CEO Bros - After Hours · 2026-06-26 · 25 min
Key moments - from our scoring
Substance score
26 / 100
Five dimensions, 20 points each
The CEO Bros discuss how small courtesies and details - saying hello, please, and thank you - create outsized impact on business culture and client perception. Drawing on examples from Walt Disney's obsession with clean parks, the Kalahari Resorts' attention to pristine environments, and their own experiences in healthcare and professional services, the hosts argue that these basics signal organizational competence and care. When a client walks into a dirty lobby with smudged windows or an unacknowledged guest sits waiting, they unconsciously infer negligence across the entire operation. Matt, their client relations leader, exemplifies this by driving hours unannounced to meet frustrated clients face-to-face rather than taking calls - a small gesture that differentiates good companies from exceptional ones. The conversation also covers how leaders must model these behaviors consistently; sending a memo demanding smiles fails, but leading by example - picking up litter, greeting every visitor, maintaining pristine spaces - creates cultural momentum. For entrepreneurs and business leaders evaluating candidates, observing how someone treats servers or engages with strangers reveals future office behavior. The episode emphasizes that these small things aren't separate from business success; they're foundational to it.
Observe how they treat servers at dinner or ask situational questions like how they'd greet a waiting client in the lobby; past performance predicts future behavior, so someone who's rude to service workers will likely disregard courtesy in your office environment.
Saying hello when someone enters, asking if they're being helped, maintaining clean facilities (windows, walkways, lobbies), and following up with thank-you notes - these subconscious signals tell clients whether the company is organized, competent, and cares about details.
Policies requiring employees to smile or say hello within certain distances come across as inauthentic and get resented; instead, leaders must model the behavior consistently, recognize employees who exhibit it, and reinforce it as core culture, not a compliance rule.
Dirty windows, smudged surfaces, or cluttered lobbies create subconscious doubt about the company's competence and care - clients may not consciously know why, but they infer that if small details are neglected, larger aspects of service or product quality might be too.
The CEO of Kalahari Resorts personally picks up any scrap of paper he sees, which guilts employees into maintaining high standards and creates a pristine environment - a practice inspired by Walt Disney's obsession with clean parks and gum-free grounds.
Our reviewer’s read on each dimension, with quotes from the episode.
The episode's core thesis - say hello, keep things clean, lead by example - is surface-level common sense that offers almost nothing a working operator wouldn't already know. The occasional anecdote (Chipotle phone orders, Matt driving to see a client) adds marginal texture but the insight-per-minute ratio is very low, with large stretches of repetition and throat-clearing.
Please. Hello. Thank you. Something that we learned back when we were probably in kindergarten or first grade. And yet it's still applicable, you know, decades and decades later
The bar is not very high. You make a big difference by just doing these implement immediately.
Every framework deployed here is well-worn: Disney's cleanliness obsession, 'lead by example,' 'on stage vs. backstage,' and 'past performance dictates future behavior' are all recycled conventional wisdom with zero contrarian or first-principles reframing.
Guys, when he got that from Walt Disney, Walt Disney was obsessed with clean parks.
you're now on stage, you are in front of our customers. Uh, you're representing our brand, Happiest place on earth.
There are no external guests - just three co-hosts who appear to operate autism care centers and a creative studio. They have genuine practitioner experience but speak at a regional/small-business scale, and their credentials and business scope are never clearly established in the transcript.
Matt heads up client relations at. By, uh, your side. And there's been, I mean, more than I can count situations where I hear from a center director from a center that's an hour and a half from an hour he lives.
At VHD Studio, we didn't get a lot of visitors, and a lot of times when we did, they were potential investors or business partners
There are named company references (Kalahari Resorts, Disney, Chipotle, Walmart, Subway) used as passing illustrations, and one concrete personal anecdote about a client-relations manager driving 35-45 minutes unannounced. However, no metrics, dollar figures, timelines, or outcome data appear anywhere in the episode.
the owner of, uh, the Kalahari Resorts up in Wisconsin, and the CEO up there has built this, you know, this massive, huge water park, convention, resort, hotel
Matt drove out on literally no notice because he felt that it was more important to meet with his family in person than it was to take a phone call
This is a casual, meandering three-host conversation with no external guest, no probing follow-up questions, no pushback, and significant filler. Hosts largely agree with each other throughout, and the discussion frequently loops back without advancing the argument.
