Customer Service Revolution | Customer Experience & Employee Experience Insights

Storytelling is how leaders turn information into belief, alignment, and action. Leadership Storytelling Is No Longer Optional In this episode of The Customer Service Revolution Podcast, John DiJulius and Denise Thompson discuss why storytelling is one of the most important leadership skills in today's workplace. Most leaders are good at sharing information. They communicate updates, goals, metrics, and expectations. But information alone rarely changes behavior. Stories are different. They help people understand the "why," connect emotionally to the mission, and remember what matters. John explains why great leaders throughout history have also been great storytellers. Whether they are entrepreneurs, coaches, CEOs, pastors, or public figures, the best leaders know how to rally people around a vision. They do not simply tell people what to do. They help people believe in what is possible. Data Tells, Stories Sell One of the central ideas of the episode is the phrase, "Data tells, stories sell." Facts are important, but facts alone often fail to inspire action. A story gives the data meaning. It creates context, emotion, urgency, and belief. John explains how storytelling activates different parts of the brain than traditional communication, making people more likely to remember and act on the message. For leaders, this matters because employees do not want to simply trade hours for dollars. They want to be part of something bigger. Storytelling helps leaders show employees how their work connects to the company's purpose, the customer's experience, and the impact the organization is trying to make. The Leader's Role in Storytelling John explains that leaders are responsible for communicating the company's vision in a way that creates emotional commitment. That requires more than a polished message. It requires a story people can see themselves inside. A strong leadership story often includes three roles: The Villain The problem, friction, broken industry norm, poor experience, or missed opportunity the organization exists to fight against. The Victim The people affected by the problem. This could be customers, employees, the community, or an industry that needs to improve. The Hero The team members who have the ability to change the outcome. John makes an important point: the leader is not the hero of the story. The employees are. Great storytelling helps employees see that they are the ones who can solve the problem, serve the customer, and bring the company's vision to life. The Four Components of a Great Leadership Story John shares four key components every leader should consider when telling a story: Purpose Every story must have a clear reason for being told. It should motivate, teach, reinforce values, or help people understand a decision. Emotional Connection A story should make people feel something. Empathy, inspiration, humor, vulnerability, and shared experience make the message more human. Structure A strong story needs focus. Without structure, leaders can drift into rambling, unnecessary details, or disconnected anecdotes. Authenticity The best leadership stories feel real. Leaders build trust when they are willing to share their own growth, mistakes, lessons, and moments of vulnerability. Why Storytelling Improves Customer Experience Storytelling is not just a communication tool. It is a culture tool. When leaders tell better stories, employees better understand the mission, values, and behaviors expected of them. Stories create a shared language. They reinforce what matters. They help employees see how their role impacts the customer. That stronger employee connection ultimately improves the customer experience because employees are not just following rules. They understand the purpose behind the service standard. Practical Ways Leaders Can Become Better Storytellers John encourages leaders to practice storytelling like any other skill. Better storytelling comes from repetition, feedback, observation, and self-awareness. Leaders can improve by watching great speakers, studying TED Talks, practicing with peers, joining speaking groups, asking for feedback, and learning to cut unnecessary details. John also emphasizes that stories are everywhere: in your life, your work, your customers, your employees, the news, and the everyday moments that reveal what your company stands for. The key is not to copy someone else's story. It is to recognize where a similar lesson has shown up in your own experience, then make it authentic. Key Takeaways Storytelling is a leadership skill, not just a speaking skill. Leaders use stories to create belief, alignment, and emotional commitment. Facts alone rarely inspire action. Data becomes more powerful when it is connected to a story people can understand and remember. The leader should not be the hero. Employees should see themselves as the heroes who can solve problems and improve the customer experience. Every strong story needs purpose, emotional connection, structure, and authenticity. Stories help reinforce culture. They give employees a clearer understanding of the company's purpose, values, and service expectations. Better storytelling takes practice. Leaders can improve by studying great speakers, rehearsing, seeking feedback, and learning which details matter. Pull Quotes "Data tells. Stories sell." "You are never the hero of your story." "Every company should exist to have a positive impact on humanity." "A leader's role is to create such a vivid, crystal-clear vision of the company's future that people rally around it." "Less is better, said really well." "Nothing will rise you through the ranks faster than galvanizing a team or department to perform better." Chapter List 00:00 — Welcome and episode setup 01:01 — Why storytelling is a leadership skill 02:12 — Why great leaders are great storytellers 04:13 — Communication versus storytelling 06:13 — Why facts alone rarely inspire action 08:52 — Storytelling, trust, empathy, and cooperation 09:37 — Why leaders overlook storytelling 11:15 — Can storytelling be developed? 