February 2018
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Joseph's Blog

Experiential Lessons for the Christmas Season: Going Beyond the Presents

It’s been said there are two types of people in the world. Those who believe there are two types of people in the world and those who do not!

When it comes to this time and season of the year, I believe there really is only one type of person.

That person understands, despite the hype, that gift giving is secondary to many other more personally satisfying holiday experiences, such as:

Quality time spent with family and friends


Deep spiritual connections

Sumptuous food

Time away from the regular work ritual

But wait…my hypothesis assumes all of us know that the power of experiences exceeds the power of gift giving or gift receiving. If that’s the case why are so many people frazzled by the pace of the season or so disengaged that they adopt a “Grinch-like attitude.”

For those who feel frazzled

A lifetime ago, I read a book that helped me take a different view on the Christmas holiday season and center myself on the lasting experiential elements. I was so taken by the messaging in the book that I volunteered to provide talks in keeping with the title of the book, Unplug the Christmas Machine. While somewhat dated (the revised edition came out in 1991 – I told you it was a lifetime ago), the core messages are timeless.

The essence of the book can be summed up in what the authors refer to as a Christmas Pledge. If you are feeling harried as opposed to enlivened by Christmas, you might want to make the following pledge to yourself:

The Christmas Pledge

Believing in the true spirit of Christmas, I commit myself to…
* remember those people who truly need my gifts
* express my love in more direct ways than gifts
* examine my holiday activities in the light of my deepest values
* be a peacemaker within my circle of family and friends
* rededicate myself to my spiritual growth

For those who feel Grinch-like

If your holiday challenges are less about the pace of the season and more about a negative or cynical view, I strongly recommend an article published in the Huffington Post titled What ‘How The Grinch Stole Christmas!’ Can Teach You About The Holidays.

Borrowing from the storyline of the Dr. Seuss classic, the Huffington Post piece posits seven key lessons:

  • Don’t be a Grinch. In essence, spoiling other people’s fun sabotages your own.
  • Always be open to growing your heart during the holidays. I would add “and year-round.”
  • Friends can come from the most unlikely places. Think in terms of the Grinch and Max, the dog with his fake antlers attached.
  • Don’t forget about the holiday trifecta: Noise! Feast! Sing! There is a time and place for everything and the holidays are certainly a time for music and a home filled with the sounds of the season.
  • The holidays are all about the importance of community. Whether that community is family or larger.
  • No presents doesn’t mean no Christmas. Warm human connections trump material things!
  • Good food and good company make everything better. Well, maybe not a diet but that’s what new year’s resolutions are for…

I stand behind my initial thesis – EVERYONE wants more from Christmas than presents!

To make this happen, it’s up to us to unplug the Christmas machine, take the Christmas pledge, and learn positive lessons from the Grinch.

As a customer experience consultant, I’ve always known that there is more to business than products/services – there is an emotional experience that envelopes the products and services you deliver to your customer!

From my team, at The Michelli Experience, we hope you are enveloped this season by family, friends, love, and joy!


Joseph A. Michelli, Ph.D. is a professional speaker and chief experience officer at The Michelli Experience. A New York Times #1 bestselling author, Dr. Michelli and his team consult with some of the world’s best customer experience companies. Follow on Twitter: @josephmichelli

{Infographic} The Unexpected Gift of Social Media



Joseph A. Michelli, Ph.D. is a professional speaker and chief experience officer at The Michelli Experience. A New York Times #1 bestselling author, Dr. Michelli and his team consult with some of the world’s best customer experience companies. Follow on Twitter: @josephmichelli


Is Customer Service Getting Better or Worse? The Unexpected Gift of Social Media

I am a guy of advancing age (late 50s), so I am starting to sound like my father.

Occasionally, I even find myself suggesting a fondness for the past by populating sentences with phrases like, “In the good old days…”

Yesterday or Today

But when it comes to customer service experiences, I am uncertain as to which is better – the service of a decade or two ago or the experiences today. So I’d like you to weigh-in from your vantage point…

Sure there was a time when I could walk into the local hardware store and experience a scene captured in a song by a friend (David Wilcox) titled East Asheville Hardware. I would:

  • be served by a person I recognized,
  • have them call me by my name,
  • sense genuine concern from them regarding the importance of meeting my needs,
  • experience their extensive knowledge of the products they sold,
  • thank me for my business, and
  • let me know they look forward to my next visit.

