We are delighted to bring you an exclusive interview with Diane Magers, a prominent figure in the world of Experience Management. With over 25 years of experience, Diane has been at the forefront of transforming the way organizations approach customer and employee experiences. Her journey, rooted in psychology and encompassing a diverse range of roles, has shaped her into an industry leader and thought influencer.
In this interview, we dive deep into Diane’s remarkable career, exploring pivotal moments that have defined her perspective on Experience Management (XM). From her role as CEO of the Customer Experience Professionals Association (CXPA) to her current position as the founder of Experience Catalysts, Diane shares invaluable insights on how Experience Management is evolving and what lies ahead.
Can you recall a specific childhood memory that you believe was crucial in shaping your entrepreneurial spirit?
My entrepreneurial spirit was profoundly influenced by childhood memory centered around my father. He dedicated a significant portion of his life to being a firefighter, steadily advancing his leadership skills to eventually become a captain. However, what truly shaped his professional journey was his realization of the importance of the human aspect of his work and the fulfillment he found in caring for people during crises.
Despite the demands of his firefighting career, my father took on the challenge of studying to become a paramedic. This undertaking was particularly commendable given the time constraints of his primary job. Yet, during his off-hours, he demonstrated a remarkable entrepreneurial spirit by running a home painting business. This venture involved managing a team of contractors who worked under his leadership.
My father’s ability to balance the responsibilities of his firefighting career, paramedic studies, and entrepreneurial pursuits became a beacon of inspiration for me. He instilled in me the values of continual learning, continuous improvement, the importance of building networks, and genuine care for people, especially during challenging times. Witnessing how these principles fueled his spirit and contributed to his success has significantly shaped my own approach to building my career. I credit him for imparting invaluable lessons that have guided me in shaping my role and navigating the entrepreneurial path.
With over 25 years of experience, can you share a pivotal moment or project in your career that significantly shaped your perspective on Experience Management (XM)?
A pivotal moment occurred when I was invited to join an enterprise transformation project at Sysco’s headquarters. In this initiative, representatives from various departments across the national organization collaborated to completely transform the company. The transformation involved aspects such as master data, ERP systems, centralizing call centers, redesigning interfaces, portals, websites, marketing strategies, pricing models, customer segmentation, and cost-to-serve analysis.
The experience provided me with a holistic perspective on Experience Management. It taught me that creating a great customer experience involves not only external factors but also various behind-the-scenes components. Understanding the intricate details, from data management to workflows, processes, technology, and the people involved, was key to delivering a superior experience.
This comprehensive understanding emphasized the critical role of Experience Management in bringing together all facets of an organization. I recognized the impact it could have on value creation for customers and financial benefits, giving the organization a competitive advantage. The transformative project underscored the interconnectedness of components in delivering exceptional experiences and solidified my belief in the importance of Experience Management as a strategic and integral part of organizational success, both from a value creation for the customer and for financial benefit and competitive advantage for the organization.
Managing a successful career while being a devoted mother and spouse can be challenging. How do you strike a balance between your professional and personal life?
Delegating and outsourcing tasks have been crucial for me, relying on great partners who complement my strengths and weaknesses. Building a support system that includes family, friends, colleagues, and mentors has played a vital role. Honest feedback from this network provides perspectives I might not see in my busy life.
I’m the first to admit that I am challenged by self-care and well-being being priorities for me. I am learning to build in mindfulness and meditation into my life. And I am focusing hard on learning to say no. And at the end, as women we continue to strive for these personal capabilities, but it is extremely difficult.
There is also a perpetual focus and strong emphasis on continuous learning, drawn from my father’s influence. Whether through formal education, certifications, or staying updated on new technologies, I value learning in the moment.
Mentoring others and having mentors are critical components of my career development and are among the greatest joys that generate immense personal satisfaction. Flexibility and adaptability are paramount, as I stress the importance of adjusting strategies and drawing clear lines when necessary in personal and business relationships. Overall, my approach to balance involves a combination of intentional impact management with others, leveraging technology, building a support system, self-care, continuous learning, mentorship, and flexibility.
Congratulations on the release of your book! Could you provide a glimpse into what readers can expect and how the book ties into your experiences and lessons learned?
The book titled “Experience Rules!” helps build the concept of an Experience Operating System (XOS), and outlines the key elements needed to embed experience management into the day-to-day operations of your organization. The focus is on meeting the high expectations that customers, as human beings, hold for brands and their role in the world. The evolving standards set by exceptional brands compel organizations to enhance their interactions and meet elevated expectations.
