Fair Warning: this episode regarding excuses was prompted by recent experiences with tradespeople during Colin’s kitchen renovation.

No one likes excuses, least of all your customers. Lately, Colin has been hearing many amazing excuses about why something can or cannot be done in his kitchen project. It got him thinking about excuses and why people make them. Today’s episode explores the ideas of excuses and what they tell us about human behavior.

Consider examples like long call center wait times blamed on “high call volume” or companies deflecting responsibility for faulty products or order issues by passing the buck to manufacturers. These situations highlight the commonality of excuses in everyday interactions.

It is important to understand the difference between an excuse, which is used to avoid blame, and a reason, which acknowledges the cause of a problem and usually is followed by steps to make it right. Additionally, we explore the psychological motivations behind excuse-making, including our innate desire to see ourselves as right, and how this plays into consumer behavior and decision-making.

One important concept that supports our behavior around blame is Confirmation Bias. When avoiding blame, we tend to favor information that supports our existing beliefs (i.e., that it is not our fault), even in trivial matters.

Additionally, we delve into the concept of Fundamental Attribution Error, where we are more likely to attribute others’ mistakes to their character while excusing our own based on external circumstances. This human tendency to avoid blame and protect our ego is universal. However, the consequences bear a sharp contrast to the benefits of taking responsibility, especially in leadership roles.

A case study from the UK’s Post Office scandal illustrates the severe consequences of excuses on a larger scale, where avoiding responsibility led to widespread harm and even imprisonment. From this, we draw lessons on the importance of honesty and accountability in both personal and professional contexts.

In this episode, we explore the fine line between a reason and an excuse and examine how they function in various Customer Experiences.

In this episode we also discuss:

• The psychological need for self-preservation and its impact on excuse-making.

• How Confirmation Bias affects our decisions and perceptions in everyday life.

• The difference between taking responsibility and deflecting blame in customer service.

• Real-world examples of excuses versus reasons in customer experience.

• The potential long-term damage of excuses to trust and relationships.

• Strategies for handling mistakes and building stronger customer relationships by owning up to errors.

In this episode, we tackle a thought-provoking question from one of our listeners: Is it ethical to use urgency as a marketing tactic?

This question sparked a deep conversation about the ethics of digital marketing, particularly the use of scarcity to drive sales.

We feature insights from Daniel Bisett, partner and CXO at WeRock DM, and Marketing Professor at UT McCombs, who shares his thoughts after watching "The Social Dilemma" and wrestling with the impact of digital marketing on mental health.

Bisett discusses the ethical concerns of creating false urgency in marketing, comparing it to the stress and pressure felt by consumers during high-stakes purchases, like a kitchen remodel. He argues that manipulating customers with "FOMO" (Fear of Missing Out) can lead to hasty, anxiety-driven decisions, which ultimately harm the customer and the brand’s reputation.

Instead, Bisett advocates for building trust and long-term relationships by offering genuine value rather than pressure-filled transactions.

Bisett’s message and our subsequent discussion challenge marketers to reflect on their tactics and consider the long-term implications of their strategies, not just for their business, but for their customers' well-being.

In this episode, we further explore whether using behavioral science in marketing crosses ethical lines, especially when marketers understand more about customer behavior than the customers themselves. We also delve into the nuances of ethical intent, the role of empathy, and the importance of transparency in marketing practices. We also discuss how companies can ensure they are not just making sales but also treating customers with dignity and respect.

In this episode you will also learn:

• The ethical implications of using behavioral science in marketing.

• The difference between needs-based selling and manipulative sales tactics.

• The role of empathy in ethical marketing decisions.

• How intent and transparency can help marketers stay on the ethical side of business.

• Real-life examples of ethical and unethical marketing practices.

• Strategies for building long-term customer relationships based on trust and value.

In this episode, we dive deep into the concept of empathy and its significance in Customer Experience Management. We challenge common perceptions of empathy, explore its connection to emotional intelligence, and examine how both concepts can enhance your experience management efforts.

We begin with a discussion on the importance of Emotional Intelligence (EQ), referencing some compelling statistics:

• Emotional intelligence influences 58% of job performance.

• 90% of top performers at work have a high EQ score.

• The demand for EQ skills is projected to grow six-fold in the next three to five years.

• Employees with empathetic leaders report a 76% increase in engagement and a 61% boost in creativity.

• Restaurants managed by individuals with high EQ see a 22% annual profit growth.

• EQ interventions in the workplace can reduce employee turnover by 63%.

• 75% of Fortune 500 companies have utilized EQ training tools.

Our guest, Sandra Thompson, an emotional intelligence coach from Ei Evolution, shares her insights on empathy within the context of EQ. She emphasizes the necessity of using empathy skills, which involve asking questions and truly listening to understand another person’s feelings and interpretations, rather than projecting our own emotions onto their experiences.

We also explore the idea that traditional empathy might be too contextual, as emotions are personal and can lead to misunderstandings if the emotional context differs. Thompson’s concept of “walking in the customer's shoes” is dissected, with the notion that while some shared experiences can foster empathy, unique contexts might still cause disconnects.

We break down empathy in emotional intelligence into three approaches: bad (not caring), good (walking the experience as if you were a customer), and better (experiencing as a customer and asking questions to understand their feelings). This layered approach is essential for effective experience management and creating genuine connections with customers.

In this episode we also explore:

• The impact of empathy on job performance and employee engagement.

• How empathy and emotional intelligence can reduce employee turnover and increase profitability.

• The role of emotional intelligence in leadership and its effect on creativity.

• Strategies for developing and implementing emotional intelligence skills in the workplace.

• Real-life examples of how empathy and EQ improve customer experiences.

• The importance of self-awareness in emotional intelligence and managing personal emotions.

• Practical tips for enhancing empathy skills through active listening and inquiry.