 Perfect, perfect. Are you ready to take some action in this session? Or are you already tired? You're tired? But, but what? Okay, okay, that's very good. It depends on the action, right? Okay, I tell you, I tell you, good. So, hi everybody, my name is Bernd Schiffer and my accent, well, I'm not from here, obviously. So, I came over from Australia and that's not an Australian accent. So, if you, well, we don't have any experience here right now. So, I can't, not really, you don't count. It's not, I do don't really count, okay? But that's a German accent. So, I'm living in Australia, I'm coming originally from Germany and my name, Bernd, is like, think of a bear, like bear with N-D at the end and then you have the correct pronunciation, okay? Bernd, doesn't make sense? V-E-R-N-D, yeah, yeah, that's right. Good, awesome. Now, I'm an athletic coach trainer, a consultant, and I'm freelancing in Melbourne at the moment. But actually, when I came over like 15 months ago, like over from Germany to Australia, that was a big move. And you know, you have all kinds of funny ideas like, well, do I want to do that athletic coaching thing for like longer, you know? Or should I do something completely different, okay? Because, well, it's not always fun, not always. Most of the time, we're not always, okay? Now, what I thought actually was, like, I could do that. I could open my very own cinema, you know? Like, I really like movies and I really like to have nice cinema, like the small ones, and I really, I could make a good cinema, like I really could create a good cinema, like a new business, you know? Now, here's the thing, could you please think of my cinema? I describe it and please take a seat in that cinema and watch the movie, okay? Now, I describe that cinema a little bit, okay? Now, it's very cozy. Actually, that's the name, cozy cinema, yeah? It could be a brand, but I'm just focusing on one cinema. Cozy cinema. It's cozy because it has like lounge sofa, yeah? So you can have a single sofa or like a double sofa with your partner, yeah? So, you're like, you really could relax and it has like that, those spectral leg rest, yeah? So, like, you could really relax on those things. You have a waiter coming before every movie and actually asking if you want something and then you can order that and during the movie he or she would come back. So, you can have a party during the movie, but still, you would be have like, whatever you want to drink, right? Or eat, eat, eat during the movie. The kinds of movies, like I'm a big fan of all the cool movies, yeah? So, for example, I would show Magic, only the first start, of course, yeah? So, the rest is crap, so. And for the ladies, maybe, I don't know, I'm not very, but I appreciate that. So, Titanic, maybe, yeah? I don't know, yeah? But, yeah, or, well, you guys, maybe, like a Bonifant movie, I'm not sure, yeah? So, I'm just checking. So, those were my kind of movie points, okay? So, what do you think of that cinema? I actually would like to have some feedback of you about your experience in that cinema, that experience you have right now, like when you think of that cinema, okay? And I want to, like, I read a very good book, that book here, it's called The Ultimate Question, by Fred Weichel, he's a US guy with German ancestry. So, that's why the name, yeah? I wrote that, I read that book, and this is actually what I want you to do right now. So, on a zero to 10 scale, zero to 10 scale, how likely is it that you would recommend my cinema to a friend or colleague of yours? So, you just were in that cinema. So, on that scale, with zero, it's very unlikely, yeah? So, and 10 is very likely that you would recommend this cozy cinema, yeah? And now, give me that number. Put that wave text, put that on a sticky note, yeah? And then answer, please, that second question. So, first question, just one number. Second question, why is that? Why did you give me exactly that number? You only have, you only have, like, limited space, deliberately, okay? So, just maybe one or two points, yeah? But why did you give me that number? Could you do that right now, please? Here are posters, there are pens, yeah? It's over now. Now, you're outside, and now... Now, if you've written down something, please put it on that wall over there. See that? Could you buy tickets? I don't know. Well, what was your experience with that? Just put it up here. Now, and when you're just at the front, could you please also sort it a little bit? So, put the tens more to the right, and the zeros more to the left, and some kind of continuum in between? That would be awesome. It's an eight? Ah, okay, great. Nice. Okay, thank you very much. Awesome, let's see, good service. Yes, I really wanna have a good service, that's very good. So, Colby and In-North, you're outside, cinemas only, is that? Yeah. Yes? Very nice, very nice. So, let's see, I think it will be good, but