C: So why don't we get to. I mean, what we're really, what we're really getting at here is not just saying hello. What we're really getting at here is there's much smaller and simple things
D: Right. Um, Man, I can think of so many examples, but I. I'm, you know, heading towards another rant
Computed from the transcript - who did the talking, and the words that came up most.
*The CEO Picked Up Trash (Then Everyone Else Got the Message) S2 Ep 71* Tiny customer service habits that separate good companies from great ones Would a dirty sidewalk cost you a customer? Would a rude employee cost you a great hire? Would one ignored hello tell people your company does not care? Brian, Brad, and Matt start with three words everybody learned in kindergarten: please, hello, thank you. Then it gets bigger fast. Brad brings up the CEO of Kalahari Resorts, a guy running massive water park resorts who still picks up tiny scraps of paper himself. That is not trash removal. That is leadership. When the person at the top cares about the floor, the sidewalk, the lobby, and the guest experience, everyone else gets the message. Then the guys hit the real issue. A smudged window, a dirty walkway, a front desk that does not say hello, a customer left sitting in the lobby, a Chipotle line where nobody explains what is happening. None of those feel huge in the moment. Together, they tell customers exactly how seriously you run the business.
Transcribed and scored by The B2B Podcast Index.
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Speaker C: See terms months ago where you said, how about how people treat servers or how they.
Speaker D: Yeah, you go to dinner with a potential candidate and they treat the server bad. It's like I don't care how good you are at the job, you're not going to fit in at our company.
Speaker C: Exactly. Because that's, I mean past performance dictates future behavior. If they did it at dinner, they're going to do it in your office environment. Is that what you want to welcome in
Speaker D: most of the lessons I've learned,
Speaker C: it's not just selling a product profit. It's selling anything.
Speaker E: My mom came home and said, I
Speaker D: heard they're having clown college auditions.
Speaker E: And I told my mom, good luck, go get them.
Speaker B: Time to catch up with the CEO Bros. After hours, the conversation continues.
Speaker E: We are under a tornado warning, but we are not going anywhere.
Speaker D: That's right, we're here.
Speaker C: Tornado warning.
Speaker D: Yeah. We're not actually believing unless the tornado
Speaker E: hits us and then we are going somewhere.
Speaker D: Exactly. Watch for that. Stick around. All right.
Speaker C: Brian.
Speaker E: Pht.
Speaker D: It was vhd.
Speaker C: No, no, no, that's.
Speaker D: Please. Hello.
Speaker C: Thank you.
Speaker D: You're welcome.
Speaker E: Funny.
Speaker C: What's ironic is three simple words we learned back in probably kindergarten and how much they probably make an impact on businesses today.
Speaker D: Well, I agree with that.
Speaker E: Well, just, you know, we talk about, you know, big ideas of the little things too that can have large impacts.
Speaker D: Huge impact. Please.
Speaker C: Hello.
Speaker E: Thank you.
Speaker C: First impressions?
Speaker D: Yeah, I mean small things. I think. I don't know how many times I've ran. I know I rant a lot, but hello. Like it's so easy to say hello to people yet nowadays you barely get that. Even when you walk into a hospitality
Speaker C: place like a restaurant. People like this grown month, they were uh, grunt, they don't say anything.
Speaker D: It drove me crazy to walk into an office and people don't look, they don't say hi. How hard Is it to say hello? You don't even have to crack a smile if you don't want to. But it just creates a perception, creates an impression of the organization, of the team, of the company. Like you said, it's a first impression. Hey, how's it going? Whether it's, uh, an employee first thing in the morning when you walk in the office, say hello. If it's a customer walking in, if somebody you know, it's a simple thing that makes a big difference.