But if I had to go back to those times, I would have also had to give up my ability to:

  • place my order at a store by using my voice-activated personal assistant device (in my case Alexa),
  • pick-up the item by only showing my driver’s license, and
  • be able to complain about any service breakdowns across my social media platforms or business review sites – such that the company would attempt to resolve my problem in a way that averts reputational damage across my network – ONE OF THE UNEXPECTED GIFTS 0F SOCIAL MEDIA.

It’s Gotta Be Old School

In the not so distant past, I wrote an article that was picked up by a number of media outlets titled The Power of “Old School” Service: Four Reasons Your Business Should Bring It Back. In that article, I focused on four reasons for re-enlivening the “good old days” of human-powered service experiences, namely:

  1. Customers crave a connection to simpler times.
  2. Customers find comfort in “the familiar.”
  3. Old school service fits with the burgeoning artisanal movement happening now.
  4. Your service style helps you stand out from the pack.

In many ways the case I made in that article hinged on a key premise:

There’s NEVER going to be a time when people say; I don’t really care if you hurt me. I don’t really care if you appreciate me. I don’t really care if I belong. You know, as far as I’m concerned, I just want to buy your stuff.

And I think because of that, we have to anchor ourselves to the timeless truth of humanity, even as we customize the delivery in line with the cultural trends.

Tempered Conclusions

Fortunately, in the article, I didn’t end with a nostalgic rant about how the world would be a better place if we could only experience service like that provided by Floyd Lawson at Floyd’s Barbershop on the Andy Griffith Show. (For all of you too young to catch that reference here’s the scoop on it via Wikipedia and an episode from YouTube). In fact, I suggested…

The successful organizations are the ones that…figure out how to integrate technology but still truly connect to the customer face to face or on the phone. They instill it in their training. Team members learn to make sure customers know that they matter — that they are always heard and appreciated.

What Choice?

Like many things, the choice between “high touch” and “high tech” customer experience is not binary. The keys for greatness today are to:

Study your customer.

Study their journey with you.

Make their journey easier where possible with technology.

Train your team to deliver warm, genuine, and caring experiences when customers choose to interact with people.

Better, Worse, Differentiating, and Extraordinary

So in the end, customer experience is both better AND worse than the good old days, but through customer-centric design AND customer experience skills training it can be differentiating and extraordinary for all of your customers!


Joseph A. Michelli, Ph.D. is a professional speaker and chief experience officer at The Michelli Experience. A New York Times #1 bestselling author, Dr. Michelli and his team consult with some of the world’s best customer experience companies. Follow on Twitter: @josephmichelli

{Infographic} Complexly Simple | Success Can Breed Mediocracy



Joseph A. Michelli, Ph.D. is a professional speaker and chief experience officer at The Michelli Experience. A New York Times #1 bestselling author, Dr. Michelli and his team consult with some of the world’s best customer experience companies. Follow on Twitter: @josephmichelli

Complexly Simple – Success Can Breed Mediocracy

Do you want to sound smart?

Then, tell your friends you read a blog this week about how metathesiophobia is bolstered by accomplishment.

In other words, people who are successful often resist change.

Most of us suffer from at least a smidge of metathesiophobia (the fear of change). Certain things can help the condition – like a little setback which prompts us out of our comfort zones to try something different so we might be more effective. By contrast, success can have the opposite effect because people often don’t want to risk their success or brand equity to try something new. The British economic historian, Arnold Toynbee, put it this way, “Nothing fails like success when you rely on it too much.”

Customer Experience Excellence and Driving Change

What does this have to do with customer experience?

In short, business leaders who enjoy success are often reluctant to “mess with the recipe” that got them where they are today. They may become cautious – avoiding not only real risks but hypothetical risks and when they finally realize their livelihood depends on making a change they often overcorrect and take undo risks.

In his book How the Mighty Fall, Jim Collins suggests that success can bring complacency and in fact, he identifies “Hubris Born of Success” as one of the five stages of a business in decline. The other four stages are:

Undisciplined Pursuit of More

Denial of Risk and Peril

Grasping for Salvation

Capitulation to Irrelevance or Death

It’s worthwhile to note – that in Collins’ model of business decline – complacency, excessive pride, a lack of discipline, and risk miscalculations can move once great businesses into irrelevance and extinction.