I'm not sure, yes, very nice. Oh, it's three-centers, ah, I really, is that, was that yours? Yeah, it was three-centers? Yeah, it was. Let's talk about that a little bit like Turner, like, let's keep that, not now, but I'll come back to you later, okay? So, and when you have a chance, maybe to see now, or maybe I should make some crawl or something, yeah, but, okay, okay, yeah, thank you, that's awesome. Okay, take a seat, thank you very much for that feedback so far. Now, this is the, you're in the middle of the so-called net promoter system, and Fred Reichel actually describes the question, the ultimate, the ultimate question, like this, on a zero to 10 scale, how likely is it that you would recommend us, or this product, or this service, or this rent, to a friend or colleague, and I also instruct the companies to ask at least one follow-up question, for example, what is the primary reason for your score, okay? That's very formal, I think, yeah, so if you just ask, so why is that? Why did you put that number, okay? Now, the reason of, because of that, like the net promoter system is, this is, is it, so, on that scale, you have different, well, categories, the one category here is the seventh and the eighth, yeah? We have the seventh, we have a lot of eighths over there, so we call them the neutral, yeah? And you can see them as the satisfied customer. It's pretty good if you have seven and eight, yeah? But they're satisfied, and satisfied people, if you ask satisfied people, so how was that, let that experience, let product whatever, they will answer you and will say, yes, it was pretty good, and I can recommend it, okay? But they won't go in a, in a, in like, they won't burst into a party or something, and they will say, oh, guys, that's cinema, wow, that was awesome, okay? That would be, that would be this category, the promoter, the ninth and 10th, okay? This is actually what you want to have as a customer. You want to delight them, okay? So, like, really, wow, what an experience, how awesome was that, okay? And then, of course, we have, and you see that, yeah, the, the huge range, the left over here, which is actually, who's are the detractors? They would actually, they would, they would warn everyone without asking, without being asked, okay? So they would actually go to a party with, with, that's the case, like, and everyone would say, what, what, what's up, you're totally pissed, yeah, I'm totally pissed because of that cinema, that was lousy, it was too expensive, and, and the waiter, like, ah, yeah, yeah? Something like that, okay? Those are the detractors that did satisfy customers. Okay, they're very unusual, okay? Yeah? I don't know what to make out of that, so. Okay, okay? Okay, fair enough. Now you have those three categories, and I ask you to put them, like, a little bit in relation to each other, yeah? So you actually can see them here. So we have at least, does it do that every time? Ah, that hurts. We have two detractors, oh, I'm awake. We have, we have satisfied people here, those two comments, and we have, we have the promoters over there, okay? You clearly can identify them. Do you see that? All of you? Yeah? What we did, what you did actually for me, thank you very much for that, you categorized them, and that's the second step you take when you actually ask for feedback, okay? So first you ask for feedback, those two questions, you put them on, you can have them put them on sticky notes, you can use all kinds of tools out there where you can do that electronically if you want to do that. You can easily set something up with the survey formula, yeah? The form, something like that, so. And afterwards you receive that feedback, categorize it in the detractors, and the satisfied, and in the promoters, okay? Now, why do we want to do that? The goal is, with every business, the goal is to actually don't have any detractors, and actually transform the detractors into new tools, at least. And when you've done that, well, try to transform all the new tools into satisfy, it's a delighting customer. Not only satisfy the enlightened customer, that's the goal, okay? Now, why is that the goal? Well, you wanna have actually this, this is a Spain crowd of fans, like soccer fans, and you know soccer fans, they're the most, you know, like it's almost a little religion, yeah? You wanna have loyal customers, that's the idea. Fred Weichen actually said, loyal customers are good, because loyal customers come back more often, they buy additional products and services, they refer their friends, you know, obviously, you are with the recommendation, yeah? So they provide value to feedback, and they cost less to serve and are less price sensitive. Meaning, less price sensitive, you can actually, like they don't mind higher fees, okay? Yeah, or a little higher price, doesn't make them, yeah? This is what Fred Weichen found out through research, so, and