WEBVTT

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Hey, what's up, Toby? We've made it another week.

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Process Debt episode number 25. 25? Yeah. Oh,

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baby. Well done. I know. I know. It's pretty

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amazing. You know what's funny? So we track our,

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you know, we use a podcast thing and drop stuff.

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Yeah. We were talking about where the people

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are. A shout out to Grayson. And we're like,

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wait, we know that person. We love Grayson. Let's

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narrow down to a state and find them. They're

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amazing. You find all your friends all over the

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U .S. That's actually pretty funny. All right,

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usually I'm the one that noodles on topics. We're

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going to flip things around. You've got a topic

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this week. For 25, yeah. I feel like you've done

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enough lifting on trying to generate topics.

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Let me kick it off a little bit with what leads

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me to this. I want to call my bank and ask a

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simple question. I've got a loan on a car that

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I could pay off. And so if I pay it off, can

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I just strap another loan back on it? Intuitively,

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I think, yeah, why would they not do that, right?

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But I want to verify it. I'm in that headspace.

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So I call in, and this is a local credit union.

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There's a dozen branches of Best in my corner

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of West Washington. And I get into their telephone

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directory system, and there are no options to

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talk to a human. If you would like money and

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press, you know, call somebody else. If you check

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your digital balance thing, press one. Hey, go

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through this laundry list, background checks

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on former employees, you know, share your preference

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for ice cream flavors. It was everything. I waste

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10 minutes trying to get through this damn thing.

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And then I'm trying to press random things. Cause

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I'm like, yeah, maybe a background check. 10

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minutes later, I get to somebody and I'm like,

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this is kind of screwed up. You guys are an all

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credit union. You're a community -based business.

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You're member -driven. And so I equate that to

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a lot of small organizations that so many of

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us frequent. But I said, hey, you guys only exist

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because of your members. And what you've done

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is you've taken otherwise healthy customer process

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and you've jammed it confusing and broken. uncomfortable

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technology into it yeah and she's like oh i'm

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so sorry but did you try our online chat and

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i said that's funny that you should bring that

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up okay clearly this isn't an overview i'm diving

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deep into the rant i'm like how funny that you

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should bring up your online chat bot it is broke

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dick like i go into it i'm like blue and it keeps

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saying hello how can we help you And I'm like,

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look, 10 second, Tom. How can we help? I mean,

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surely I'm not the only one that has experience.

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I expect this of Wells Fargo or if I try to,

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you know, like an airline, I expect, you know,

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the normal 40 minutes we're experiencing are

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unusually usual. I mean, do you feel this? Like

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people are putting technology in process and

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breaking relationships and they don't realize.

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Uh, I, I, it doesn't surprise me because, because

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I, I think somewhere, somewhere along the lines,

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like businesses ceased, ceased to provide value

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to their clients and they're more interested

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in providing value to their, to their shareholders.

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Yeah. And that, that to me is a, that to me personally

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is a fundamentally short -term play. Totally.

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If I have the choice between a small local business

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that offers comparable, but maybe less complete

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services than a big national or a publicly traded.

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Yeah. Nine times out of 10, I want to opt for

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the other. The convenience factor is a thing.

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So, you know, I think Bezos is a clown, but he's

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a wealthy clown and he's got me hooked on the

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juice. And so Prime, Amazon shipping, it's a

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habit that we've all, at least so many of us

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have developed. Yeah. But wow. Right. I think

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that, I think it's one of the, one of the things

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that we're going to miss. Like, I think one of

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the things, one of the things that we're going

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to miss with Gen AI or the LLMs. Okay. Say more

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about it. Because, well, they're, they're, they're

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a confident storyteller, but you don't know if

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the story's true. Like ultimately that's, that's

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the problem, right? Is like, like everybody's

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throwing money at this. And I think, you know,

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I think Gen AI, Gen AI will actually. do a lot

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of great things when it aligns with the process

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that aligns with the business strategy and direction.

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I love that. Technology works when it aligns

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with the process that supports the business strategy.

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Is that what you say? Well, and I think the problem

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with humans is we're so flippant adaptable. And

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so we will put up with the shittiest process.

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Word. Yeah. Like it is like, I mean, you know,

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you, you see these, you know, you see the reels

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on Instagram and people you're like, what is

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that job? Like, what are they doing? Like, I

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mean, even, you know, like, I don't know. What's

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the, what's the craziest like process thing or

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like just weird, weird thing that's happened

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in your career that you've seen? Oh God. Like

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where people are just like, you're like, what

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are you doing? I once had a financial report.

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It was a piece of analysis that I'd done for

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a senior manager. It got circulated back to me

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like three weeks later, and they asked me to

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run a similar analysis to validate it. And they

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told me they were asking for something independent.

