The Clinician Transition

The Detectives of Support: Customer Experience (CX)

• The Clinician Transition • Season 1 • Episode 8

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The fastest way to understand client experience is to picture two jobs at once: you’re the customer’s voice and you’re the investigator who refuses to stop until the root cause is clear. 

That’s why we brought on Shelley Shiling, a speech-language pathologist who transitioned from clinic life into health tech and now leads Customer Experience  (CX) at Prompt. We get specific about what CX teams actually do day to day, how support queues really work, and why “customer effort” can matter more than a perfectly worded reply when it comes to churn risk and long-term retention. 

Shelley walks through her clinician transition step by step, including the unglamorous but powerful middle phase: taking a part-time role, wearing every hat at a small startup, and building the kind of real projects that make interviews easy later. We also dig into practical ways clinicians can create transferable experience before they ever get an offer, like owning process fixes, documenting workflows, and doing proactive analyses that show business impact. If you’re comparing client success manager roles with client experience roles, we break down the differences in meeting volume, troubleshooting intensity, and the kind of personality that thrives in the queue. 

We also go beyond career moves into leadership and growth. Shelley shares what great leadership looks like in CX, why trust beats micromanagement, and how career ladders can include senior individual contributor paths and subject matter expert tracks, not just management. Finally, we discuss the hardest part of support work.

If you’re exploring non-clinical healthcare jobs, subscribe for more clinician-to-tech stories, share this with a friend who’s feeling stuck, and leave a (nice!) review so more clinicians can find the show.


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Welcome And Meet Shelly

Emma Brady

Welcome back everyone to our eighth episode of the Clinician Transition. We have a special guest today. Her name is Shelly Schilling. She's a speech therapist by trade and she's in client experience at prompt. And we thought it'd be really neat to A get a speech therapist because they're not always on the highest representative population, even though they they should be. And we figured probably a lot of you might not have had a chance to look into client experience, which is so interesting. And Shelly has just completely taken something that didn't exist and turned it into an amazing department. And she does everything from the day-to-day work and then also can speak to her leadership experience and leading other rehab therapists and what she's seen that that works and doesn't. So we're really excited to have you here today, Shelly. And then we, of course, have Emily with us, and I will stop talking and let you guys uh take it from here.

SPEAKER_01

Yay, so happy to have you here, Shelly.

SPEAKER_00

Yay, happy to be here.

SPEAKER_01

One of my I got the privilege of leading Shelly for a little bit, and I say that with like air quotes because Shelly was the easiest person to lead because you always had everything figured out and a plan for everything.

SPEAKER_00

Um we were we were a good team.

SPEAKER_01

Yeah, we were a really good team. Well

What Client Experience Actually Does

SPEAKER_01

just quickly tell the audience because I feel like everyone knows what customer success or client success is, but tell them just really quickly what client experience is.

SPEAKER_00

Yeah, so it's a good question and it can be confusing. Client experience kind of serves two roles. Primarily, we're the customer's voice. Um, we are the ones that hear the daily feedback, the nitty-gritty. We understand what the points of friction are. Um, and we take those insights and we deliver them to the people who build the product and fix the product. So the engineering team, the product team. So in the support channel, my team is super honed in on kind of what everyone's feeling about the product. Um, and then the second piece of that is we're kind of like the detective, the tech detectives are like the investigators. So when things aren't working as expected, we're the ones that will dive in and figure out the why. Um, looking at not just like the issue that's occurring, but also the impact that it's having. Um, so generally speaking, I would say that CX is looking at the whole journey that the customer is having with the product and trying to find like the path of least resistance so that um people can be using the product seamlessly.

SPEAKER_01

We all talk about the black hole of the help queue or the support queue, and it's actually really fun to get in there and like figure something out.

SPEAKER_00

It is a lot of fun, and I feel like we gamify it a little bit, we get competitive in there. It's a really fun team.

SPEAKER_01

We are going to put out a statement out there, and Shelly is gonna say if it's chaos, uh, meaning it's bad, it's reactive, it's broken, or controlled, meaning it's good, it's scalable, it's a good process. So a customer reports the same issue three times before it gets escalated.

SPEAKER_00

I would say chaos. Generally, we want to get to the root cause ASAP. Um obviously there's times where we need more information and there might be some back and forth before we get to the bottom of it. But generally speaking, the first time it's reported, we want to make sure that we're understanding it. We're either replicating it, we're writing up a bug ticket about it, um, or if it's just some education that's needed, provide that to the customer as well. Sometimes it's as simple as that.

SPEAKER_01

Yeah. And no customer likes to uh write in the same time or the same about the same thing three times in a row.

SPEAKER_00

Yeah, we'll talk, and I think we probably will talk about this a little bit more later, but um, the idea of like customer effort is really hot right now within the CX world. So it's less about like, was the agent or the tech support person nice in their reply? And it's more about like how hard was it for me to get to the bottom of my issue. And that actually has been shown to be the biggest predictor of like churn risk and like general happiness on a platform, and also like the stickiness of the product, the more effort it takes to use it and get your answers, the less happy people are. Um, and so that's something that we really harp on in our training and all of that.