well, there's a huge correlation between loyal customers and the recommendation. If you recommend something, you have the most value out of that product. The value generation was at its peak at that point, okay? So, and the thing is, when you have loyal customers, when you have recommended, there's a clear correlation between the net promoters, like, here are less net promoters, here are more net promoters, yeah, so. And this is the growth of an organization, yeah, so. Meaning, our L is not so good as MSN or Earthlink. That was back in 2002, 2003, yeah, we found that out, yeah, so, pretty odd, but still, that article here is very good, yeah, so. Well, and that's actually what he found out. There's a huge correlation between the net promoter, what the net promoter system actually provides, yeah, so. And the healthiness of a business, doesn't make sense, yeah? So, what, on the X axis is the net promoter. So, how many promoters do you have in your business? Like 60%, for example, yeah? Well, I come back to that number later, yeah, but you can have actually negative promoters, meaning you have more detractors than promoters. But still, you can have that, okay? You understand? Is that okay? Now, here's the thing, you don't want to have detractors. Detractors, you can have a lot of promoters, only one detractor, only one guy who's closing out these days, for example, via Twitter, well, that was a bad experience. I really hate that cinema, okay? Only one guy with 10,000 followers, and well, pretty much a lot of them are done, okay? Now, how can you fit our people with bad profit? I would give you a few examples of bad profit. So, number one, roaming fees. Oh, God, exactly. And it's getting better at the moment, but still, it's so expensive to have your mobile outside of the country where you're living in, and you have to pay roaming fees. And there's no good reason why I have to pay one euro for one text message. Technically, there's no reason for that, for that fee, okay, roaming fees. One example of bad profit. The other one, for example, gym subscription, you know that, like you desperately want to lose weight or want to get fitter or something, okay? You sign up, so then you're caught in a net of 24 months or something, and you can't cancel that, even though after two months, well, your inner devil says, well, don't go to that gym anymore, you forget it was losing weight, yeah? And you're caught in some kind of subscription net here, okay? Now, and Martin Paola told that at the beginning of the conference, the dark patterns of UI, where you actually, where you, for example, sign up, you want to have a newsletter, and it actually says, well, and you also sign up for these 10 promotional activities, yeah? So, in a very tiny font below that, yeah? And you didn't know about that, so dark patterns. Now, these are all examples of bad profit, and bad profit is you extract value so that you can make money out of it. You extract value from the customer, but the whole idea of agile is we want to build value, we want to create value for the customer, okay? So, whenever you extract value from the customer, you generate so-called bad profit, and you don't want to do that, because, well, the detractors. No, you have the question with where comes the minus one. So, NTS stands for Net Promoter System, but it also stands for Net Promoter Score, and that is, well, the score is very famous. Well, whenever you have something you can measure, it's very famous, and a warning out there, the score is not the system. The system is much more and much more important than the score, but still, where comes the score, okay? And this is actually the score, the NTScore, so, well, NTScore, okay? Well, don't take a photo yet, there's more, wait. Number one, you count the promoters, the neutrals, and the detractors, okay? Can you do that actually for this? Yes? Yes? Okay, perfect. So, wait, wait a sec, so, you count, you counted it? Yes, sir. Now, you have this, you subtract the detractors from the promoters. From the monthly, and then the detractors. Yes? Yeah? So, what is the number here? Two. Two, awesome, perfect. Now, number three, divide the result by the number of all votes. 13, so, two divided by 13 is what? Something with seven, eight, seven or eight, is that it? Yeah? Somehow, okay? So, now, multiply the result with 100. 31? 14 percent? No, that's 13 overall, yeah? So, I have, yeah, so, did you do that? 15 percent. 