The book emphasizes that building impact and value for customers and employees comes from intentional strategies and alignment and accountability to those strategies. It’s about deeply understanding customers, defining insights and actions, adopting intentional design, generating value, simplifying processes, using insights from experience data, and proactive designing experiences and enabling them with digital and technology trends.
Drawing from the author’s extensive experience and insights gained as the CEO of the Customer Experience Professionals Association, the book offers practical guidance. Co-authored with Michael Hinshaw, a key thought leader in the field, it serves as a roadmap for leaders and organizations aiming to excel in experience management. The book addresses the challenges, shares successful practices, and provides a vision for navigating the complexities of creating a customer-centric culture. Overall, “Experience Rules” not only outlines what needs to be done but also offers insights into how organizations can successfully implement these changes.
In your role as a professor and instructor, can you recall a particularly rewarding moment when you witnessed the impact of your teachings on students or professionals?
As a professor at both Southern Methodist University and Michigan State University, specializing in experience management, design, and journey mapping, I’ve had the privilege of witnessing numerous students who, after completing my courses, have reached out to share their post-class experiences. One of the most rewarding moments involved a student navigating a significant life transition. Having spent an extended period in the same industry, this individual decided to embark on a new journey. The gratifying part was learning how they not only embraced the knowledge gained in my class but also applied it effectively.
In this particular case, the student communicated to a prospective employer not just what they could do for the company but, more significantly, the value they could contribute. Rather than approaching the job opportunity with a standard presentation of skills, they framed it in a customer experience-oriented manner. They articulated how their efforts would create tangible value for customers, employees, and the organization as a whole. This shift in perspective marked a beautiful moment where the focus shifted from personal capabilities to the outcomes and impact the individual could bring to the table.
This experience has become a key teaching point for both my mentees and students. The emphasis is placed on communicating not just what one can do but also highlighting the broader outcomes, purpose, and why behind their actions. Whether seeking a new job or optimizing existing relationships, I encourage individuals to center their communication around the impact and value they aim to create. This approach aligns with the belief that it’s ultimately about the outcomes and one’s purpose, a principle I instill in my teaching and mentoring philosophy.
As an innovator for engaging associates, customers, and partners, what strategies or approaches do you find most effective in driving sustainable change within organizations?
Sustainable change within an organization transcends mere change management tactics. While these tactical aspects are undoubtedly crucial, the real crux lies in the realm of change leadership. It’s about the profound ability to identify, shape, and support change leadership, emphasizing the “why” behind the transformation, and elucidating the benefits for both the organization and every individual involved.
Change leadership entails modeling significant behaviors, providing a clear direction for the organization, articulating the essential nature of the change, and aligning it with the organization’s goals and desires. It’s not just about progressing forward; it’s about bringing everyone along on the journey. The involvement of every individual impacted by the change is paramount. In essence, sustainable change, in my perspective, involves ensuring that every individual is on the same page and engaged in the transformation process.
This collaborative approach extends to change leadership, wherein the leaders play a crucial role in guiding the organization through moments of uncertainty. Whether facing doubts or experiencing the inevitable dips in morale during transformative phases, effective leadership steps in to instill confidence, providing the necessary support to ensure that the change not only happens but thrives. It’s about fostering an environment where everyone is involved, aligned, and resilient, with leadership taking center stage in navigating through the challenges of change.
Who are some individuals or experiences that have greatly influenced your approach to Experience Management and leadership?
The individuals and experiences that have significantly shaped my approach often teach valuable lessons, and one particular story stands out. While working in an organization undergoing substantial changes within a larger group, I received a positive review from my leader, but with a critique—he suggested that I tended to stray beyond my designated responsibilities and expand the scope of my work. Initially, I perceived this feedback as a personal failure, thinking I had let down my leader or the project. However, upon reflection, I realized that the advice was a valuable insight.
I understood that if we were to design things within our individual silos or separate departments, it wouldn’t be in the best interest of employees, the organization, or customers. Taking this feedback to heart, I decided to leave that role. It became evident that my skills and beliefs about what was needed for success were not aligned with what my leader valued in terms of change leadership. If my leader didn’t appreciate the importance of breaking down silos and expanding perspectives, I knew I couldn’t contribute effectively to the organization’s success.