13:03 — The four components of great stories 17:13 — Villain, victim, and hero 18:00 — What leaders struggle with most 21:08 — Creating emotional connection 23:38 — Why salespeople need better stories 24:10 — How visuals support storytelling 27:27 — How to improve storytelling in 30 days 31:00 — Where to find better stories 34:18 — Biggest storytelling mistakes 36:17 — The story every CEO should tell 38:32 — How CXEA helps leaders present better 40:16 — Closing thoughts Links: Storytelling blog: https://thedijuliusgroup.com/how-to-be-a-more-effective-leader-by-learning-the-best-way-of-storytelling/ ROX Dashboard: https://thedijuliusgroup.com/rox-dashboard/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test: https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors: tdg.click/claudia Ask John! Submit your questions for John, to be aired on future episode: tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Books: https://thedijuliusgroup.com/shop/ Contacts: Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com If you want to learn how world-class organizations build cultures customers cannot live without, explore The Experience Revolution Membership. Inside the membership you'll gain access to livestream workshops, practical frameworks, and proven strategies used by organizations around the world. Learn more at https://thedijuliusgroup.com/membership/ Learn More If your organization is working to improve customer experience but struggling to connect it to measurable business outcomes, The DiJulius Group can help. Visit: https://thedijuliusgroup.com Listen to more episodes: https://thedijuliusgroup.com/the-customer-service-revolution-podcast/ Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

Why AI, automation, and self-service only improve customer experience when they reduce effort without removing humanity. Summary n this episode of The Customer Service Revolution Podcast, Denise Thompson and John DiJulius challenge one of the biggest assumptions in business today: that modernizing service delivery automatically improves the customer experience. Companies are investing heavily in AI, automation, chatbots, self-service tools, and digital-first platforms. But customers are still frustrated, stuck in loops, repeating themselves, and fighting to reach a real person. The problem is not service innovation itself. The problem is bad customer service disguised as innovation. John explains how leaders should evaluate whether a new service model is actually better for the customer, not just faster or cheaper for the company. He discusses why high-stakes moments, complaint situations, financial concerns, health issues, and grudge-buy experiences still require human judgment, empathy, and service recovery skills. This conversation also explores why weak culture shows up through strong technology, why employees need transparency during AI transformation, and why companies must beta test new service tools before rolling them out broadly. The real future of customer experience will not belong to the companies that automate the most. It will belong to the companies that use innovation to make customers feel known, valued, heard, and helped. Takeaways Service innovation does not automatically create better service. A process can become faster and still feel worse to the customer. Customers are not rejecting technology. They are rejecting automation that feels like deflection, abandonment, or extra work. Efficiency and experience are not the same thing. A service model is only better if it is easier and more reassuring from the customer's point of view. High-stakes moments still require human judgment. Health, finance, complaints, service recovery, and emotionally charged situations should not be fully automated. Every company has a grudge-buy moment. Even pleasure-based businesses become grudge-buy businesses when something goes wrong. Technology exposes culture. If employees are fearful, undertrained, or disconnected, new tools will amplify those issues. AI transformation requires transparency. Employees need to know whether technology is designed to help them, replace them, or reshape their roles. Soft launches matter. Companies should crawl, walk, and run before rolling out new technology to the full customer base. The best service innovation helps both customers and employees. It removes friction, reduces repetitive work, and preserves the human option when it matters. The winner is not the fastest company. The winner is the company that gets the experience right. Quotes "Customers are not rejecting innovation. They are rejecting bad customer service disguised as innovation." "A faster service process can still create a terrible customer experience." "We can't only look at ease of business from our side." "The human option cannot go away when the issue is stressful, complicated, or emotional." "Every company has a grudge-buy component when a customer has a complaint." "The unknown is worse than the known. Employees need transparency around AI." "No employee likes to be caught off guard and become the punching bag for customer frustration." "The quickest company is not the winner. The company that gets there correctly is." Chapters List 00:00 — Introduction: Service Innovation vs. Customer Frustration 01:51 — Good News and Cleveland Summer 03:09 — Efficiency vs. Better Customer Experience 05:13 — What Customers Feel When Service Improves 06:24 — Warning Signs the Relationship Is Getting Weaker 07:55 — AI Support Failures and High-Stakes Service Moments 10:53 — Trust, AI, and Accuracy 13:10 — When Automation Is Too Risky 15:00 — Why Every Business Has a Grudge-Buy Moment 17:51 — What Must Be in Place Before New Service Technology Works 18:55 — How Weak Culture Shows Up Through Strong Technology 21:14 — AI Anxiety, Employee Fear, and Leadership Transparency 24:20 — Human Touch vs. Efficiency 26:33 — Where Leaders Should Start When Transformation Is Not Working 27:44 — The Future of Digital-First Service 28:24 — Final Advice: Crawl, Walk, Run 29:24 — CTA and Closing Links: The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test: https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors: tdg.click/claudia Ask John! Submit your questions for John, to be aired on future episode: tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Books: https://thedijuliusgroup.com/shop/ Contacts: Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com If you want to learn how world-class organizations build cultures customers cannot live without, explore The Experience Revolution Membership. Inside the membership you'll gain access to livestream workshops, practical frameworks, and proven strategies used by organizations around the world. Learn more at https://thedijuliusgroup.com/membership/ Learn More If your organization is working to improve customer experience but struggling to connect it to measurable business outcomes, The DiJulius Group can help. Visit: https://thedijuliusgroup.com Listen to more episodes: https://thedijuliusgroup.com/the-customer-service-revolution-podcast/ Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