15 percent, thank you very much. So, and now I have the percent, and you got a number between minus 100 and plus 100, and that's the NP score, okay? We don't put the percentage in there, yes, so, it's just that you have, the NP score would be 15, okay? Exactly, exactly. If it were the other way around, you had four detractors and only two promoters, it would be minus 50, right? Yeah? But it can't be more than minus 100. Minus 100 means you pissed off almost every, no, you pissed everyone off, yeah, so, and plus 100 is also very unlikely because like everyone was totally happy, okay? It can happen, but very rarely, okay? Now, that's the NP score. Now, in the real world, lots of companies using it for a lot of different ways, yeah, so, and I don't want to look at all of them, I'm interested how you can use that in an agile environment, so you know the at how many tests do, yeah, so, and well, for example, with the customer collaboration, it helps, it can help like a lot, like really, okay? You can actually find out if you have working software here, so the responding to change is actually very good, so, and the interactions are very good, for example, well, I would never think of like how the waiter would move through the cinema, yeah, so, yeah, just one example. So before you build the teacher, you could actually like describe it, so, and ask people those two questions, and get to think about it, okay? And the don't, it never underestimates the power of imagination of people, never, it's all, it's really all. So, number two, when it is responsive, yeah, directly after the feature is used, this is called the bottom-up approach, or also the transactional approach, meaning, for example, you're at the website and you just haven't, like, you used an online app or something, okay? You just accomplish a task, for example, yeah, so, and then suddenly, like, there's a small pop-up, and it just has those two questions, so how likely is it that you would recommend this feature to a friend or colleague of yours, so, and why is that? With a pretext key, so, you could do that, so, and, well, every one out of 10, well, maybe every one out of 100 would actually answer that, so, and you get feedback. Depending how many people are using your service, you get a lot of feedback in a very short amount of time, yeah, after every transaction, maybe, okay? So, and, or you could do it for a period of three, well, that works, periodically, while the features are used. So, for example, every month, or every three months, or every, whatever you wanna, like, how you're interested in that feedback, you ask all your customers, so, what was your overall experience? Like, how likely is it that you would recommend this product, this service, this, whatever it is you wanna speak feedback about, yeah, so, how likely is it that you would recommend that? Doesn't make sense, those three approaches, yeah? Now, I will give you an example, so, I'm, like, I told you, I'm an, I'm an, as a coach, I'm an, as a trainer, so, and every time I do my training, I use that, that thing here, so, and I just wanted, I didn't wanna bring, like, like, an IT example, I wanna bring, like, an example, I actually did in my business, okay, so. Now, this is what I do at the end of every training. I show a, a, a, a, a, a, flight like that, yeah, so, and actually, that's how likely is it you would recommend this training class to a friend or colleague, okay? Again, you see that, that scale here, so, and the question why after Remote, and I only read it out loud and the only thing I add usually is, well, given that you have a friend or colleague, okay, because I almost, when I don't do that, I always get at least one poster that's zero. I don't have friends who would be interested in that. And I say, ah, imaginary friends, virtual, OK? Yes, sir. OK, that's why I do that, sir. Afterwards, and again, I just provide posters and pens. Yeah, so, well, I do that all the time in my training. And I get the feedback here, OK? So you see all the numbers here? That was actually a very good training class. Yes, sir. And yeah, sometimes it's feedback, well, you're a good mate with an aide. Well, I think that's not what I'm looking for, OK? It's still OK, yeah? So, and sometimes I get really, really, really thorough feedback, see how much they write here, OK? They only have a minute to do that, OK? Still at the end, so they give me that feedback, OK? Now, when I have that feedback, I turn it into something like that, OK? So I have the NTS calculator here at the top. Well, that's the headline. And then I actually write down all the feedback, yes, sir. And create a chart like that, like an overview like that. And, well, and for example, there was one thing about that. The 59 minutes from was the best lot of practical fun and very eye-opening and so on, so. And the feedback for me is, wow, that game, I really should emphasize that. Like, maybe I can do more of that game, or it can improve it somehow, something like that, OK? So I'm not only looking for bad feedback, but also the good feedback actually helps me to preserve what I already have, yeah? Now, what I also do is I create an overview for my clients. So for example, if I do more than one training for a client, I can see how is the development over time, OK? This is actually a real world example here, yeah? That is the development