SPEAKER_01

Nice. Yeah, I'm really excited to learn more about that myself because I think that's kind of been an emerging trend since I made my transition too. Yeah. Um a team builds a workaround instead of fixing the root cause. Yeah, I do.

SPEAKER_00

I do actually think there's a place for workarounds. Um, so I would say controlled if it's a temporary fix, but it could turn into chaos if that's the continued pattern. Um, I think that sometimes it might be a really high effort to get the engineering time that's needed to like fully fix something, but we could release a really quick workaround that allows people to use the product and do the things they need to do while we work on the permanent fix. And I think that's okay as long as we're calling it what it is. Um, the problem comes in when everything is just like catch-worked workarounds and there's no true fixes, which we don't do here.

SPEAKER_01

All right, let's get into more about you, Shelly. Tell

From SLP To Health Tech

SPEAKER_01

us about your transition from being a traditional SLP in a clinic to more of a non-traditional role.

SPEAKER_00

Yeah. So I started my career as an SLP, like you said. I worked for about six or seven years and I hopped around a lot. I did outpatient, I did adults, I did PEADs, hospital, home care, pretty much the whole gamut. Um, and I think that I was always kind of looking for something bigger. I wanted to make a bigger impact than just like my individual caseload. Um, and that's kind of what got my mind spinning on making that jump into something more non-clinical. Um, I transitioned into a very small health tech company that was um like speech adjacent. So it was I I got kind of lucky finding a company that was looking for a clinician to fill a non-clinical role. But it was a very, very small startup and I wore just about every every hat. Um, so I learned a ton from that role, and it was one of those things where I was ready to kind of focus my learning and growth towards a specific area, and I kind of chose CS at something, as something that I thought that I'd be good at and would lend itself to my my skill set. Um and I was ready to move on to a company that was a bit more established, and I kind of made the move to prompt and I joined as a CSM and then very quickly pivoted to CSCX, and I never uh never looked back. Here I am today.

SPEAKER_01

And let's that is an amazing journey. How you're able to move into one clinical non-clinical role and then another one. Let's rewind a little bit. How you said you got lucky, which I don't think you did because you're very strategic and smart. And so, how did you learn? How did you get that first role?

SPEAKER_00

So I had a friend, it was the telehealth uh speech company, and I had a friend who was working there just treating. Um, and they had put out a posting for like a part-time, they advertised it as like a clinical operations manager, something along those lines. Um, and I met with the CEO and and we kind of hit it off. And the position just grew very quickly. It's one of those things where I think if when you find somebody that you realize like can do a lot of work, that you just like hand them all of the work. Um, and I think that's what happened. So I did every I did everything from like being the clinical director to a bunch of like I think it was like a hundred part-time SLPs to like shooting the first company commercial in my living room.

SPEAKER_01

What?

unknown

Yeah.

SPEAKER_01

I did not, this is new. I have never heard this. Yeah. Are you the star of it?

SPEAKER_00

Oh yeah. I'm the one and only star of it. Um, yeah, so it was just like pick up whatever you can pick up, and and and I also led the CS or the support team also in that role, which is kind of how I I got my footing and support and I learned about CS. And then I heard about the clinician transition and started all of that research. And that was back when it was still pretty new. I mean, it was what three, four years ago. Um I started doing all the informational interviews and following kind of all the guidance that you guys had put out there and learned about CSM and yeah, it was so great. And I just I was really looking for a good culture fit. And I I really wanted to stay in the startup space. I wanted something that was like quick moving, fast paced, but just a little bit more established than where I was previously, and everyone was just so great. Yeah.

Emma Brady

When you said the posting, you mentioned it was part-time. Did you have another role at the time? Were you doing two jobs?

SPEAKER_00

I was treating on the side, and then um the role like built into much more than part-time, and I was also working crazy hours because a lot of the team was like across the world, and yeah. I mean, and this is the thing too. I think when I talk to people that are transitioning, it's just very rare to just fall into this like perfect role. I feel like you almost have to do your time and and just put in the work to do a role that might not be ideal or perfect, but that's what gets you that initial experience. And I also think that like having that like hunger is what makes people stand out when they are then applying to their, I don't want to say forever role, but their more perfect role. Um, yeah.

Build Transferable Skills Before You Quit

Emma Brady

That is such an important point. So thank you for sharing that, Shelly. Speaking for myself, when I was transitioning, I had four different jobs. It is not impossible, but it's gonna be a lot easier, and so many times people talk about oh, it's so risky and it's such a big risk to change. It's not a big risk if you already have a job and you're taking on some extra work. The only risk is if you're not prioritizing your time and taking care of yourself and being efficient. It's you're and then, you know, Shell, you're able to figure out you had this role where you did so much and you could see what you actually wanted to do versus, hey, I'm gonna try this thing I've never tried before and just hope it works out and maybe it's a fit or not. So I know it it can seem like a lot of work and we all have lives and and that sort of thing, but just think of it like an extra little internship for a temporary period of time where you can get incredible skills and then know what your full transition is gonna be a really good fit for you. And it ends up saving you a lot of time.