Speaker C: So why don't we get to. I mean, what we're really, what we're really getting at here is not just saying hello. What we're really getting at here is there's much smaller and simple things that if it starts at the top as the leader of the organization, if it starts there and it resonates and, and there's a downfall or a downfall, there's actually a downfall.
Speaker D: He said hello, took down the whole company.
Speaker C: No, there's a, uh.
Speaker D: What's the word I'm looking for? The. It, uh, flows downhill.
Speaker C: Is that secret either? Hey, no. Point is, it starts the business on the right foot. And if you're doing it and you're, you know, it gives. We talk about first impressions, but it's doing the small things. Like I think I mentioned, um, the owner of, uh, the Kalahari Resorts up in Wisconsin, and the CEO up there has built this, you know, this massive, huge water park, convention, resort, hotel type, uh, water park in Wisconsin. Now he's built multiple parks throughout the United States. And he's one of these guys that if there's a tiny little scrap a paper, he is like Adam and O, picking it up and making sure that the, the, the environment is pristine. And by him doing that, others see him do it. And then it, it almost guilts people into saying, well, God, if he's doing it, I should be doing it. And if it's built into the environment, how powerful does that become?
Speaker D: Guys, when he got that from Walt Disney, Walt Disney was obsessed with clean parks. And in particular, no gum on the ground.
Speaker C: Yes.
Speaker D: Uh, they invented a whole method for getting rid of gum off both our items.
Speaker C: By the way, we both look at Walt, uh, Disney as one of our, uh, um, mentor. Not mentors, but a kind of an icon that you look to and say, just look at what this guy was able to create from just imagination. If you can dream it, you can do it.
Speaker E: I don't think I've ever read a book on him. I should deserve.
Speaker D: There's some good ones, some great books.
Speaker C: Yeah. Storming the kingdom. Really?
Speaker D: Well, that wasn't about Walt, but it was about Disney and being acquired about the whole previous episode.
Speaker C: Yeah, but. But getting back to kind of the simple things, I was just thinking about the initial impressions, right? So I was just thinking about, like, when I walk into one of our centers, and I was thinking about, like, I walked down the pathway of. Of going into the entrance. And there's, you know, there's. There's dirt or there's mulch, or there's, uh, leaves or there's grass clipping, or
Speaker D: there's a light bulb out.
Speaker C: Just small things where you say, as I'm walking in, I just. I can't, uh, fathom how do we let this walkway, which is our very first thing, someone's gonna see. They don't even have the time to sweep this, to shovel this, to blow this off of the blower. Whatever it takes to get that clear. If they can't do that, how are they gonna take care of my kid? Like, in what little details, right? With my kid, are they forgetting about his lunch? Are they forgetting to put his tie, shoes? Are they worried about this? Are they not doing this? You know, and so it does set a tone, it does set an impression that you cannot forget that your potential client or your. Your ongoing lifelong client will steer away from you if they see you not taking those things. Things very seriously.
Speaker D: Right? People are never going to say, I left or I didn't use them because the sidewalk was dirty or the windows were smudged or there was a light bulb out. But to your point, those things all create an impression of. I, uh, don't know that I trust this company. Or I don't think they're as serious about things, or I don't think they're as organized as they should be. You don't know why they think those things. But it's all these subtle, subconscious little signals that for employees, it's very easy to follow. No red of I walk in every day, and, yeah, some days it's clean, some days it's not. Or, you know, we just cleaned the windows last week, and it rained yesterday. And, you know, we'll get to them, um, tomorrow. It's like, okay, but the customers that come in today are gonna have the impression, like, how do they ever clean this place? They don't know that it just got dirty yesterday in a windstorm or whatever.