Why taste, touch, composition, and wisdom may become the most valuable leadership skills in the age of AI. Summary In this episode of The Customer Service Revolution Podcast, John DiJulius interviews bestselling author Daniel Pink about the human skills that artificial intelligence cannot replace. Pink explains why AI may be powerful at generating options, but humans still need taste to know what is good, touch to create real connection, composition to allocate people and technology wisely, and wisdom to ask better questions, show humility, and lead with integrity. John and Daniel also discuss the danger of relying on AI to do the hard thinking for us, the future of soft skills, whether empathy and curiosity can be trained, why leaders need to stop managing time and start allocating talent, and how younger professionals can think about AI without fear. This conversation is a practical guide for leaders who want to use AI without losing the human edge that drives trust, service, creativity, and customer loyalty. Takeaways AI can generate options, but humans need taste. AI can produce ideas quickly, but leaders still need discernment to know what is good, relevant, beautiful, useful, and aligned with the audience. Taste is built by creating, not consuming. Daniel Pink argues that people build judgment by making things, testing ideas, receiving feedback, and learning what works. "Good enough" is a dangerous standard. AI can make average work easier. The competitive advantage belongs to people and companies who keep refining beyond good enough. Touch matters more in a digital world. Physical presence, empathy, listening, comfort, and connection become more valuable as technology handles more transactional tasks. Leaders must become composers. Future leaders will need to combine human talent, machine intelligence, and resources into something greater than the pieces alone. Wisdom is different from intelligence. Wisdom includes humility, integrity, compassion, curiosity, and the ability to ask better questions. Great questions create credibility. John and Daniel agree that credibility does not come only from having answers. It often comes from asking questions no one else has asked. AI should not replace the learning process. When people use AI to skip the first draft, the hard thinking disappears. That creates what Daniel calls the risk of "intellectual obesity." Service aptitude skills are still critical. Empathy, curiosity, connection, listening, problem-solving, and energy remain essential for customer-facing teams. AI will reconfigure jobs, not simply erase them overnight. Daniel pushes back on doom-and-gloom thinking and encourages leaders to help people identify what they can do with machines that neither humans nor machines can do alone. Quotes "AI is incredibly good at generating options. What it is less good at is figuring out what's good and what's not." — Daniel Pink "The best way to build taste is by creating stuff, not by consuming stuff." — Daniel Pink "The barrier isn't execution. The barrier is discernment." — Daniel Pink "Taste requires the courage to say no." — Daniel Pink "Good enough is the enemy." — John DiJulius "I fear AI could create a kind of intellectual obesity problem, where no one is exerting intellectual effort." — Daniel Pink "Wisdom is more valuable when intelligence is abundant." — Daniel Pink "Right answers still matter, but smart questions now matter a hell of a lot more." — Daniel Pink "It's not in the answers you give. It's in the questions you ask." — John DiJulius "Strong points of view, loosely held." — Daniel Pink "You shouldn't be booing AI. That's like booing electricity." — Daniel Pink "When something becomes plentiful, it becomes cheap." — Daniel Pink Chapters List 00:00 – Introduction to Daniel Pink John introduces Daniel Pink, bestselling author of Drive, To Sell Is Human, When, The Power of Regret, and more. 02:00 – The Human Skills AI Can't Replace John opens the conversation around AI, service aptitude, and the relationship skills younger generations need to develop. 03:19 – Skill #1: Taste Daniel explains why AI can generate ideas, but humans need judgment to know what is actually good. 04:40 – Why Taste Is Built by Creating Daniel shares why passive consumption does not build discernment and why creating work matters. 06:27 – Taste, Courage, and Saying No John and Daniel discuss Steve Jobs, leadership standards, and the courage to reject ideas that are not good enough. 07:35 – The Danger of "Good Enough" AI Work John reflects on how AI can make people lazy, and Daniel explains why no company wants people who settle for average. 08:30 – AI and Intellectual Obesity Daniel shares the risk of letting AI do the first draft and removing the learning process. 10:03 – Skill #2: Touch Daniel explains why physical presence, empathy, healthcare, trades, and human comfort still matter. 11:37 – Skill #3: Composition Daniel describes composition as the ability to combine people, machines, ideas, and resources into something better. 13:09 – The Allocation Economy John and Daniel discuss the shift from managing knowledge to allocating intelligence. 14:14 – Audit Your Calendar Daniel explains why leaders should review where human talent is being wasted on work AI could handle. 15:41 – Skill #4: Wisdom Daniel defines wisdom through humility, integrity, curiosity, compassion, and better questions. 18:02 – Why Questions Matter More Now John and Daniel discuss answer engines, credibility, and the leadership power of asking questions no one else asks. 19:26 – The Five Whys and Better Listening Daniel references the importance of questioning techniques and how questions work with taste, composition, and wisdom. 20:55 – Iteration, Speeches, and Creative Work John talks about how books and keynotes are never truly finished until the deadline arrives. 