youreach this goal.
You see the customer insightscoming back into play here.
Like what do they want?
Hey, we're going to help themget there.
And then we're going to say,hey, we're so glad we got to
help you get there.
(24:21):
Look at how awesome thesepeople are, everybody.
And this can be B2B.
You celebrate the company andits projects.
It can be a B2C kind ofpersonal thing where you
celebrate the individual lifeand the choices they're making
and you make a big deal out ofthem.
Again, little gear once or twicea year you do a little
something that pops andcelebrates one slice of your
customers and then you give thempictures and tell that story.
(24:43):
They will go viral nuts withthis.
And then they'll tell everybodyman, you got to do stuff with
these guys.
That's how I got to be soawesome.
They might humble brag a littlebetter, but that's really
what's going on is that they geta chance to feel good and shine
, and we set them up for thatsuccess and you design those
moments.
Now there's a little similaritybetween the personalized service
(25:03):
and the memorable moments.
They're both kind of make themspecial, but personalized
services are really unique for aspecific individual, using your
name, your situation, whereas amemorable moment can be a
little stronger.
For example, like you, can havea really strong start when
somebody signs up for the firsttime with you.
You do this big, epic kickoffthat makes a big deal of how
awesome they are and the choice.
They're the kind of personthat's willing to do this and
(25:25):
step forward in their life, andaren't you great?
Remember, we're celebratingthem, but you got a whole
packaged experience and it mightbe pretty much the same package
for everybody.
So it's more standard than thepersonal touch or grand finish.
Some of you are project basedand you want to do a grand
finish, or maybe there'ssomething that happens in their
life not your life and you showup to elevate the moment for
(25:47):
them, and so there's a lot ofways to do this, but it tends to
be more standardized and thepersonalized stuff is more
individual, tiny messages, andso they combine in a really
powerful way where I'm like, hey, I see you, brad, I'm doing
this, and then, once in a while,I throw an Epic event and you
qualify and let's honor you as apart of that.
Um, it gets really, really cool, and that's when things go
(26:10):
viral, that's when yourcustomers bring you customers,
who bring you customers, andthat's when it's like buckle up,
because you're in a growthengine, man, and that's how you
take a little brand like Appleand turn it into the behemoth is
because it's just like you justkeep cranking this engine man.
Brad Powell (26:27):
Yeah, well, I really like some of the examples
that are in the book have to dowith things that are you
wouldn't really think aboutdoing anything like this.
You know fairly boring stuff,like people in construction, but
when they're done, like at thefinish of a project, that's when
they can do some kind ofcelebration and yeah you know,
everybody involved startsfeeling really good about it.
Scott Wozniak (26:51):
Yeah, those guys, your end is their beginning
right, like they're about tolaunch.
So, literally some of ourclients have bought red carpets
and people like, show up andhave a red carpet moment and not
look at us the clients walkingthe red carpet.
It gets really fun.
Um, yeah, and and I can tellyou this is a really satisfying.
I told you this is the stuff Ilove most.
(27:11):
Uh, this is really delightingand satisfying them and it makes
me feel really good, like I'mlegitimately celebrating
something they're doing.
Well, we need more of that inthis world.
There's way too many cut peopledown moments.
Man, more of us need tocelebrate the parts that are
working.
Brad Powell (27:27):
Yeah, for sure, all right.
Well, we've kind of gonethrough all the gears and we're
getting close to the end of ourtime today.
If there's just one more thingthat you'd like to throw in
around, how to be legendary?
Scott Wozniak (27:40):
what would that be?
Yeah, great question.
I would say.
The number one piece of advicewe give to people who are
starting this process is do anassessment of your current
reality.
So I'm gonna oversimplifystrategy and company building.
It's Google Maps.
Where am I today?
Where do I want to go?
What are my route options toget there?
Pick one right.
(28:01):
And the mistake most people makeis they assume they know where
they are and they spend alltheir time dreaming about where
they can be and talking routesand they get in arguments or
waste resources because theydon't really fully see where
they are.
Do a deep dive assessment.
A lot of companies are like theold allegorical bunch of blind
men trying to describe anelephant.
Right, they all are touching adifferent part and they have
(28:24):
wildly different descriptions,like it's a big fat tree trunk
and no, no, this is a big floppyleaf, and they're all accurate,
but none of them are seeing thewhole picture, right.
So this is what we see a lot ofcompanies is the leaders get
together and they all have adifferent view and they assume
they all agree and they assumethey know what's going on.
And, man, your customers havegrown and changed.
(28:44):
The market's changed.
Maybe you just grew as acompany and the way you show up
is differently, and so you'rerunning on old data or narrow
data or both, and so get a deep,honest, serious assessment of
where you are, and what you willfind is it radically simplifies
like oh well, if, once we allsee this, well, man, we know we
(29:05):
should do this and this.
Those are clearly the top twothings that will make us better
in the next year or two.
Let's go do that now, and sodon't assume, do an assessment,
and that unlocks so muchmovement forward here.
In fact, I would say do anassessment on the engine right,
like pick each part.
Say, how do we do with acustomer insight?
How's our operationalexcellence?
Like, check, check, check,assess your engine and gosh, it
(29:28):
should be pretty clear what youought to do next.
Brad Powell (29:30):
Right, all right, well, that's so great.
This is way cool.
If people are now inspired,they want to either get ahold of
you or they want to go buy yourbook.
What's the best way for them toreach out?
Scott Wozniak (29:43):
Yeah, check out my company.
I've got links to my personalpodcast and newsletter, the
company stuff.
We help you with assessments ordo training and all that fun
stuff.
So any of that's interesting.
Here's the company.
It's swazconsultingcom.
That's S-W-O-Z consultingcomand you got links to everything
there.
So, yeah, check us out onswazconsultingcom and, hey, if
(30:05):
we can help you even just bygiving you some cool ideas from
our newsletter, go be legendary.
Don't settle for regular.
Brad Powell (30:12):
Right, there you go .
Go be legendary.
All right, scott.
Well, I'll make sure that linksto your site are in the show
notes, and thank you so much forcoming on today.
This has been great.
Scott Wozniak (30:24):
Yeah, it really has.
Thanks, Brad.
Brad Powell (30:32):
All right, and for those listening at the end, I
just want to remind you that ifyou want to go and grab the
entire archive of the StandoutBusiness Show, just go to
standoutbusinessshow.
It's all there, all the audio,all the video, all the extra
show notes and freebies that theguests have dropped in there.
You can binge to your heart'scontent.
(30:52):
We go live every single Tuesdayat 11 am Eastern Time, and
until the next time, so long.
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