Most of the influential people in my life have shared the trait of being lifelong learners—individuals who are inherently curious, take calculated risks, and actively seek insights beyond the status quo. They are influencers and thought leaders who are uncomfortable with settling for the status quo. Instead, they are always in the mindset of finding solutions, figuring things out, and making ideas work. This sense of fortitude has been a defining trait that has significantly influenced my career. I try to embody and reflect this trait, as it played a pivotal role in building my career and contributing to the success of my organization.
You mentioned that sustainable change requires embedding customer and experience capabilities into all parts of an organization. How do you instill this philosophy in your consultancy work?
In our consultancy work, one of our guiding principles is to teach people to fish. We believe in engaging our clients in a way that empowers them to sustain the change. While we could simply come in and execute tasks for an organization, we recognize that this approach doesn’t contribute to long-term sustainability. It doesn’t help individuals build their careers or enhance their skill sets, and it doesn’t become an integral part of their daily operations. Our philosophy centers around formal knowledge transfer, a term signifying our commitment to working side by side with our clients.
We sit in the navigator’s seat and walk them through the process, explaining the “what” and “why” of our work. We seek their input and perspective, fostering a collaborative approach where we co-create solutions together. This approach challenges the common perception that hiring a consultant means outsourcing specific tasks. While we bring expertise to execute tasks, we also aim to extract thoughts, skills, and knowledge from the organization. Our role extends beyond being a temporary presence; instead, we focus on helping the organization develop the capabilities and competencies necessary for its ongoing success.
Believing that winning brands focus on human and emotional elements, how do you help organizations prioritize and integrate them into their customer experience strategies?
This question is quite intriguing. Organizations often struggle to infuse a more human touch into their operations. Traditionally, business dynamics, rooted in the industrial age, have prioritized the success of the organization. However, there’s a need for a paradigm shift, urging organizations to consider empathy, emotional intelligence, and other human-centric qualities that are becoming increasingly essential in a changing world. As technology evolves and empowers individuals, reshaping the landscape, organizations must reassess their future value.
For instance, our approach involves educating organizations on human-centered design, emphasizing not only empathy but also compassion. We delve into emotional intelligence, recognizing that human behavior is heavily influenced by emotions. Individuals tend to exert more effort to avoid negative experiences than to seek positive ones—a fundamental aspect of human nature. Organizations aiming to serve and partner with humans must grasp these human needs and emotions. It’s crucial to provide products and services that align with these needs and, if necessary, make adjustments. This aligns with the overarching concept of experience management, where understanding human feelings, needs, expectations, goals, and experiences is paramount.
Building brand loyalty extends beyond offering the lowest prices or the latest flashy products. It’s about identifying and delivering value, ensuring products work seamlessly, are intuitive, and make individuals feel comfortable without requiring excessive effort. Our goal is to guide organizations in recognizing that this shift isn’t just a tactical adjustment; it’s a transformation that incorporates human and emotional elements. It involves understanding the external landscape beyond the company’s walls—perceiving what customers think and feel about products, services, and interactions. Our role is to facilitate this change, helping organizations adapt to this new understanding and create meaningful connections with their audience.
Your background is in psychology, particularly in death and dying. How did you make the transition from psychology to the business world, specifically customer experience?
I often find it somewhat ironic that my entire career began in the field of human behavior. For me, a background in psychology was driven by a profound fascination with understanding human behavior—what motivates it, how individuals thrive in the world, and the strategies they employ for continuous self-improvement. Exploring the realms of life and death became a focus due to significant losses in my own life. I recognized that this aspect of existence was often overlooked, similar to the nascent stage of experience management, where the concept was new, and people were not well-versed in it. I found it intriguing that certain topics, like emotions, were often left unaddressed, creating discomfort.
Drawing from my experiences in death and dying, I learned a crucial lesson about the brevity of life—every moment and interaction holds significance. The way we make people feel and their reactions to those feelings are of paramount importance. This realization prompted a shift in perspective, urging me to consider how people engage with brands as customers. The transition from psychology to the business world wasn’t as stark as one might expect. It involved working with a different group of people, moving from group therapy settings to boardrooms. In both scenarios, the focus remained on active listening, interpretation, paraphrasing, and understanding individuals’ perspectives—what they aimed to achieve, the obstacles they faced, and how to align their goals with those of the organization.
While I don’t identify as a therapist in the business world, the approach remains consistent. It centers on promoting individuals’ well-being, fostering engagement, and assisting them in recognizing their place in life. The common thread lies in the shared objective of making people healthier and more connected, whether in a therapeutic setting or the dynamic realm of business.