21:49 – Listen Like You're Wrong John and Daniel discuss humility, intellectual flexibility, and exploring ideas instead of defending them. 23:53 – John's 10 Service Aptitude Skills John shares TDG's core service aptitude skills and asks Daniel which ones are trainable. 27:06 – Can Empathy, Curiosity, and Energy Be Trained? Daniel explains that many human traits live on a spectrum between innate and learnable. 29:12 – Why Young People Are Booing AI John asks how leaders can help younger professionals approach AI with less fear. 29:51 – The Realistic Promise of AI Daniel explains why AI will disrupt work, but likely reconfigure jobs rather than eliminate them instantly. 32:35 – What Daniel Pink Is Working On Daniel shares his interest in YouTube and how new tools are turning more people into creators. 34:46 – Will AI Water Down the Value of Books? John and Daniel discuss AI-generated books, quality decline, and whether books still carry the same authority. 37:11 – Can You Be an Expert Without Writing a Book? Daniel explains how influence now comes through many formats, including podcasts, video, and online platforms. 39:14 – Closing John thanks Daniel Pink and closes the episode. Links: DanielPinkTV : https://www.youtube.com/@danielpinktv The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test: https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors: tdg.click/claudia Ask John! Submit your questions for John, to be aired on future episode: tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Books: https://thedijuliusgroup.com/shop/ Contacts: Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com If you want to learn how world-class organizations build cultures customers cannot live without, explore The Experience Revolution Membership. Inside the membership you'll gain access to livestream workshops, practical frameworks, and proven strategies used by organizations around the world. Learn more at https://thedijuliusgroup.com/membership/ Learn More If your organization is working to improve customer experience but struggling to connect it to measurable business outcomes, The DiJulius Group can help. Visit: https://thedijuliusgroup.com Listen to more episodes: https://thedijuliusgroup.com/the-customer-service-revolution-podcast/ Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

Are Your Incentives Creating the Customer Experience You Actually Want? Summary: John DiJulius explains how the behaviors your company rewards, measures, and recognizes become the customer experience your customers actually receive. Every company has incentives. Some are obvious: bonuses, commissions, contests, scorecards, performance reviews, and promotions. Others are quieter: praise, attention, flexibility, and who gets celebrated in meetings. But here is the real question: are your incentives creating the customer experience you actually want? In this episode, Denise Thompson and John DiJulius unpack how incentives drive service behaviors, why companies often reward the wrong things, and how customers ultimately feel whatever the organization values internally. John shares examples from Starbucks, Spirit Airlines, Blockbuster, Charles Schwab, Amazon, John Roberts Spa, Cameron Mitchell Restaurants, and The DiJulius Group's own methodology. You will learn why speed, efficiency, sales, and profit are not bad metrics, but they become dangerous when they are the only metrics that matter. John also explains how leaders can recognize and reward the right behaviors, including ownership, personalization, follow-through, referrals, retention, service recovery, and Above and Beyond moments. Key Takeaways Your incentives reveal what your company truly values. Leaders may say customer experience is a priority, but employees follow what gets measured, rewarded, promoted, and recognized. Customers feel your internal reward system. They may never see your incentive plan, but they feel it when employees rush, enforce policy over empathy, or focus on transactions over relationships. Efficiency metrics can create unintended consequences. Metrics like average call time, speed, and volume are not bad, but they become dangerous when they are the only things that matter. Not all profits are good profits. Hidden fees, late fees, rigid policies, and short-term revenue plays can damage trust and exhaust frontline employees. Recognition is a powerful teaching tool. Culture is shaped by what leaders notice, celebrate, repeat, and turn into stories. Great service must be behaviorally defined. "Deliver great service" is too vague. Leaders need to define and reward specific behaviors such as ownership, empathy, personalization, follow-through, teamwork, problem prevention, and service recovery. The best service incentives align with retention and referrals. Repeat business, referrals, renewals, and earned sales growth are strong indicators that the experience is working. Stories make culture scalable. Recognition systems like the Milkshake Award and Bear Claw Award help employees understand what Above and Beyond service looks like in real life. Quotes "Customers do not experience your mission statement. They experience what your company rewards." "What gets recognized gets repeated." "If you reward speed, you get speed. If you reward shortcuts, you get shortcuts." "Not all profits are good profits." "Recognition does not always have to be financial. Sometimes culture is built by what gets noticed." "Great service is too vague unless leaders define the behaviors behind it." "The customer is the benefactor of what the company rewards internally." "Your incentives should be aligned with the experience you want delivered." "Profit is the byproduct of the experience you deliver." "Employees will do what you tell them is important." Chapters List 00:00 — Introduction Denise and John open the conversation and preview the topic of incentives that drive service behaviors. 02:51 — Why Incentives Matter to Customer and Employee Experience Denise frames the episode around formal and informal incentives and asks whether companies are rewarding the experience they actually want. 04:52 — What Gets Recognized Gets Repeated John explains why incentives shape employee behavior and how policies communicate what a company values. 