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And I thought, this is a hell of a Rube Goldberg

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machine we've built. One second. Let me look

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into that. It looks solid. It's a piece of genius,

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frankly. I hope you're paying whoever created

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this a sick amount of money. No, I mean, you

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know, this concept of the Rube Goldberg machine,

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the overly complex, they're funny when you Google

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them. And for listeners that aren't familiar

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with them, it's worth Googling and just seeing

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all the wacky stuff. Most of them are created

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just for humor's sake. The corporate world is

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riddled with these things where it's like, you

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know, we need to have you in New York next week.

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Go to your corporate travel and do that. And

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so oftentimes they ask us a myriad of questions

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and we just don't care. Yeah. So we filled out

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our entire travel profile. I like the aisle.

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I like to fly mornings or nights. You know, I

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prefer business class. Just saying. But. But

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then they still riddle us with, well, you know,

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do you want to lay over in Chicago or do you

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want it over here? And when do you want to fly?

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And when is your meeting? And I'm like, half

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that's none of your business. Just give me three

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options and let me pick. If I have my own way,

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I've got all my apps on my phone and do it at

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12, you know? Well, and I think some of it comes

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down is people don't realize that someone actually

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made the choice. Yeah. And built the ritual,

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whatever that ritual is. Right. And someone can

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actually change it. But most of the time we think

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that these things are immovable, right? Like,

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I don't know if you've ever had any issues with

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like expense reports where like, if you go through

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it, I mean, I'm just, I'm just saying that that

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seems to be this really funny place where it's

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like, you know, how much, what's, what's our

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per diem per day? It's like. you know 50 cents

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and here's a coupon right and then it goes you

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go up two levels and you're like oh we ordered

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some dom perry on with with the stakes that we're

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having yeah and so you have these like really

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wide weird differences yeah and and and then

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you end up with all the like you end up with

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a lot of policies around them too it's like well

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we got to do all these things and you're like

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just spend the money the way that if it was your

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business you would spend the money You know,

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that's exactly the advice I got from a guy named

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Mike Daniels when I was in telecom 20 some years

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ago. I said, how much do you pay for a hotel

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room? He said the exact same that I'd be willing

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to pay if I had to foot the bill. Yeah. He said,

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that's always my simple rule meals or entertainment

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or anything else. If it gets rejected, I still

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want to be feeling like that was the right choice.

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Yeah. So, no, that's great advice. It's funny.

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I think oftentimes we believe technology will

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do a better or more effective job. But effective

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and efficient isn't always that thing that's

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best for the people we're trying to connect with.

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And I think what underpins this for me, Chris,

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is I want connection with the organizations that

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I do business with. I don't live in a small town.

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I don't have the... the Brady Bunch butcher down

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the street dating my housekeeper. Yeah. I would

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totally, I would totally lean into that if that

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were the case. But I do want to feel like they

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recognize me at the bank. I do feel like they

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recognize me at the barber. And so that's another

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one where they're scheduled through the app.

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They keep pushing apps because they feel like

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everybody wants an app and it gives them more

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time to be earning the dollars. Yeah. But the

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reality is if. If I'm presented with too many

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selections and headaches, the answer is peace

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out. Yeah. I'm going to take my ball and go home.

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Well, sometimes it's like, what's the total cost

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of ownership? Right. You know what I mean? Like

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everything becomes a budget line. Right. Right.

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And if you're managing to the budget line, someone

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is going to get offended or hurt or no longer

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do business with you. Right. And so like if you

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think about like the bank analogy here. Yeah.

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It was a budget line. Yep. Right. Someone was

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answering the phone. She's probably a sweet,

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sweet lady with a great voice. People loved hearing

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her, but there was dollars there. Right. And

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so you had to cut labor and they cut labor because

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they were sold on a phone system. The phone system

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was a one time, you know, some sort of. expense

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that went to the it budget yeah and it came my

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labor budget yeah i'm now no longer obligated

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or responsible for that and i just use sweet

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aunt judy correct and then you lose visibility

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to the reason why people are leaving yeah well

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chris that is exactly the reason why And you

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know me well enough to know now that particularly

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if something crawls under my saddle, here comes

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a Yelp review. This is a case where, you know,

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that even though we're a couple hundred thousand

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people here, I just, I went out and it's like,

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surely I am a degree or two of separation from

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one of their executives or a board member. And

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it turns out I know two of their board members.

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And so I reached out to both of them on LinkedIn.

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And I said to them, you're taking time out of

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your busy schedule to help guide and direct this

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organization. Yeah. It is failing. Yeah. And

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here's specifically where you're failing members.

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Yep. And this is a case of like, you know, I

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could have, before we started the podcast tonight,

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I was talking about this Let Them book that Robbins

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has got bouncing around the bestseller list right

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now. But this interesting idea is like, if somebody

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does something that offends you or upsets you,

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let it go. You can't control other people. You

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can control your reaction. And so this is a case.

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I just didn't know it yet. But it was a case

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where I'm like, I'm so bothered by this. And

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I've been with this institution. I've been an

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ongoing member in banking here for 30 years.