Working with diverse organizations like VMware, State Farm, and Invisalign, how do you ensure that your CX solutions align with the unique needs and goals of each enterprise?
Well, similar to every individual, each organization possesses a unique culture, a distinct set of rules, and specific ways of operating. Whether it’s a SaaS (Software as a Service) technology company or a dry cleaning chain, the approach varies, always aligning with their goals. Our focus involves extensive discussions on what they aim to achieve, considering the impact on employees, customers, stakeholders, and the broader marketplace dynamics.
We strive to broaden their perspective, encouraging what we term as “horizon scanning.” This entails contemplating where they aspire to be, understanding why, and analyzing the factors that will influence them. We guide organizations in leveraging technology and aligning with the expectations of their customers and employees. In essence, the needs and goals of each enterprise are grounded in the value they create, not only for customers, employees, and stakeholders but also for society at large.
Considering the evolving mindset of millennials and newer generations, there’s a growing emphasis on sustainability and social responsibility. This aspect becomes integral to our discussions, where we dedicate considerable time to help each organization grasp the bigger picture. We assist them in aligning their goals with the expectations of individuals today, ensuring they become an integral part of what society seeks from organizations in the contemporary landscape.
Working at Sysco, you were involved in an enterprise transformation. How did this experience influence your approach to customer experience?
As mentioned earlier, this enterprise transformation significantly shaped my approach to customer experience. It provided valuable insights into the myriad elements required to deliver an exceptional customer experience. Take, for example, a visit to Starbucks for a cup of coffee. Beyond the simple act of getting a beverage, one might not consider the meticulous planning involved in building consistent Starbucks locations, the hiring and training processes, the intricacies of the supply chain, employee motivation, corporate culture, problem-solving strategies, and even the seemingly small details like the informal choice of writing names diagonally on cups.
In an organization, delivering a great experience involves numerous factors, evident when interacting with companies through calls or online chats. Issues may arise with AI functionality, chat personnel not understanding online interactions, delays in responses, and more—all contributing to the overall experience. The enterprise transformation project taught me the importance of looking beyond the customer journey and delving into the realm of service design. It emphasized understanding the intricate behind-the-scenes processes that contribute to creating a seamless experience.
This comprehensive perspective involves leveraging AI effectively, having access to the right data, and using that data judiciously for personalization—always with careful consideration of privacy concerns. This experience has encouraged me to contemplate my influence on creating an experience and what it entails to assist clients, mentees, and those I engage with in becoming successful experience builders for both customers and employees.
Drawing from your vast experience, what critical best practices do you emphasize when coaching CX leaders on designing and implementing engagement programs for both customers and associates?
A crucial forward-thinking practice that we underscore when coaching CX leaders revolves around embracing the emotional and human elements in the design of programs or experiences. The focus is on creating experiences that deeply engage individuals—ones that are intuitive, personalized, effortless, and seamlessly flow. Such experiences often leave a delightful and remarkable impression, prompting people to talk about or notice them.
In the implementation and design of these programs, our emphasis lies on intentionality and genuine design thinking. It goes beyond coming up with something that seems effective on the surface; it involves continuous use of design thinking and human-centered design principles to drive meaningful changes. Another key aspect is the need for organizations to not only initiate these programs but also to consistently manage and pursue continuous improvement. Experience management shouldn’t become a reactive pursuit, akin to playing whack-a-mole by addressing isolated issues. Instead, organizations should focus on understanding their overarching goals and ensuring that every engagement with employees and customers is intentional, purposeful, and intricately designed.
This level of design necessitates a profound understanding of every conceivable factor that could impact the experience. It involves recognizing potential obstacles, identifying necessary enablers, empathizing with individuals’ perspectives, and thinking through the engagement process. Recognizing that not every customer or employee is alike, the approach should be tailored to individual preferences. Building knowledge and leveraging data become vital components in understanding how to deliver personalized experiences that align with diverse needs. The role of data becomes increasingly significant in achieving this level of intentionality.
As a past CEO of CXPA, how have you witnessed the evolution of the Customer Experience field, and what trends do you foresee shaping its future?
AI and machine learning have become predominant forces, capturing significant attention and instilling both excitement and apprehension. In navigating this landscape, it is crucial to remember that the application of AI and technology should extend beyond mere capability demonstration; rather, it should be anchored in addressing human needs and enhancing experiences.