over time of one of my training, OK? Now, and with all those sheets, I actually tend it, don't greet that all. It's just an overview of what I send to my clients, and they get a PDF, which looks like that, OK? So I have the overview of the one training class. I put it in relation to all the other training classes, and I actually explain or help them to understand all the numbers, OK? They love it, they really do. Not only I use it, but they, like my clients, use it too. So actually, it's a good idea to actually send, well, for example, ask you about your feedback after, well, maybe you come back, yeah? And I would actually ask you again, and if I can put that into relation, how you actually have a development in time over your experience, so I would bet you would find that at least interesting, that's for that one, yeah? Yes? Yes, yes, this one. Well, that one was just not so good on that one, yeah? It can happen, I'm not a robot. I do sometimes have my bad moments, and it's not really bad, it's just not so good as there, OK? Yeah? Great, now what I do internally, I create one larger table, where actually, well, that is one of the training classes I do, yeah, and, well, I set the number of scores 25, so I have 25 feedback at the beginning of last year, like May last year when I actually started working as a freelancer in Australia, so, and I keep them, I put every single score I get for that training class in one table here, and I look for patterns all the time. So for example, if one says, well, the 59 minutes one was good, I say, yes, OK, so one was actually pleased about that. If I get another one, that's a huge indicator for me that I'm up to something here, OK? If I get 10, whoa, I should build, like, I don't know, like a class only for that, yeah, some, you know? I really work with that feedback. Now, what I also do is, so these are my products, that's a made-up table, so, but still, there's the other overview, so, and then I have other products, other services I provide, so, and actually compare the NTS over the last three months. Now, the thing is, when I see something like that, so, I actually would take care of this one the most, because this is actually the one where I actually can delight my customers, yeah? Well, and I would take care of this, because this is compared to this, not very good. But I really should, I should really, like, have a disruptive change in there, yeah? So, this tells me actually, this overview, in terms of, so, where should I take care of? Which product should I take care of? OK? Just, again, my business, yeah, so, totally, the whole NTS, that system, totally independent of the domain, you can use it for all kinds of things, and I will give you more examples of what you can use. Yes? Yes? Well, I don't, yeah, yeah? It would show in the feedback, I'm pretty sure. So, I don't have that experience? Well, and that could be, yes. And that could mean, well, I do every time the same thing, and they get bored, and I should do something different, yeah? Right? That would be the feedback, and then I can react to that feedback. Sorry, yeah? I don't understand what you mean. I don't understand what you mean. Sorry, yeah? I don't understand what you mean. You can't understand what I mean? It's not going to show you the feedback. Yes? It's going to be bored. Yes? But the numbers show that. Usually, ah, OK, usually you have a huge correlation between the numbers and the feedback. If the numbers, if the numbers go down, I see it in the, in the qualitative feedback, too. So, I have a, like, my gut feeling is actually, before I actually calculate the numbers, I read all the feedback, the qualitative feedback, yeah? So, and I already have a gut feeling, like, ah, that was, that, that was not so good. So, and then I get a, like, an NTS of, I don't know, like, lower one, OK? And sometimes I'm, I'm, like, overwhelmed by the qualitative feedback, and I know all that's a high number, OK? So, it actually, it, but only over time I develop my gut feeling. One other. You don't know what you mean, just, yeah? That's the thing that's in the back, my creativity. Yeah? Yes? Yeah, no, I only ask those two questions. That's it. Because I know, when I ask 10 questions, the probability that I won't answer, yeah? So, it's a lot higher than just two questions. Those two questions are actually very easy to answer, OK? Yeah, yeah, yeah, yeah, yeah. And it sounds very similar to whether, it's still based on a recommendation, right? And it wasn't inspired by that, you say? Yeah, right, yeah. I don't know. What do you like about that? Yeah, yeah. I attended a training class, four sheets of A4 paper, like, with very tiny, like, and I was like, no, no, forget it. I just, I looked at the, like, how satisfied are you? And I just made my cross, and that's it, so. You're looking at it as a, yeah, yeah, yeah. It just, like, how many, like, Martin Foller mentioned