The Antidote to Fear of Change

So where should you look to push past metathesiophobia and make wise calculated risks – even in the face of current success? The answer is simple and one I apply to many questions I face.

“Listen to and watch overarching consumer behaviors and more importantly become an expert on your core customer segments.”

The more we study our customers, the more we realize that we can’t stay the same and continue to meet their needs. Better yet, the more we understand them, the more we will know about how to change in ways that mitigate risk and enhance our sustainability.

I have been blessed to work with many brands who, during my journey with them, have moved through significantly different phases of their development including:


Early Growth

Rapid Growth



Leaders at these companies have fought off fears of change irrespective of their current success. It is their willingness to embrace customer-centric change that these companies have propelled their businesses into the next developmental phase.

Whether it’s an emerging brand that adapted from product development success through changes needed to drive sales or a mature brand that morphed from being a market dominator to redefining its value proposition, customer knowledge was at the core of their transition!

Let’s take Starbucks for example. My first book about the company looked at how Starbucks leaders embraced change from rapid growth to maturity (The Starbucks Experience), while the second book (Leading the Starbucks Way) explored how Starbucks drove change as they transitioned from a mature business into a re-evaluative phase. As part of the Starbucks re-evaluation, leaders knew that what brought them success was not enough to secure future success. In keeping with a principle I discussed in Leading the Starbucks Way, Starbucks leaders decided to mobilize the connection they forged in the intimacy of the coffeehouse experience and extended their relationship with customers through technology.

Starbucks paid attention to mobile technology proliferation and their customers’ desire to use their mobile phones to order, pay, etc. As such, Starbucks has been ahead of the curve on many customer innovations like mobile pay or using an in-home assistant like Alexa to place a Starbucks order. Rather than fearing change, Starbucks positions investments for future success by heeding research like that recently cited by Megan Graham in an Ad Age article:

A new study, out today from SAP Hybris — which surveyed 1,000 U.S. consumers who own in-home assistants — found that 17 percent of smart assistant owners used their devices for holiday shopping last year. This year, 38 percent said they would consider using their assistants for holiday shopping. The top reason for using an in-home assistant to purchase gifts is convenience.

Similarly, Starbucks’ recent opening of their largest store in Shanghai (a 30,000-square foot behemoth that is part of their Starbucks Reserve® Roastery concept) integrates technology to – in Starbucks words – be a “fully-immersive, sensorial coffee experience.”

Taking a page from the augmented reality/gamification craze of Pokemon™ Go, Starbucks has integrated augmented reality and gamification into the Shanghai Starbucks Reserve® Roastery. Customers can point their mobile devices around the Shanghai coffeehouse to experience a virtual store tour, track the coffee journey from bean to cup, achieve virtual badges, and unlock exclusive rewards celebrating and acknowledging their store visit to all those in their social network.

The Right Choice for YOU

Digital Assistant ordering, augmented reality, and gamification may or may not be changes that are right for your business. Watching customer behavior can guide you as you explore each and every experience enhancing opportunity.

While little in business is CERTAIN, I am sure that metathesiophobia is not your friend and that change is irrepressible!

So, will you anticipate and drive change in accord with an obsessive commitment to customer listening and understanding? Or will your resistance to change drive your customers away while driving you out of business?



Joseph A. Michelli, Ph.D. is a professional speaker and chief experience officer at The Michelli Experience. A New York Times #1 bestselling author, Dr. Michelli and his team consult with some of the world’s best customer experience companies. Follow on Twitter: @josephmichelli



{Infographic} Please Ask My Opinion But Not Too Much!



Joseph A. Michelli, Ph.D. is a professional speaker and chief experience officer at The Michelli Experience. A New York Times #1 bestselling author, Dr. Michelli and his team consult with some of the world’s best customer experience companies. Follow on Twitter: @josephmichelli

Please Ask My Opinion BUT NOT TOO MUCH

There is a fine line between disinterest and inquisition!

You know what I am talking about – some brands are solely focused on themselves and not on their customers. Leaders at those companies drive a business freight train down the track at their customers with seemingly no interest in what customers think or feel about the oncoming train.

On the other hand, some businesses seemingly “overask” for customers’ input. Essentially, these companies leave customers thinking, “I am tired of being asked to fill out your surveys.” Or, “I am your customer not a member of your business development team.”