Speaker C: Well, people m. People formulate, you know, opinions for. From. Okay, if this is how they treat that, if this is how they treat this small thing, what do they do with these things or if they're, if they're treating it with, with, without a lack of concern or care, does that. Is that extrapolate further into their products and their service line, into whatever it may be? And like Matt, I think of you as an example. I mean, Matt heads up client relations at. By, uh, your side. And there's been, I mean, more than I can count situations where I hear from a center director from a center that's an hour and a half from an hour he lives. And they say, yeah. Matt drove out on literally no notice because he felt that it was more important to meet with his family in person than it was to take a phone call. Because he could sense the emotion. He could sense frustration. He sensed like we weren't getting the client experience. Wasn't that what they thought?
Speaker E: You're not connecting on the phone. You're like, you can tell, like if I was just there face to face, we could resolve this.
Speaker C: I could, I could make you feel more at ease. I believe that that is a true delineator between a business that's good and a business that's great or exceptional. And that's important.
Speaker E: And that's not to work. But it's simple. I just jump in a car and drive. Yes, it's inconvenient. I just. Sure, it's 35 minutes out of my day, 45 minutes, but I can do it immediately. And it's not.
Speaker C: And it's not for every customer, but it's that.
Speaker E: It's.
Speaker C: It's an employee or a leader or a manager or director, whatever level in the company. It doesn't matter. It's somebody that actually says that's going to make a significant impact in the business and it's going to make an impression on that client. And who knows if that client's going to tell 10 more clients about your business. You wouldn't believe the servicing level I got from this company is unreal. They care that much. They wanted m to ensure that our experience was such that they did this. And I think that if you have that mindset with everything you tackle, you have a lot better chance of being viewed or, uh, you're perceived as an exceptional business, not just an okay business. And that's what I aspire to be. I know that's what he aspires for the department in the company. And I know you did, Brian. Vht. But that's for someone that's out there. It's someone that's uh, uh, an aspiring entrepreneur. You want to delineate yourself and create that unique value. That's one thing. Thing you got to consider.
Speaker D: Right? Um, Man, I can think of so many examples, but I. I'm, you know, heading towards another rant, which is, I can't believe how many hotels I've been to recently where the reception. The person at the front desk doesn't say hello, doesn't acknowledge that you're standing there, or, you know, can't smile, say welcome to the place. It's like you're a hospital. This is. All you do is welcome guests. And in a lot of cases, it's because they have the person answering the phones, which to me is the stupidest thing ever. Like, you don't want the person who's in front of clients on the phone or picking up the phone, put it in the back office, have a call center, have somebody else do it. I think we've talked about this before. As a founder or a leader, you have to walk through your client's experience in their shoes with a fresh set of eyes. Because it gets really easy to fall into a rut and think you're doing things well. And then you go in as, like, a new client. You go, oh, uh, geez, you know, the windows are smudged. The person didn't say hello to me. They didn't say, you know, uh, they didn't give me follow up information. You know, we've also talked about thank you notes. When I was in sales, I mean, that was a golden rule. You always follow up with a prospect, even if they spit in your face, like, hey, you know, thanks for meeting with me. I understand you don't like the product, but, you know, hopefully in the future or whatever.
Speaker E: Well, we talked about Chipotle when Chipotle got their phone business with COVID You go in now, and this is something I struggle with. You're standing there, they've got seven tickets from online orders, online orders. And they're looking at those looking down, and there's five people in line, just look up and go, hey, we're gonna fill four of these orders, and then we're gonna get back to, are you filling one? Are you filling six? Because that's six more people in line. Am I. I'm on lunch break. Like, you have no idea how long this line is going to be because they won't tell you.
Speaker D: It's funny, I've thought about that a lot since you brought it up, because that was a model that Subway implemented, which is, we're going to make your sandwiches right in front of you. So you can see it not in the back kitchen where you can't see it right in front of you. And now it's come back to haunt somebody like Chipotle because they don't actually do it. They should put it all there and then they don't actually make your sandwich.
Speaker C: Uh, I do think it's the small things that stand out. And so for us to be dedicating an episode to it, I think you know, geez, such a simple topic guys like you know, please. Hello. Thank you. Using. Yeah, yeah. That's how important we think this is. Because you don't see it as a matter of seems to have really. We've lost, degraded. It's the business.
Speaker D: So the bar is not very high. You make a big difference by just
Speaker E: doing these implement immediately.