that too in the keynote, like, Dartenstrasse on type, do you remember that? Like, be fair with what you collect from people. So, this is actually, like, you don't need more actually than that. But the thing is, well, one thing, I would actually ask to put, like, in my training, I ask, can you please put your initials on the postage if you are okay with me contacting you afterwards to have some follow-up discussion? So, for example, if you were doing that, yeah, so, I could actually call you, yeah, so, and actually talk to you about, like, well, please help me to understand your feedback. And I do that with at least all my disrespecters, yeah? Okay, now, here are a few other examples, yeah? I use that a lot for meetings, okay? Because even half an hour meetings, you can ask that question, how likely is it that you would recommend, well, what, my service may be, like, I call for that meeting as a product owner, like, I have a stake in there, yeah? So, how likely is it that you would recommend a meeting like that, yeah, so? You can do that for all the fun meetings, for example, okay? Or, when I'm a facilitator, it could actually ask, so, how likely is it that you would recommend my facilitation service to others? Okay, so, give me great feedback, okay? Usually, I do it with meetings which are, like, three hours or more, okay? Like, more workshoppy things, okay? That's one thing, the other thing is, there's something, actually, I didn't make that up, it's called an E-NPS, E stands for employee, so, the employee net promoter system, okay? You can easily do that on your own, so that's actually a trademark thing, so, but you can ask your colleague and peers how likely is it that you would recommend me as an employee, as a peer, yeah? So, to a friend or colleague of yours, yeah? So, the thing is, like, how happy are you working with me? Yeah, something like that, so. Now, and the follow up question, of course, where you get a lot of insight in terms of so, what actually do my colleagues see in me, yeah? When they interact with me? Again, very simple, very simple thing, so, and it works, like, and you can have the NTS just for me, that means, like, for the organization, it's more like, well, we could do an NTS program, yeah? And let everyone do that, but actually, if you're not, if you don't wanna roll off the big stone, like, you can ask everyone on your own, personally, okay? My wife did that at REA, actually, so she initiated that there, so, and she got lots of insight and very, very, like, deep discussions with her colleagues, yeah? And you can imagine, if you get feedback from your peers, so, and they give you, like, seven or something. Seven is almost like, whoa, there's the clip, you know? So, and I'm here on seven, like, whoa, why did you, can we talk about that? Can we grab a coffee, yeah? So, and I really would like to learn more about that, yeah? E&TS, now, here are a few more actions, just a little bit to inspire you about the actions, yeah? Yeah, just one is to add a little bit of feedback. Yeah, yeah, oh, the actions, get feedback from attendees about large meetings and workshops, you have that, you can do a retrospective with customer feedback as data, all the data you get, all the, when you have it in that youth list, use that in retrospectives, or in reviews, yeah, when you actually talk about the product, so, it can be useful in both meetings, do a backlog refinement session with customer feedback, okay? Get feedback from practitioners about learning sources, so, for example, in a book club, you could actually ask, like, how likely is it that you will recommend this book, yeah? Identify weak and strong features and products, if you compare the different NTS of the teachers, all the different products, yeah, so you can actually learn from other products, so what went very good at that product, okay? Then we have let every employee contact from most of the detractors, very good, in most organizations, the developers of that product are not in contact with any user of that product, this is a fantastic excuse, if the customers are okay with that, yep, so, to actually contact them and ask them about their experience, hey, you gave us a 10, you must be totally delighted, but what was it, I wanna learn more about that, okay? So, same with the detractors, I wanna learn what they can do better, yeah? And visualize company-wide to customer feedback and see everyone how to read it, yeah? The key word here is open books. We have, get feedback from colleagues about you and the employee, we have that with the NTS, and use the feedback from colleagues to grow, for example, with personal coaching, I did that, I received personal feedback in that format, so, and I actually asked my personal coach, well, can you work with me on this particular point, because I'm really not sure how to take that and how can I deal with that and what do you mean, yeah, so, yeah? It