07:59 — Incentives Reveal What Companies Truly Believe Denise and John discuss how incentive systems expose a company's real priorities. 09:13 — Starbucks and Customer Service Targets The conversation explores what it signals when a company connects employee rewards to customer service, operations, and performance. 12:24 — The Risk of Unintended Consequences John explains how incentives can unintentionally create the wrong behaviors, using average call time and rigid policy enforcement as examples. 14:01 — Not All Profits Are Good Profits John shares examples from The Employee Experience Revolution, including Blockbuster and Charles Schwab, to show how bad profit policies damage customer trust. 18:01 — How Incentives Show Up in the Customer Experience John explains how retention, referrals, and repeat business reveal whether the experience is actually working. 20:12 — Where Companies Accidentally Reward the Wrong Behaviors John shares the example of gift cards, expiration dates, and the difference between short-term profit and lifetime customer value. 23:42 — Lessons from Low-Cost Business Models Denise and John discuss Spirit Airlines, price competition, and what happens when low cost becomes high friction. 26:31 — Warning Signs Your Incentives Are Creating Bad Behaviors John explains how complaints, employee frustrations, contact centers, and customer sentiment can reveal service breakdowns. 31:45 — What Leaders Should Recognize and Reward John discusses service behaviors, FORD, earned sales growth, referrals, retention, and recognition systems. 38:39 — Mid-Episode CTA Denise explains how The DiJulius Group helps organizations define, teach, measure, and reinforce world-class service. 39:59 — Recognition Without Big Incentive Budgets John shares the Milkshake Award from Cameron Mitchell Restaurants and explains how symbols and storytelling reinforce culture. 43:45 — How to Collect and Share Service Stories John explains how companies can build databases of Above and Beyond stories and use them in meetings, training, and onboarding. 49:40 — Avoiding Forced or Manipulated Recognition Denise and John discuss how to seek customer feedback without creating survey-chasing behavior. 53:23 — Peer-to-Peer Recognition John shares the importance of employees recognizing other employees, including the "caught you doing something right" example. 55:53 — The Simplest Truth About Incentives and Service Culture John closes with the core message: incentives and recognition should be based on the experience you want employees to deliver. 57:26 — Denise's Closing Challenge Denise challenges leaders to examine what their company rewards, praises, promotes, tolerates, and repeats. Links: The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test: https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors: tdg.click/claudia Ask John! Submit your questions for John, to be aired on future episode: tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Books: https://thedijuliusgroup.com/shop/ Contacts: Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com If you want to learn how world-class organizations build cultures customers cannot live without, explore The Experience Revolution Membership. Inside the membership you'll gain access to livestream workshops, practical frameworks, and proven strategies used by organizations around the world. Learn more at https://thedijuliusgroup.com/membership/ Learn More If your organization is working to improve customer experience but struggling to connect it to measurable business outcomes, The DiJulius Group can help. Visit: https://thedijuliusgroup.com Listen to more episodes: https://thedijuliusgroup.com/the-customer-service-revolution-podcast/ Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

Why Human Leadership Is the New Competitive Advantage in the Age of AI Summary: AI is changing how companies operate, scale, and compete. But according to Dr. Brynn Scarborough, the future will not belong to the companies that automate the most. It will belong to the companies that intentionally develop the human leadership skills AI cannot replace. In this episode, John DiJulius sits down with Dr. Scarborough, Founder and CEO of Alchemy Leadership Lab, to discuss the leadership infrastructure companies need in an era of rapid transformation. Brynn shares lessons from scaling a North American business unit from $20 million to $65 million in revenue, doubling the workforce, tripling profitability, and leading the organization through a private equity buyout. John and Brynn explore why learning and development can no longer be treated as a compliance exercise, why resilience must be intentionally built, and why the skills once labeled "soft" are becoming the most valuable capabilities in business. They also discuss AI's impact on workforce optimization, leadership development, experience engineering, succession planning, and the growing need for leaders who can create trust, connection, and momentum under pressure. This conversation is for CEOs, founders, CX leaders, HR executives, and anyone responsible for building a leadership bench strong enough for what is coming next. Guest Bio Dr. Brynn Scarborough is the Founder and CEO of Alchemy Leadership Lab. She spent more than 13 years scaling a North American business unit from $20 million to $65 million in revenue inside a $110 million global structure, doubling the workforce, tripling profitability, and leading the organization through a private equity buyout. She holds a Doctorate of Business Administration and an MBA from the University of Tampa's Sykes College of Business. Her doctoral research focused on leadership resilience and how organizations can engineer sustained high performance without burnout, founder dependency, and key person risk. Through Alchemy Leadership Lab, she works with founders, CEOs, PE operating partners, and C-suite leaders at key growth inflection points, including succession, scale, acquisition, and AI-driven transformation. Key Takeaways AI may optimize processes, but it cannot replace the human leadership required to guide people through change. Companies that reduce headcount or flatten organizations without developing remaining leaders risk creating future capability gaps. Leadership development must be continuous, not episodic. Resilience, emotional intelligence, and executive agility are becoming essential