In an article for Bloomberg Technology, Fred Reichheld (whose work at Bain and Company has resulted in widespread use of Net Promoter Score® surveying methodology) notes he is also survey fatigued. As such, it is important to remember that the art of customer listening emulates a lesson from the children’s story Goldilocks and the Three Bears. Soliciting customer feedback can be too much, too little, or just right.

Listening In Many Forms

Part of the art of listening is to realize you can do it with your eyes as well as your ears! Don’t think that the only way to gain feedback from customers is by asking them to answer a survey. In fact, sometimes the data you get from asking for input is quite different from what you get by observing.

For example, I was consulting for a major international jewelry brand. We were prototyping changes in store design, merchandising strategy, and sales approach. We wanted to see if we could create a more relevant experience in certain markets which in turn would increase conversion rates (the number of people who make purchase relative to the number of people who enter the store), units per transaction, and overall sales.

Since focus group data (a form of customer listening) suggested that customers in those regions wanted to “touch and hold” more items in the store, we took some of the jewelry that was locked away “under glass” and placed it above the counters on “spinning” displays. We then interviewed customers (some who had shopped in the newly configured stores and some who shopped the traditional store design). We asked customers to share their perceptions of the opportunities they had to touch jewelry items independently and if they, in fact, had touched any jewelry while in the store.

In addition to asking, we had trained observers record the actions of those customers in both store settings. As is frequently the case, customers in the stores with the “spinners” did not report increased opportunities or actual touching of products. However, observational data showed that those customers were touching the spinners and that conversion rates, units, and sales increased in the revised store design.

The moral of the story is that what customers tell you in self-report is important but sometimes what matters most lives below conscious awareness. For a detailed outline of diverse methods of customer feedback solicitation, such as usability studies and website analytics, you might want to read this HelpScout article.

The Risk of Overlistening and the Role of Technology

Customers come to your business to get their needs met as easily as possible and in a way that is memorable or delightful to them. The purpose of gaining feedback from customers is to improve needs fulfillment, ease, or delight. Unfortunately, the very process of asking customers about their experience typically falls outside the reasons they came to you in the first place. A survey doesn’t address their immediate needs (it might affect future needs). Surveying adds a step in their experience (making it more effortful), and few surveys are a source of delight.

Increasingly biometric type measures and other technologies are being deployed to remove the unpleasantries of feedback collection and in fact to make data collection silent to the consumer.

Let me give you an example from one of my product lines. As someone whose livelihood depends in part on presenting live content before large audiences, I want to know that my information and presentation style is connecting with those I am there to serve. So how can a speaker like myself unobtrusively garner feedback from an audience (beyond looking for attentive gazes and nodding heads)? Enter Mohammed Ghassemi and colleagues from MIT, who have developed an audience feedback app. Writing in an article for Oratorio, Bill Connor describes the application:

It works like this: give the speaker and the audience members Apple Watches or Samsung Gears or similar devices that can communicate with each other, and the app … can transmit physiological information from the audience that can tell the speaker whether she’s on track or off the rails.

In the article, Mohammed Ghassemi adds:

We’ve found in our research that there are telltale signs of the physiological response of the individual that show whether they’re having a good time or not…They’ll get more fluctuations in their heart rate, their skin conductivity will increase a little. Things like this will give the speaker a sign about whether your audience cares about what you’re saying or not.”

While I am not sure that I could track this type of data in real-time and make appropriate course corrections while standing on the stage, this information (obtained unobtrusively) could help streamline content for similar future audiences.

Back at You

As you think about your customer feedback strategies are they too large, too small, or just right? More importantly, how do you know if you are getting meaningful information that is helping customers get their needs met as easily as possible and in a pleasurable way? Are you listening regularly and with minimal intrusion? Finally, are you listening with your ears, eyes, and, if appropriate, with technology?


Joseph A. Michelli, Ph.D. is a professional speaker and chief experience officer at The Michelli Experience. A New York Times #1 bestselling author, Dr. Michelli and his team consult with some of the world’s best customer experience companies. Follow on Twitter: @josephmichelli


Want a Free Franchise? A Hypothetical with Real-World Implications

Let’s pretend I gave you a company. Awful nice of me right? Well, maybe not! The company is a chain of video stores. Remember those? If you are old enough to recall the video rental phenomena, the landscape for that industry was dominated by Blockbuster and Hollywood Video, but there were a panoply of local video providers as well – one in virtually every strip mall.