actually helps, so. Now, here are a few myths or truths, do you know that the former Pope, yeah, so, and someone made a nice reference to Star Wars here, yeah? So, well, it's up to you what is truth and what is myth, okay, but this is the game, I want you to show hands and I'll show you a few questions and you please show up hands, what do you think is myth or truth, I will ask you, okay? Now, first one, a product has an NTS of 80, therefore it's certainly market leader, because it's so, wow, so overwhelming, right? So, hands up if you think that's the myth, that's the majority of the night, and who thinks that's truth, right? Okay, so you're familiar with my answer? Actually, it's a myth, so, and I show you with only with one charge why that is actually a myth, because that's you, yeah? You have 80, you have 60, you have whatever for a very high NTS, but it doesn't matter because it's relative, NTS is always relative, you don't have like common ground, okay? Therefore, even if you have a 60 or an 80 or whatever, if your competitors are having a higher NTS, it doesn't matter, okay? So, again, don't focus on the score, the real value is in the qualitative feature. No, the next thing is, two independent trainers, yeah, like me, having an NTS of 20 and 60, the one with the 60 is the better trainer. Do you think that's the myth? Actually, I know it later. Who thinks that's the truth? Mm-hmm. Yeah, yeah. Sir, could be someone 80, yeah? What, why did you do that? Now, here's the thing, if I asked for feedback, I, as a trainer, at the end of the class, and I do it, for example, like, well, you know, like, my bonus is actually, it depends on what my feedback is, so a hint, the 9th and the 10th are very, very important to me, but I don't wanna influence you, it's totally up to you. Oh, by the way, there's a present waiting for you after you give me feedback, okay? So, just take your time right now, okay? Give me feedback, please. If I do that, for example, yeah, so I actually can easily manipulate that score, easily, okay? I don't do that because I wanna, like I said, I just read out that slide, okay? So, because that MPS is just for me to improve, okay? I do it all the time the same, I try at least, yeah? But still, there's a problem with that. This is actually a myth. The reason for that is, well, you can't compare without a common ground, okay? Just because it looks alike doesn't mean those two trainers, okay? Those two trainers are different in their approach how they actually measure that, because they ask for it, okay, and can be different. If you wanna compare someone, you need, like, a neutral zone, like a neutral service provider, and there are dozens out there, like, consultancies usually, you can ask them, so I have these 10 people here, could you please ask them about the MPS? Yeah, so, and they ask them in a very neutral way, they give me the numbers, yeah, so, and I don't interact with that. If I do that with two independent trainers, I actually could compare the numbers. But just like that, no way, okay? But just be careful with comparing those numbers. Last one, ask the ultimate question, people in different regions and countries will answer differently. Do you think that's the myth? Hands up if you think that's the myth. Hands up if you think that's the truth. Nice, okay. It is actually the truth, okay? Now, the reason is, and there's a German saying, it is called andere Länder andere Witten. Yeah, so, that was German, by the way, so, and that means different countries and different behavior, okay, so. And it's totally different, like the MPS I got from here in, not here, in Australia, and it's totally different from what I got in Germany. So there's actually a drop in 10%, yes? Yes, definitely, so, yeah. Sorry? Well, cultures, yeah, but, now I would say it's regional, yeah? So I could compare, like, the MPS in, I gather, actually in Australia, yeah, so. But I couldn't compare them with, for example, Europe. Yeah, so that, yeah, yes, yes. There are interesting blog posts on the internet, like, we need a Dutch NPS system because the Dutch are always so critical, like, criticizing everything, so they say, that was awesome, I give you a seven. Yeah, so, mm, okay, so again, it's relative. Actually, all the car insurance companies in the US have a negative NPS, all of them. No one seems to like them, okay? They don't care, because even when you have an NPS of minus five, for example, you're at the top of the chain, okay? So, and that's the important thing for them, they're market leaders, yes? Fair enough, maybe that's the Indian NPS, yeah? Maybe? Nice, yes, yes, exactly. Very good point, very good point, yeah, thank you, yeah? I, so all the NPS I collected so far was in international environment, let's put it that way, so I actually compare them, yeah, so because it's both the international area, yeah? So, that might be, that might be