leadership traits. Gen Z is asking for career development, and companies that invest in it have a stronger chance of retaining emerging talent. The next generation of leaders may not gain experience the same way previous generations did, so organizations must intentionally design growth paths. Transformation fails when companies focus only on systems and processes but neglect behavioral change. Human connection will become a premium differentiator as more business interactions become automated. Resources Mentioned: brynn@alchemyleadershiplab.comWebsite: www.alchemyleadershiplab.comLinkedIn: www.linkedin.com/in/brynnscarboroughInstagram: www.instagram.com/alchemyleadershiplabBook a Discovery Call: calendly.com/brynn-alchemyleadershiplab/20min-discovery-call Links: The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test: https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors: tdg.click/claudia Ask John! Submit your questions for John, to be aired on future episode: tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Books: https://thedijuliusgroup.com/shop/ Contacts: Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com If you want to learn how world-class organizations build cultures customers cannot live without, explore The Experience Revolution Membership. Inside the membership you'll gain access to livestream workshops, practical frameworks, and proven strategies used by organizations around the world. Learn more at https://thedijuliusgroup.com/membership/ Learn More If your organization is working to improve customer experience but struggling to connect it to measurable business outcomes, The DiJulius Group can help. Visit: https://thedijuliusgroup.com Listen to more episodes: https://thedijuliusgroup.com/the-customer-service-revolution-podcast/ Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

Summary of How to scale a world class culture in your franchise: Want to know how to franchise a business and maintain world-class culture across thousands of locations? Discover the exact franchise growth strategies that took Anytime Fitness from a single 24-hour gym concept to the #1 fitness franchise in the world—with over 4,000 employees sporting brand tattoos (and they're not even corporate employees). In this episode of the Customer Service Revolution podcast, John DiJulius interviews Dave Mortensen, co-founder of Purpose Brands—the largest portfolio of fitness, nutrition, and wellness franchise brands generating $3.7 billion in combined revenue across 7,000 locations in 50 countries. If you're a franchisor struggling with culture consistency, a business owner wondering if franchising is right for you, or a multi-unit franchise operator looking to scale, this conversation reveals the counterintuitive secrets behind building a franchise system so powerful that franchisees' employees willingly get brand tattoos. What You'll Learn: The "Fanchise" model: How to turn franchisees into fans who are emotionally invested in your brand's mission (not just the ROI)—the framework from Dave's new bestselling book Fanchise Your Franchise The 5-location rule: Why you should NEVER start franchising until you've proven the concept across multiple company-owned locations (Dave and Chuck owned/flipped 5 gyms before franchising) The franchise validation process: How rigorous franchisee selection prevents 99% of future culture problems—"We want franchisees who want to change lives, not just make money" Scalable culture systems: The exact playbooks, standards, and training that allow 7,000 locations to deliver consistent experiences without Dave being present The PLEASE standards: How borrowing customer experience frameworks from consultants like John DiJulius transformed their service culture into an actionable system The tattoo test: When 4,000+ people tattoo your brand on their bodies by choice, you've transcended transactional franchising—here's how to create that level of loyalty Dave Mortensen's Franchise Journey: Phase 1: The Consultant Era (Early Career) Started in fitness at 21, dropped out of college, worked his way up Met business partner Chuck Runyon on similar trajectory Started consulting firm helping gym owners with operations, sales, and member experience Traveled across US, Canada, Australia, Mexico working with big box and boutique gyms Key insight: "People were passionate about fitness but didn't know how to run the business—Chuck and I could drive results AND write it down" Phase 2: The Operator Era (1995-2002) Bought first gym in 1995—the same gym where Dave worked front desk for $4/hour Grew it from 400 to 4,000 members, then sold it Started buying, remodeling, and flipping gyms successfully Owned 5 locations simultaneously at peak Key insight: "We said we need to start SHOWING people we know how to do it, not just telling them" Phase 3: The Franchise Era (2002-Present) Opened first Anytime Fitness in 2002 with revolutionary 24/7 model Kept consulting firm and big box gym for 3 years, then sold everything to focus on Anytime Sold franchise #1 to a member who believed in the concept Today: Co-founder of Purpose Brands with 9 franchise brands across 50 countries Key insight: "We didn't just franchise a business model—we franchised a mission to change lives" The Purpose Brands Portfolio: 9 Franchise Brands Under One Umbrella: Anytime Fitness (World's #1 fitness franchise) Orangetheory Fitness The Bar Method Waxing the City Base Camp Fitness SUMHIIT Fitness Stronger U Nutrition Healthy Contributions Provision Security Total System Stats: $3.7 billion combined revenue 7,000+ locations 50 countries 6 million members served 4,000+ brand tattoos (just Anytime Fitness) The Franchise Culture Paradox Explained: The Problem Most Franchisors Face: "I opened my salon 33 years ago and we were great at customer service because 50% of our staff was me and my wife. Then we grew to multiple locations and the experience tanked because we weren't everywhere." - John DiJulius How Purpose Brands Solved It: Dave reveals the systems that allow franchisees' employees (not even corporate employees) to line up around the building to get brand tattoos at annual conferences—in the US, New Zealand, Australia, and beyond. Critical Franchising Insights: "You don't franchise a business—you franchise a mission" The difference between transactional franchising (buy a territory, make