Speaker D: Yeah.
Speaker C: And it's.
Speaker D: Well yes.
Speaker C: And it starts at the top and it starts.
Speaker D: This is what I was going to say. You have to lead by example. You can say we want to do this but uh, a lot of companies see this. They publish coming, ran, coming all employee memo. Hey, starting on Monday, we're now going to smile when we see customers. And you know, or else, you know you'll get a demerit if you don't. What was the thing with uh, who's the retail recently? Walmart where it was, hey, if you're within 5ft of a customer you have to actually say hello and if you're within 10ft you have to wave at them or something. It was a policy like they uh put it in writings like okay, that's got failure written all over it. Then you got to enforce it. You got to train to it. How are you Keep your hand off me, sir.
Speaker C: I'm within one foot of you. My hand is.
Speaker E: You're an hr. You're like that person was six feet away from me, not five. There was not. I was outside the bounds of me smiling.
Speaker C: I think what happens, I took a step back guys. I honestly think that what happens is that that your job or your task or your objective. If you've got employees out of convenience, uh, out of routine, out of uh, the normal day to day, you kind of get into your way of doing things right and it becomes as matter of course. And what you forget is if you're in a customer facing business. You know I always bring up when I walk into one of our centers, you know, I expect our front desk and behind our front desk and what's going on behind our desk to be pristine. It's a healthcare operation, it's a Professional setting. You're coming in, it's not a junk closet, open garbage can, things that you were working on, projects that you were working on in other rooms and things that yet happened to a mass on one location. If I wanted to see my daughter or son's bedroom and how messy it becomes, I'll see that my own house.
Speaker D: But the reality is I don't have to go far.
Speaker C: I don't need to go into a professional health care setting. Look behind a desk that a customer sees that creates a first impression. And if I'm, if I myself look at and getting disgusted, what are, what do, uh, what do clients think about that? I mean, I'm choosing between company A, company B, company C. Think of any business you want. You walk in the store, it's dirty, carpets are dirty, windows aren't clean.
Speaker D: Isn't that crazy? That's insane.
Speaker C: You walk in and say, I don't know if I want to buy anything here. It's not only the product itself, but it's the presentation of the product or service and everything that goes along with it. So if you're not thinking that way, if you're some, if you're an individual, that's generally speaking sloppy, semi sloppy. You're not even clean or neat.
Speaker A: Yeah.
Speaker C: Your appearance, you better start thinking about it because it's the first impression that you probably are taking for granted is not being taken for granted for granted by the potential consumer.
Speaker E: There's a saying in theater that if you're on stage, people can see you. Because what happens is you give this great, powerful monologue and then you go to walk off stage and you're not completely off yet, and you slump your shoulders and people gotta watch you go. Well, that breaks character in the autism center. Even if, uh, a therapist or myself, I'll use myself. I'm not performing therapy. But if I'm in the lobby walking out and I got my head thinking about insurance or other things, they're going to look at me like, that guy looks miserable. So I have to remember that when I'm in front of parents, no matter what, walking through your best self, and that's not even hello or thank you, it's just how you look that's also very important.
Speaker C: You know, you, Brian, bring up about the. Please, hell. Thank you. I can't think, uh, of how many times I've actually seen a client that is in our lobby. And I come out of my office as close to the lobby, and I come out and I say, excuse me, are you being helped? No, uh, and they're. They're staying now. Now we're. We're in a business. We're in a service business where the. The caregiver is coming back daily or every couple days to pick up their client, you know, pick up their son, their daughter. And so they expect to wait or they. They. They know what the process for waiting but still engaging somebody be like, hey, how are things going, Mr. Wilson? What's, you know, um, you know, how's your day? Uh, anything new? Just not to engage and having someone stand there or sit there, and they haven't even been addressed. Does, uh, does our staff know that you're waiting for your daughter? No.
Speaker E: Okay, well, because there are some schedule changes, and I've seen that where they. No one's waiting for that person, but no one's looking for.
Speaker D: But also no one say, are you being helped?