actually the thing, yeah? So, and I haven't done that for non-advert group so far, so that would be interesting, how that actually would be put, okay? Now, last one, I forgot that one more, that's a good idea, give an employee a new bonus if she brings the product NPS up to whatever you set as a target. Do you think that's a myth? Do you think that's a truth? Okay, that's interesting. Now, here's the thing, it's actually a myth and let me explain that, that's actually the very, very, very ugly thing with NPS in general, okay? Now, there's the NPS score, score, yeah? And the NPS system, I mentioned that before. Now, I'm focusing on the system, not on the score. If you focus on the score, yeah, so it will cause cheating. You can easily, easily cheat that. I gave you that example how I could do that in my training class, okay? You can easily do that with like, yeah, almost all the time. And if you put money behind it, if you attach money to a metric in general, you get all kinds of very, very ugly results, okay? And I've seen that too, we tried that in, like I was in a consultancy before that, we experimented a lot with the NPS and we also did a little bit with that. It was a very, very bad idea, yeah? You get tabloids NPS score, yeah? Like scores, but you don't really grow with that anymore, okay? Now, my, this is another reason why only focusing on the scores is very dangerous. Now this is an app store, that's XKCD by the way, you know that maybe, yeah? That's a tornado guard, it's an app in the app store, okay? Now, and the place allowed alerts, alerts found when there is a tornado warning for your area. Okay, that's a handy app, yeah? So that's very nice, so the rating is four. Wow, and it has four reviews, so that's actually not bad, okay? So I might actually buy that. Now, let have a look at the qualitative feedback. Number one, five stars, good UI, many alert choices. Yeah, okay? So five stars, running great, no crashes. Well, low standard, but still, yeah, so. Oh, five stars, I like how you can set multiple locations, nice, awesome. One star, app did not warn me about tornado, okay? Be careful with the numbers, okay? Don't focus on the numbers, take them as a, well, a guiding system, okay? So again, you can express your gut feeling with that number, yeah, so. But focus on the qualitative feedback. Aim for a win, not a certain score, okay? Now, you knew that that one was coming, right? Like, on a zero to 10 scale, how likely is it that you would recommend this session to a friend or colleague of yours? And number two, why is that? Please, when you go outside, please take a poster, put it on, I don't know, on the door, yeah? When you go outside, put it on the door, so, and answer those two questions, because I don't get feedback, that's very interesting. We're on an agile conference, and they don't use a feedback system. Well, I'm happy to take care of that on my own, yeah? So, which I do at the moment, but this actually is the reason why I did that talk in the first place, where I wanted to do something like that. NTS is out there for over 10 years. It's not new, it's actually very mainstream, okay? But still, so many companies, fuck, I'm sorry, not you, but other companies, they fuck with feedback from the customer about the product, yeah? They build something, they ship it, and they wonder what will happen afterwards, and they are, hmm, okay, we don't get to this. This is a simple system, yeah? And I would be happy if you could give me feedback, really appreciate that. Yeah, sure, sure, sure, yeah? Yeah? Yeah? Yeah? Absolutely, that you are the strategist at one thing or another. Yes, sure enough, yeah? If I were doing that publicly for my own business, I would probably get the same thing, yeah? Maybe? I don't know. But at the same time, just imagine, I'm getting a squad of heroes. Mm-hmm. I'm speaking because, you know, all the small of them are Achilles' brothers. Mm-hmm. So, when I say a squad of heroes is also not... Mm-hmm, yeah? Again, it's relative, right? Relative, because everybody is giving me a, what do you know does not have to impact your business? Yeah? Many people here in the world are giving 75% to 25%. Mm-hmm, yeah. So, what do you say? Yeah? What would you say 95%? Yeah? If it is 75%, then you say, thank you so much for all the support that you have. Yes, yeah, good. Thank you very much for the story. I would like to close it here. I would like to respect the time, yeah? So, please meet me, well, and please meet me afterwards, okay? We can talk about that, yeah? Thank you very much for coming here. One more thing. There, where is it? There, slide there, place, then shipper. I will cheat it also, and I put the slides up there, yeah? So, if you want to have that to the F, for example, yeah, for your own business, I'm happy to share. Yeah, just send me an email, so, and, well, don't forget to give me feedback. Thank you very much.