The VHS tape days rich with labels telling us to “be kind and rewind” gave way to the DVD movie distribution platform but the industry chugged along making “bad profit” plucking from the wallets of those of us who struggled to get our movies back in time – thus, incurring oppressive late fees.

So, thanks to my twisted sense of generosity, you have (for the sake of this blog) been gifted a chain of video stores (chock full of DVD movies). Your mission is to survive and thrive in the world of on-demand streaming video subscription-based options like Netflix, Hulu, and Amazon Video. Impossible, right?

It is happening right before our eyes, and the secrets to this improbable tale of sustainability (in what many might call an antiquated product/delivery model) are:

  • Visionary financial stewardship
  • Extraordinary employee and customer care
  • An emotionally engaging in-store experience

The brand to which I am referring is Family Video Movie Club, a 775 store chain with locations across the US and Canada. Founded in Glenview, Illinois, Family Video stores are largely concentrated in the midwest. Since its inception in 1978, Family Video has consistently focused on its mission:

To be our customers first entertainment choice. We do this by providing a unique mix of great customer service and low prices. Customer service is our top priority.

Much has changed since 1978, so let’s look at the choices leaders at Family Video have made which have maintained the brand’s relevance and value despite technology shifts in movie consumption.

Visionary Financial Stewardship

One of the many competencies required of leadership is knowing where to invest a company’s finite resources. While some brands in the video rental world looked to lease more and more property to rapidly position themselves as THE national brand, leadership at Family Video grew more slowly and purchased the strip malls where it opened stores. Reinvesting profits in commercial development allowed Family Video to avert rising lease costs encountered by other video stores but it also created a revenue stream from other tenants such as Starbucks, Walgreens, and Subway.

While leaders at Family Video were investing in real estate, they were also investing in leadership development incentives. In fact, Family Video (whose umbrella company is named Highland Ventures, Ltd) provides payment for tuition and books to an accredited undergraduate four-year university/college for qualified children of eligible employees. That eligibility extends to leaders who have been with the company for five years in a position of District Manager or higher.

Extraordinary Employee and Customer Care

From the perspective of frontline talent development and customer service prioritization, Family Video emphasizes that they:

..hire friendly, intelligent, positive people, and then give them the ability to think and solve problems. World-class customer service isn’t the exception, it’s the expectation. Working in our stores isn’t a typical retail job. We don’t wear name tags and we don’t wear uniforms. We never ask a manager for permission to solve a customer problem. We solve it. We “wow” them. We run our stores fun and friendly and we always have.

An Emotionally Engaging In-store Experience

In addition to prioritizing employee empowerment and instant problem resolution, leaders at Family Video view the in-store shopping experience as an important “family outing.” Speaking on NBC’s Sunday Spotlight, Family Video’s president Keith Hoogland notes:

People forget the great days when you used to come with your kids, shop, and have an experience….I think that what is happening in the world is that all these electronics are separating you from society and I think that the pendulum is going to swing back to where people are looking to go the coffee shop, they are looking for their local grocery and they are looking for the local video business.

Beyond the opportunity to shop through the racks of video offerings, Family Video is serving up a local and relevant experience that celebrates children and academic performance through a program titled .

Family Video enables students from kindergarten through college to receive a free movie or game rental at Family Video for each final “A” grade or (equivalent mark) they achieve in a core subject on their year-end report card.

Bummer a Hypothetical?

So, I’m betting you are wishing that my hypothetical gift of a video chain was not hypothetical and that my offer was for Family Video. The good news is that each of us can learn from the wisdom of Family Video without having to survive a cataclysmic industry revolution.

What lessons will you take from leadership at Family Video?



Joseph A. Michelli, Ph.D. is a professional speaker and chief experience officer at The Michelli Experience. A New York Times #1 bestselling author, Dr. Michelli and his team consult with some of the world’s best customer experience companies. Follow on Twitter: @josephmichelli



{Infographic} What’s Your Signature? The Importance of Defining Brand Moments


Joseph A. Michelli, Ph.D. is a professional speaker and chief experience officer at The Michelli Experience. A New York Times #1 bestselling author, Dr. Michelli and his team consult with some of the world’s best customer experience companies. Follow on Twitter: @josephmichelli

What’s Your Signature? The Importance of Defining Brand Moments

When I was asked to do a TEDx talk about a year ago, I keyed in on the message that your brand (be that your individual brand or your corporate brand) is little more than “what people say about you when you are not around.”