money) and transformational franchising (join a movement, change lives) "Find the 36-inch travel between talent and passion" Dave's framework for helping franchisees discover if they're in the right business—it's never 100% talent or 100% passion, but finding the balance point "We want franchisees who want to change lives, not just make money" The franchisee selection criteria that predicts long-term success better than net worth "Relationships create who we are—you are one of 50-100 that shaped our business" Why Dave credits consultants, mentors, and partners for Purpose Brands' success (including John DiJulius for helping create the PLEASE service standards) "Create availability for people to find you—it makes it easier to make an impact" Leadership philosophy on accessibility that translates to franchise support systems When to Franchise Your Business (Dave's Criteria): ✓ Proven unit economics across multiple locations (not just one lucky store) ✓ Replicable systems that someone else can execute without you ✓ Mission-driven model that attracts passionate operators, not just investors ✓ Scalable training that maintains culture as you grow ✓ Clear standards documented in playbooks (the "write it down" principle) Franchise Growth Strategies That Work: 1. The Consulting-to-Ownership Bridge Dave and Chuck consulted for years before owning, which taught them what works across different markets and models 2. The Flip-and-Learn Model Buying, improving, and selling gyms taught them rapid value creation and what levers drive results 3. The Mission-First Sale First franchise sold to a member who believed in the concept—not a business investor looking for ROI 4. The Playbook Obsession "Write it down"—documenting every procedure so franchisees can execute at scale 5. The Partner Selection Dave: passionate about fitness + talent in business Chuck: passionate about business + talent in operations Perfect complement creates unstoppable partnership For Corporate/Non-Franchise Businesses: Question to Dave: "Does someone have to be in the franchise world to engage you? Could KeyBank or another corporate entity learn from you?" Dave's Answer: "Absolutely. Anyone that wants to develop a culture that is scalable—that they can scale within their system—is something we can be a part of." Translation: The principles that allow 7,000 franchise locations to maintain culture work just as well for corporate multi-location businesses, distributed teams, or any organization struggling with consistency at scale. New Book: Fanchise Your Franchise Third book from Dave Mortensen and Chuck Runyon Core Concept: Transform franchisees from transactional business owners into passionate fans who champion your mission Who Should Read It: Franchisors with 10-100 locations struggling to maintain culture Business owners considering franchising but unsure if they're ready Multi-unit operators wanting to improve franchisee engagement Corporate leaders looking to scale culture across distributed locations Anyone building a business that needs to maintain standards without being everywhere Where to Get It: 4PGuys.com (the "4P Guys"—Dave and Chuck's consulting/speaking platform) Perfect For: Franchisors wanting to scale culture beyond 100 locations Business owners evaluating if franchising is the right growth strategy Multi-unit franchise operators looking to improve unit consistency Fitness/wellness entrepreneurs specifically in gym, boutique fitness, nutrition spaces Corporate leaders of multi-location businesses struggling with "employee roulette" CEOs who want to understand why some franchise systems thrive while others implode Key Quotes from Dave Mortensen: Franchising vs Corporate Growth: "We didn't just franchise a business model—we franchised a mission to change lives. That's why their employees get tattoos, not ours." Franchisee Selection: "We want franchisees who want to change lives, not just make money. If you're only in it for ROI, you won't survive the hard times." Talent vs Passion: "You'll never be 100% talented at what you're most passionate about, and vice versa. But when you find the 36-inch travel between the two, you just found your career." Scalable Leadership: "Chuck and I were absolutely different. Chuck was passionate about the business. I was passionate about fitness. That's what made us unstoppable together." Helping Others: "If I can help people find what I've been lucky to have—an incredible business partner, a thriving business, a great family—that's my passion now." Resources Mentioned: Book: Fanchise Your Franchise by Dave Mortensen & Chuck Runyon Website: 4PGuys.com (consulting, speaking, franchise advisory) Purpose Brands Portfolio: 9 franchise brands across fitness, nutrition, wellness, security Previous Books: (Two prior books from Dave & Chuck on franchising/business building) Tactical Takeaways: For Businesses Considering Franchising: Don't franchise until you've proven the model across 3-5 locations minimum Document every system in written playbooks before selling franchise #1 Select franchisees based on mission alignment, not just capital For Existing Franchisors: Audit: Are you franchising a mission or just a business model? Ask: Would franchisees' employees tattoo your brand? If not, why not? Implement: Customer service standards as action words (like Purpose Brands' PLEASE framework) For Corporate Multi-Location Leaders: Steal the franchise playbook approach even if you're not franchising Create "write it down" culture so anyone can execute without you present Hire the Dave/Chuck complement—balance technical passion with business acumen Why This Matters: Most franchisors struggle to maintain culture past 50 locations. Purpose Brands maintains it across 7,000 locations in 50 countries—and has franchisees' employees tattooing the brand voluntarily. The difference? They don't franchise businesses. They franchise missions. They don't sell territories. They recruit believers. They don't manage franchisees. They empower fans. This interview reveals the exact systems, mindsets, and frameworks that create "Fanchises" instead of franchises. Ready to franchise your business the right way—or scale your existing franchise culture? This episode is your playbook. Links: Fanchise Your Franchise, The Book: fanchiseyourfranchise.com Contact Dave at 4PGuys.com Purpose Brands: https://www.purposebrands.com/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test: https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors: tdg.click/claudia Ask John! Submit your questions for John, to be aired on future episode: tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Books: https://thedijuliusgroup.com/shop/ Contacts: Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com Chapters: 00:00 Introduction to Purpose Brands and Dave Mortensen 04:11 The Journey of Anytime Fitness 09:35 Building a Franchise System 14:14 Defining Culture and Values 18:46 Connecting Head and Heart in Leadership 21:26 The Entrepreneur vs. Franchisee Mindset 25:42 Benefits of the Franchise Model 26:03 Building a Consistent Franchise System 26:57 The Evolution of Franchise Partnerships 27:31 Defining a Franchise: Passion and Purpose 29:27 The Importance of Emotional Investment in Business 30:44 Identifying the Right People for Your Business 31:28 Key Traits for Successful Team Members 34:06 The Three Golden Rules of Partnership 37:44 Leading Through Crisis: Lessons Learned 46:14 Finding Passion vs. Skill in Business 50:23 Helping Others Create Their Franchise Success Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

Summary: Want your frontline employees to consistently deliver wow moments—not just when they feel like it? Discover the proven DiJulius Group methodology that transforms random acts of kindness into designed, trained, and repeatable customer experiences that build emotional connection and loyalty at scale. In this episode of the Customer Service Revolution podcast, customer experience expert John DiJulius breaks down the four-pillar system world-class organizations use to eliminate "employee roulette" and create signature experiences customers can't stop talking about. What You'll Learn: Service Aptitude: How to train teams to read customer cues and recognize wow opportunities—even when customers don't explicitly ask for help (why "fine" is the F-bomb of customer service) Secret Service Systems: Hidden intelligence tools that make every customer feel like a VIP, from color-coded appointment books to the "white cape vs. black cape" technique used in John Robert's Spa for 30+ years Zero Risk Service Recovery: The fastest way to earn loyalty isn't delight—it's removing uncertainty through communication, clarity, and ownership (includes the Service Recovery Paradox research) Non-Negotiable Standards: How to turn wow behaviors into journey-mapped touch points that don't depend on superstar employees Real-World Examples Featured: The $15,000 Painter Story: How one contractor earned a lifetime referral by taking down a Christmas tree, switching out a damaged bedpost, and cleaning up so well "you couldn't tell he was there" at 5pm each day—proof that wow moments don't have to be expensive The Concierge Doctor Paradox: Why a 4-month wait for primary care appointments is driving patients back to premium concierge services (and what that teaches about making price irrelevant) The $4 Airline Snack Fail: When a flight attendant argued with a frequent flyer over a declined card instead of just giving him the item—a masterclass in missing the wow moment Key Frameworks & Systems: The LEAST Service Recovery Method: Listen Empathize Apologize Solve Thank The 80-20 Rule for Service Defects: 80% of problems happen in 20% of areas—train intensely on those bottlenecks first FORD Intelligence System: Track Family, Occupation, Recreation, Dreams to personalize every interaction The Three-Stage Journey Map Structure: Service Defects: What frustrates customers (don't do this) Non-Negotiable Standards: Operational + experiential musts (do this every time) Above & Beyond Opportunities: Pattern recognition moments (do this when it presents itself) Critical Insights: "The customer may complain about what went wrong, they're gonna rave about how well we handled it." - John DiJulius The Service Recovery Paradox: Companies that drop the ball and pick it up create MORE loyalty than never dropping it at all Employee roulette is the #1 killer of customer experience—your experience shouldn't depend on which employee someone gets Policy-driven cultures create employee paranoia and customer frustration—empowerment drives both morale and revenue Wow moments work in ANY industry, even ones without repeat customers (injury attorneys, funeral homes, basement waterproofing) Discount is the tax you pay for an average experience—make the experience so good that price becomes irrelevant Perfect For: Customer Experience Directors training frontline teams Contact center managers reducing complaint volume Retail and hospitality leaders eliminating employee roulette Service business owners wanting more referrals Anyone trying to scale personalization without adding headcount Tactical Implementation Guide: Start Tomorrow: Pick ONE stage of your customer journey and improve it this week. Focus on: The greeting (eye contact, enthusiastic greeting, ear-to-ear smile, engage, educate) Using customer names twice per interaction Asking "Is there anything else I can do for you today, Ms. [Name]?" Weekly Cadence: Send 2-5 minute micro-learning videos every Wednesday covering service aptitude, secret service, zero risk, or celebrating employee above-and-beyond stories (creates positive FOMO) Celebrate Above & Beyond: When employees deliver wow moments, share stories company-wide to reinforce behavior AND inspire others Featured Resources: Experience Revolution Membership (March 9th workshop: Breaking Down Silos) Customer Experience Executive Academy (CXEA) 12-month certification The Five E's: Eye contact, Enthusiastic greet, Ear-to-ear smile, Engage, Educate Stop hoping your people deliver great experiences. Start building systems that make it normal. Learn how to coach service aptitude, implement secret service, deliver zero risk, and turn wow behaviors into non-negotiable standards that create raving fans. Schedule your free strategy call here Links: The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test: https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors: tdg.click/claudia Ask John! Submit your questions for John, to be aired on future episode: tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Books: https://thedijuliusgroup.com/shop/ Contacts: Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.