Speaker E: Like, no. And then you go, oh, shoot, we're here on the wrong day, or we missed the time. But just let them sit there for 20 minutes until that's figured out.
Speaker C: It's crazy.
Speaker D: I don't. I don't take credit for much, but I think I've brought this one up before. At VHD Studio, we didn't get a lot of visitors, and a lot of times when we did, they were potential investors or business partners or, you know, top clients. And, um, they would always compliment me and say, boy, the team is so attentive here. Three people asked me if I was being taken care of, if I needed something to drink, if I was comfortable, blah, blah, blah. And so I brought that up to employees once, and they said, um, that's what you did. When I came here for my interview, I was sitting in the lobby. You know, somebody let me in, said they were going to get the person, and you came by and asked, hey, do you need anything? Is somebody taking care of you? And so it just kind of builds that culture of, this is how we operate. This is important in this company. We talked. We did a session not too long ago. Reviews, rewards, recognition. You recognize people when they do those things, when they exhibit those kind of behaviors, because you want to encourage it. You know, it's not something you're going to bonus or you're going to put in their objectives and grade them on, but you recognize it, and people go, okay, that's the culture. That's what we do here. That's what makes us different. I like that.
Speaker C: I actually think it's a fair question to bring up during interviews. Literally put them in everyday situations. Hey, I have A question for you. So a client walks in the front lobby, and you're sitting in the lobby. Uh, and this is your task, and this is what the. And this is where the client goes. What do you do? I mean, I just want to know what they say. Do they say, well, I want to first. I, of course, want to reach out to the client and say hello. It's like, really? Because there's people that just don't think that way. And it's not clicking in their head that that's the first thing it should be do. And, you know, we talk about the small things. You know, you pointed out, Brian, another, um, you're, you know, is. You're considering about. I'm always thinking about as I'm considering potential employees because we have a different, uh, we have a different offering for hourly workers. So we have people that we can actually. We always have job openings because the company's growing quickly. And, you know, you see people in different environments. And, you know, you brought this up to me months, uh, ago, where you said, how about people treat servers? Or how they.
Speaker D: Yeah, you go to dinner with a potential candidate and they treat the server bad. It's like, I don't care how good you are at the job, you're not going to fit in at our company because.
Speaker C: Exactly. Because that's, I mean, past performance dictates future behavior. If they did it at dinner, they're going to do it in your office environment. Is that what you want to welcome in?
Speaker D: Right. Yeah.
Speaker C: So. So I think. I think the takeaway from this, guys, is that, I mean, you know, we started jokingly talking about Ph.D. you know, please, hello. Thank you. Something that we learned back when we were probably in kindergarten or first grade. And yet it's still applicable, you know, decades and decades later, and extremely instrumental to the success and impact of a business or the delineation between a good business and a great business. Going the small route.
Speaker D: Right. And not something you think about every day as a leader, because I think one of you guys said it. You know, you're so focused on the big initiatives and the new initiatives and the problems and the whatever, and that stuff kind of slips, you know, even if you're having a bad day and you don't say hello to people or you don't recognize somebody or thank somebody, um, hopefully people go, wow, that's really unusual. He didn't say hello today. You know, as opposed to, oh, I guess that's the way it goes now. You know, we're not saying the one
Speaker C: thing I'D say in closing on this is. I would say, though, don't just say, oh, so all you guys are telling me is I should use the word please and.
Speaker D: Well, no, that. No, that was my memo thing of. You can't just send out a memo and say, hey, smile and say thank you. That doesn't.
Speaker C: It's got to be ingrained into the culture. It's got to be repeated. It's got to be reconfirmed. It's got to be, uh. You got to set the example. And you can't just, you know, you can't just be like, say hello once and then not address it. You have to tell. Tell your employee base. Like, this is how we operate. This is what I expect. Anything less than this is unacceptable. We do not let clients, potential customers, sit unengaged. We don't, um, let people walk by us without saying hello. How is your day going? Without saying thank you. It's built into the culture, and if you don't. If you don't, it's one of those things that slides quickly away from you, and it erodes, and then you don't have the culture you wanted.