In keeping with that message, I am excited to be blogging about one of my favorite leadership brands – Ed Mady and to use Ed as an example of the importance of creating signature moments that frame those “out of earshot” conversations.

I am delighted to have known Ed for years and am honored (beyond words) that he listed me as a member of his trusted personal board of directors in a recent article for Hotels Magazine.

This week Ed Mady is being recognized as Hotelier of the World by Hotels Magazine at an awards ceremony at The Lotte New York Palace. Ed’s leadership for an extended run at the Ritz-Carlton in San Francisco and more recently at the Beverly Hills Hotel (a legendary property in the Dorchester Collection) has positioned him for this well-deserved honor. While I can go on and on about Ed’s visionary leadership, ability to inspire teams to greatness, top-drawer guest experience delivery and his ability to manage in a crisis, I want to talk about Ed Mady’s signed baseballs.

Ok, where is this going? I start by talking about your brand being what people say about you when we are not around; I mention a leader recognized as Hotelier of the World and pivot to signed baseballs.  Of all things for which Ed is known, “signature baseballs” is a substantial element of his brand.

As one might expect, Ed has hosted many A-list celebrities and legendary athletes over his storied career across America’s finest hotels. As a matter of course, Ed asks many of the people he encounters to sign a baseball for him. He always has an ample supply of baseballs on hand to seize opportunities for those signings. Here are just a few examples of Ed’s recent tweets.

Signatures on baseballs are a signature of Ed’s leadership and personal brand – do you have anything similar?

Branded Customer Experience

To bring this around to a discussion of branded customer experiences, I’ve been fortunate to work with many senior leaders at large companies like International Dairy Queen and smaller brands like Garbanzo Mediterranean Fresh – as they’ve looked for ways to capture “signature moments” during the customer journey. At Dairy Queen, for example, one such moment was the handoff of a hugely popular product that has been around since 1985 – the Blizzard®.

With the movement of the wrist, a server at Dairy Queen can create a theatrical, and memorable moment that reinforces the richly, thick quality of a blizzard by simply flipping it upside down and back right side up. That gesture became a signature moment for blizzard delivery, and in 2016 it evolved into an “Upside Down or Free” campaign whereby you would receive your next blizzard for free – if your server failed to flip it at the handoff. That’s the power of customer experience design resulting in a “signature moment” that enhanced the Dairy Queen Fan Experience.

As I worked with Garbanzo’s first CEO Alon Mor and his team in the early days of their brand development, the focus was not on the product handoff but the arrival experience. Normally customers expect to step in line at a quick service restaurant (QSR) like Garbanzo and begin looking up at the menu board.

The first human interaction at a restaurant like Garbanzo normally involves ordering and a question like, “What can I get you today?” But immediately upon entering Garbanzo, the customer experience was designed to be disruptive with the unexpected question, “Would you like a falafel?” The typical customer responses to that question ranged from “What’s a falafel?”, “Is it free?”, or “Sure.” In any case, the arrival experience was memorable and a signature for the brand. One that supported brand attributes and contributed to Garbanzo’s store growth and regional expansion.

It’s All about the Moments

In their recent book The Power of Moments Chip and Dan Heath note:

What’s indisputable is that when we assess our experiences, we don’t average our minute-by-minute sensations. Rather, we tend to remember flagship moments: the peaks, the pits, and the transitions.

This is a critical lesson for anyone in service businesses from restaurants to medical clinics to call centers to spas – where success hinges on the customer experience.

Fortunately, Chip and Dan anchor their conclusions to sound memory research that resonates with the experiences I have had working with brands who have been able to differentiate at key experience moments with customers.

Back at You

So what are your “branded signature moments?” What memories do you give your customers to tweet about? or “How do you stand out from other service providers or leaders?”

Make it memorable, positively disrupt or do the unexpected – craft your signature!



Joseph A. Michelli, Ph.D. is a professional speaker and chief experience officer at The Michelli Experience. A New York Times #1 bestselling author, Dr. Michelli and his team consult with some of the world’s best customer experience companies. Follow on Twitter: @josephmichelli