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So at some point, I have a sense of ownership

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around it. And so I reach out to two different

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board members. Both get back with me. And then

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I get an introduction to their COO. I thought,

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well, this is how it's supposed to work. Fantastic.

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There you go. But I shared with her the exact

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same thing. And it's that after 30 years, I'm

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not asking for special treatment. And you might

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choose to give that to me as a middle -aged male.

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But I'm a parent. I have kids that are looking

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for banking relationships. And I have friends

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that aren't all middle -aged white males. And

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so I'm not asking for special treatment. I'm

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asking you guys to do your job. Because of all

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businesses, that's purely relationship. They

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don't really do anything. You know what I mean?

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Outside of loans. Well, it comes down to like

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most. I think culturally we've gone to be more

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reactionary than having the ability to respond.

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Yeah. And so I think businesses have done the

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same thing. Isn't that true? It's an organism.

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yeah where it's like we've got we've got to grow

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we got to grow we got to grow and then it's and

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that and and and we should add value right like

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i think that that's where people lose lose passion

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about work when you know you're helping people

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it's easy to be like yeah we're we're making

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a difference here totally whereas if if it's

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about the account if it's about the accounting

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the accountants are going to be exciting excited

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but the rest of the business might be like I

00:13:59.970 --> 00:14:02.970
don't care about your balance sheet. Yeah. I'm

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dying on the vine, baby. The cashflow statement

00:14:05.330 --> 00:14:08.509
looks beautiful. Thank you for sharing. I'll

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tell you, you touched on something a moment ago

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that I want to pull back up because it really

00:14:12.450 --> 00:14:15.250
resonated with me. And it's that it was a budget

00:14:15.250 --> 00:14:17.970
line item and a salesperson came in shopping

00:14:17.970 --> 00:14:21.590
a phone system. As customers, we don't come in

00:14:21.590 --> 00:14:24.529
and try to sell our needs for connection or our

00:14:24.529 --> 00:14:26.350
needs for service. Like we don't think that's

00:14:26.350 --> 00:14:29.600
our job. I'm the customer. But if we don't express

00:14:29.600 --> 00:14:33.279
that displeasure when a process is failing, how

00:14:33.279 --> 00:14:35.419
are they ever going to know? They've hidden all

00:14:35.419 --> 00:14:38.960
of the human signals inside of technology. And

00:14:38.960 --> 00:14:41.500
so an otherwise good process of taking calls

00:14:41.500 --> 00:14:44.360
and routing effectively is - Well, I guarantee

00:14:44.360 --> 00:14:49.480
you they have very good metrics on that. Like

00:14:49.480 --> 00:14:52.779
routing? The efficiency of routing, how many

00:14:52.779 --> 00:14:56.379
calls they've deferred. I bet you they have a

00:14:56.379 --> 00:14:59.440
wicked cool spreadsheet. That is killing their

00:14:59.440 --> 00:15:02.799
clientele. That's right. All your statistics

00:15:02.799 --> 00:15:06.419
are irrelevant. Yeah. If clients value the connection,

00:15:06.679 --> 00:15:10.100
all the throughput, all this old time. A hundred

00:15:10.100 --> 00:15:12.679
percent. I think you're on. We're at, we're at

00:15:12.679 --> 00:15:14.240
15 minutes. So we'll wrap it up here. But I was

00:15:14.240 --> 00:15:17.559
at happy hour yesterday. Yeah. And someone from

00:15:17.559 --> 00:15:20.440
it was talking and he was just like, we were

00:15:20.440 --> 00:15:22.399
just talking about it changes and everything,

00:15:22.399 --> 00:15:24.779
everything's different. And we're, you know,

00:15:25.100 --> 00:15:28.879
As you do at happy hours, you share all the lovely

00:15:28.879 --> 00:15:32.100
things. I mean, you share some of your struggles.

00:15:32.399 --> 00:15:34.700
Yeah. But what was interesting is the guy in

00:15:34.700 --> 00:15:38.000
IT was like, you guys have to tell us that. Whatever

00:15:38.000 --> 00:15:40.379
the change was, right? Right. It didn't even

00:15:40.379 --> 00:15:42.620
matter. They're like, if you were feeling pain,

00:15:42.779 --> 00:15:48.200
you have to tell us because we don't know. That

00:15:48.200 --> 00:15:51.080
is a, let's come back to that. Maybe that's next

00:15:51.080 --> 00:15:55.610
week's. Okay. I think you're right. If only one

00:15:55.610 --> 00:15:57.690
of the two parties to the dance is receiving

00:15:57.690 --> 00:16:00.370
a signal, how do you expect the other person?

00:16:00.450 --> 00:16:05.909
Like telepathy? Telepathy. I'd opt for telepathy.

00:16:06.009 --> 00:16:08.429
I just don't know. I like telepathy. Yeah. All

00:16:08.429 --> 00:16:10.169
right. Cool, man. We'll pick it up next week.

00:16:10.350 --> 00:16:11.990
Thanks, buddy. All right. Yeah.