Speaker D: Let me. Let me add one other thing. I know we got a little bit of time. The we we mentioned. Three words that are huge, please. Thank you. Hello, hello. Sound like the three studios.
Speaker C: Hello, hello, hello, hello, Hello, Hello, Hello, Hello, Hello, Hello, Hello, Hello, Hello, hello, hello, hello, hello.
Speaker D: Oh, I didn't mean to do that, but, uh, I was obsessed with just verbiage, period. Like, think about your, uh. When people call into customer service and they need, um, to put you on hold. There's places that say, I got to put you on hold. Click. There's other places that say, can I put you on hold a second while I look this up? Yeah, sure. Small, tiny, little difference. Makes a huge impression. Then when they come back, they just start talking. Or did they say, sorry I kept you waiting. Sorry I kept you waiting. You know, thanks for letting me put you on hold. Made it easier to get you an answer. Like, there's a million of those every day in every customer interaction that, you know, somebody's got to think through. And, you know, it's usually best if it's the founder or if the founder can get someone to take accountability for that overall customer experience. We talked about Disney. I mean, Disney's obsessed to the point where, um, as an employee, you don't do anything in front of a guest. They refer to him as guests, not customers, not whatever. Um, everything is behind the scenes. So they take the stage mentality. And so if you're eating lunch, you're backstage, if you're changing your costume, your clothes, you're backstage, you're getting ready for work, you're backstage. God forbid you're smoking a cigarette. You don't do that out by the front door or in the parking lot where the customers can see you. You do it backstage. And from what I understand, I've always wanted to take this tour, but when you walk out into Disney World, the doors say you're going on stage, you're
Speaker C: now as an employee, as a general
Speaker D: employee, even as a food vendor, you work on the hot dog grill. You are now on stage, you are in front of our customers. Uh, you're representing our brand, Happiest place on earth. Leave everything else back here.
Speaker C: That's a great framework for any business to think that once you are in a customer facing job, you're on stage, the camera's on, you're under the microscope, uh, you're making a first impression on every impression. And, um, I think that's a good takeaway.
Speaker D: I used to like the standups when a group at retail or customer service before the shift started for five minutes would do a stand up and just kind of okay everybody in the mindset, you know, leave everything behind. We got, you know, busy eight, eight hours today. Here's what's important.
Speaker C: For 35 years, I've never seen or heard that. I don't know where you got that
Speaker D: from, but maybe you should never tell,
Speaker C: like where anything Matt's like, really? I've never seen or heard that. It's all good. But I think it's a great topic though. I think it's something that, uh, for those aspiring entrepreneurs that are out there, they should be thinking about, it's the little things that are just as important as the big things. And if you're not thinking that way, you're putting yourself behind the eight ball. So, yeah.
Speaker E: So for those watching hello, please hit that subscribe button and thank you for watching.
Speaker D: Look at that.
Speaker F: Cheers.
Speaker C: Cheers. M. Foreign,
Speaker F: You've been listening to the CEO Bros After Hours podcast to help us spread the word. Please share this podcast, subscribe and hit that like button. Looking for the video version of our podcast? Simply use the Spotify video feature or visit our YouTube channel at, uh, YouTube.comeobros we're always looking to connect with our audience, so please send us your questions, comments or topic ideas by email to suggestionseobros.com or connect with us through Instagram, LinkedIn, Facebook or X simply search CEOBros. That's C E O E R O S. Thanks for listening. Until next time.
Speaker G: Uh, my name is Shannon Maldonado. I'm the founder of Yaoi, a gift shop from the lens of artists and handmade objects. I chose Shopify because when I was testing other platforms, it was definitely one of the most user friendly. It was important to me to think about where we would be in the future. All of the tools for reading your sales, like planning inventory, they're just right there on your dashboard. For anyone starting a small business, the biggest thing I can tell you so it doesn't have to be perfect, Shopify can help you build upon it. Start your free trial on Shopify. Com.
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