The evolution of experience management is poised to transform how people work. While it remains a distinct discipline, the adoption of experience management principles will broaden across various leadership roles. Professionals in experience management will likely assume a central role, serving as leaders and facilitators, guiding organizations in developing the necessary capabilities and competencies. This shift emphasizes collaboration and integration into every facet of the organization, encompassing areas such as customer care, product development, digital initiatives, technology, and data management. The focus will be on influencing the organization holistically rather than claiming ownership of specific elements.
In the realm of employee experience, the emphasis will shift towards leveraging talent and engaging individuals in novel ways. Organizations recognizing and embracing a sense of purpose will discover that their workforce becomes a significant strength. The transition of power to employees, evident in remote work and evolving career patterns, necessitates an organizational adjustment to cater to employees’ desires for skill development, involvement, and a sense of belonging. Collaboration with HR, strategy, and transformation offices will be paramount in understanding and designing the employee experience, mirroring the approach taken for customer experiences.
Data will continue to play a pivotal role in shaping the future, extending beyond its traditional analytical use. The focus will be on how organizations gather, use, understand, and gain insights from data. This extends beyond quantitative analysis, incorporating a qualitative voice to derive impactful insights. The emphasis will be on fostering innovation, agility, and the creation of transformative solutions that have the potential to change lives and the world.
Engaging associates is a critical aspect of your work. How do you empower and involve employees in the journey of transforming their organization’s experience culture?
Experiences are essentially shaped by people—their ideas, the products and services they contribute, and the myriad decisions made daily by every employee, from frontline staff to middle management and those in product or app development. Regardless of their specific roles, each individual plays a pivotal role in influencing the overall experience. Our goal is to instill the understanding that these employees are the driving force behind the decisions shaping the experience every day.
We emphasize the importance of employee engagement and involvement, encouraging individuals to let their ideas flourish and contribute to the organization’s growth. Many times, employees possess valuable insights and innovative suggestions that often remain untapped. By actively involving them, we unlock a wealth of ideas and perspectives that can significantly enhance the organization’s approach and experiences.
While external influences undoubtedly play a role, we firmly believe that the real energy and potential for positive change reside within the organization itself. Empowering and engaging employees becomes a catalyst for innovation, driving positive transformations. Recognizing that employees possess a deep understanding of what truly transpires within the organization, we strive to tap into this internal source of knowledge and ideas. By involving employees, we unleash a trove of innovation, enabling them to play an active role in shaping the organization’s trajectory.
Employees, when engaged and empowered, not only contribute valuable ideas but also find intrinsic value and purpose in being part of the change. This engagement becomes a vital aspect of our approach, driven by the belief that employees are the key to creating exceptional experiences and fostering continuous improvement.
Being a skilled presenter and trainer, what strategies do you employ to effectively communicate CX insights and best practices to diverse audiences, whether at industry events or online platforms?
One valuable lesson I’ve gleaned from presenting and training is the power of storytelling to bring concepts and insights to life for everyone. When people inquire about my profession, which is inherently complex, I often turn the conversation around by asking them to share a memorable experience, be it positive or negative, with a particular brand or organization. As they recount their stories, their emotional reactions become evident—whether it’s frustration or gratitude, awe or disappointment.
Through these narratives, individuals naturally delve into the aftermath of those experiences, describing how they altered their behavior in response. In instances where they omit this aspect, I prompt them to reflect on how the experience influenced their subsequent interactions with the brand. This serves as a compelling demonstration of the impact intentional and purposeful experiences can have on consumer behavior, affecting sales, loyalty, retention, advocacy, and even social media influence.
These stories, translated into financial implications, underscore the significance of companies understanding and strategically managing experiences. When posed with the question of who owns the experience within an organization, the common response—a shared ownership across all stakeholders—reveals the inherent importance of experience management. I believe in consolidating these diverse experiences into a holistic view, fostering a comprehensive understanding that allows organizations to intentionally design and shape experiences to evoke the desired emotions and drive specific behaviors for tangible business impact.
In my role, whether working directly with organizations or providing consultation through intermediaries, I aim to help build the necessary capabilities within these entities. Breaking down silos and fostering cross-functional collaboration is crucial, and the impactful stories shared by individuals become a potent tool to bridge these gaps. By encouraging people to reflect on personal experiences, I strive to create those enlightening “light bulb moments” that connect the abstract concepts I discuss with the tangible instances they’ve encountered. Through storytelling, I provide individuals—be they employees or customers—with the means to relive and engage emotionally, making the work we do not only important but also relevant to their lives.
If you could offer one piece of advice to your younger self before embarking on your entrepreneurial journey, what would it be?
If I were to share advice with my younger self, it would revolve around the importance of embracing and reflecting on failure. The journey of life is inherently uncertain, and filled with challenges and setbacks. Rather than fearing failure, I would encourage myself to see it as an invaluable opportunity for learning, iteration, and personal growth. There’s a profound sense of reward in acknowledging, “Okay, that didn’t go as planned. Let’s try a different approach,” and witnessing the subsequent success. It’s the learning gleaned from these failures that provides great insights and lessons.
Taking the time to reflect on what went well and what didn’t foster resilience—a crucial trait, especially for entrepreneurs facing the constant challenges of their roles. Entrepreneurship demands the ability to bounce back from setbacks, adapt to changes, and confront challenges head-on. Creativity and innovation come to the forefront when things deviate from the plan, pushing individuals to explore new ideas and find alternative solutions. Purposely refining approaches to remain relevant is part of this process.
Overcoming the paralyzing fear associated with responsibility, risks, and potential outcomes is also essential. Pursuing solutions and navigating challenges requires a blend of humility, determination, and grace. These challenges and considerations, far from being obstacles, are stepping stones that lead toward the fulfillment of goals and the realization of your vision. Ultimately, the journey is not just about what you’re trying to accomplish but also understanding why you’re pursuing it.
Looking ahead, what are your aspirations for the future of Experience Catalysts, and how do you see the landscape of Experience Management evolving in the coming years?
Experience Management is poised to undergo transformation propelled by ongoing technological advancements, shifting customer and employee expectations, and the deeper integration of data-driven insights intertwined with emotional, psychological, and human perspectives. Artificial Intelligence (AI) and advanced analytics will exert a significant influence, paving the way for more personalized and predictive experiences. Identifying patterns and trends in areas requiring improvement will become more accessible, demanding organizations to act swiftly based on real-time data and information.
The landscape is evolving towards heightened real-time capabilities, requiring organizations to embrace agility and speed in their responses and reactions. Trust, transparency, and purpose are anticipated to play pivotal roles in guiding our actions and helping organizations adapt and evolve in the coming years. Technological advancements, including augmented and virtual reality, wearables, automation, and robotics, are on the horizon, fundamentally altering human behavior and functionality. These changes will shape our perceptions of the future and recalibrate our expectations.
Ethical considerations surrounding data, privacy, and the responsible use of AI are currently at the forefront. Organizations must not only navigate these considerations but also establish ethical practices that build trust rather than erode it, requiring a continuous adaptation to evolving ethical standards. While agile methodologies have been in existence, instilling organizational agility—incorporating data, technology, and human-centric approaches—positions organizations favorably for the future.
Beyond your professional endeavors, you’ve expressed interest in contributing to the community. How do you envision making a positive impact, and what community-related initiatives are you involved in?
Many individuals often hear me emphasize that it not only takes a village to raise an experience but also to nurture an entrepreneur. A community of like-minded people, collectively facing similar challenges, even if reluctantly acknowledged, and seeking support while leveraging each other’s unique talents are key elements that contribute to the strength of a community. I firmly believe that such a community can generate a profoundly positive impact, and I actively engage in fostering this through various means, such as public speaking, participation in networking groups, collaboration with fellow women entrepreneurs, ongoing personal development efforts, and continuous learning initiatives. However, I recognize the need for a more formalized approach, setting aside dedicated time to enhance the sense of community for both personal growth and support within our entrepreneurial network.
How can those eager to learn more about you connect with you, and are there opportunities to get involved with the company?
Those interested in connecting with me can find my profile on LinkedIn, ensuring the correct spelling of my last name. A Google search will also lead you to various webinars. I invite you to explore “Experience Rules!”, which highlights the Experience Operating System and the keys to enable it, launched in March, offering a valuable framework for contemplating your endeavors. If you’re interested in contributing to a podcast series, participating in a webinar, or joining a panel, I welcome your involvement. Many individuals are seeking speakers in this field, and I’d be delighted to facilitate connections with those in search of exceptional talent. I’m always open to engaging in conversations to explore the possibilities for meaningful connections and expanding our networks. I’d love to connect with you.
We would like to extend our sincere gratitude to Diane Magers for sharing her remarkable journey and insights with us. If you have any questions for Diane or would like to share your own experiences in the world of Experience Management, we encourage you to leave a comment below. Your thoughts and inquiries are always valued as we continue to explore and learn from industry leaders like Diane.