SPEAKER_00

Yeah, and the other thing that I think um is is maybe not done enough, but I've also seen people do really impressive work here is taking on, like if you know that you want to go into like client success, for example, you can take on projects that are related to CSN in your current role. And that's what I did, like in this role that I was in. I specifically worked on like a churn risk analysis to like for nobody was, you know, I wasn't asked to do that, but it was something that I knew would apply for this to the CSM role that I was hoping to get, and I knew it would bring value to the business I was currently in. And I think you can do that in the clinic as well, or in your personal life. If there are just so many things that you can do to explore and build skills in like a real world way versus just watching like courses, which I think is also helpful, but being able to apply it, I think is a different is a different world.

Emma Brady

You and even in the game we played, there were so many things you said that could be applied if you're still in a traditional role. You know, uh the customer has the same complaint three times. What if you have a patient that has that? Hey, it's really frustrating to book an appointment, I couldn't get a hold of someone. Um, it's really hard to look at the HEP, whatever it is. Fix that. Yeah, that's a really easy thing to talk about. Or you said something about the uh writing down the processes. Hey, I had a really good idea, I'm gonna write it down. And with AI, it'll take you 10 minutes to write that down, and then you have something tangible for the rest of the clinic that you can talk about in informational interviews and real interviews.

SPEAKER_00

Yeah, yeah. I think that it can seem really daunting when you're initially trying to pivot. And I I can see how not having a a non-clinical role, it just seems like how am I ever gonna get there without actually having the job? And I think that is just a mind shift change to look at yourself and say, How can I take on some of these projects or tasks or initiatives before I land the job so that I have something to talk about in those interviews?

SPEAKER_01

Yeah. And if you like it, it's a good little test drive. And you might find, oh, I really do like this, or no, never mind, I never want to see a spreadsheet ever again. I hate spreadsheets. Yeah.

Emma Brady

Or even, you know, in a really great case scenario, is you flourish at your job and they keep giving you these extra projects, and you don't even feel like you need to go non-clinical. It scratches the itch enough for you, and you can still keep seeing patients.

SPEAKER_01

Yeah. Yeah. I was just gonna say that, yeah. Maybe it adds enough variety to your day that it just makes your job more enjoyable.

Why She Chose CX Over CSM

SPEAKER_01

Um, so Shallow, you came to prompt as a CSM. What really drew you to client experience? Like, were you always kind of wanting to transition into client experience and support? Or, you know, was um CSM, if you would have stayed there, would that have been your your jam for a while?

SPEAKER_00

Yeah, I don't think I ever had intention necessarily of transitioning, um, but I had an open mind to kind of see where I felt I could make the biggest impact. And I think I joined at a really unique time where it was really just the inception of the CX department. Um, so it wasn't about maintaining something that already existed, it was the opportunity to really build something from scratch. I mean, I was, I think, the second support team higher at all, and there really wasn't anything built out, it was just the CSMs working the queue as much as they were able to. Um, and that was really exciting for me. Like I really wanted to be building out the processes, I wanted to bridge the gap between, you know, the customer and the things that we were learning from the customers as CSMs or even the support queue and um communicating that to product and to engineers and making sure that there was like that feedback loop and things were actually getting actioned on. That was super exciting to me as well. Um, so I don't think it was so much that I was like dying to be in a support role. I I knew I wanted to be a prompt, I knew I wanted to be in CS. Um, and that building aspect was really like perfect for what I wanted.

SPEAKER_01

Yeah. I remember that. And I remember um, you know, when you just say support, it doesn't sound like the sexiest job, but you saw a great opportunity, and that's another thing I really want people to learn from your journey is look for opportunities, even if it's, you know, say you wanted to be a product manager or something, um, maybe there's another thing that opens up where you get to use the same skills um that you would have in your in whatever else you wanted to do.

SPEAKER_00

Yeah, and I agree. I think that for me, it was always less about the title. Um, and I would urge, you know, anyone looking to transition to kind of think about that because first of all, companies have different titles for different roles, and you could also be looking at the same title, and the day-to-day could be vastly different. So I would really focus on um like what you learn to be the day-to-day, um, and make sure that aligns with what you feel would a bring you joy, but b you would be impactful at nice.

SPEAKER_01

Yeah, that's a great, great insight. And you're right, titles across especially in CS, they're just CS, CX, they're just so variable with what they actually mean.

SPEAKER_00

Yeah, yeah. I've actually heard that feedback too for a lot of folks that join the CX team. I think that we try so hard to explain the roles in the interview process, um, but it's still different when you're actually doing the role. And people, I I feel like we have a lot of people on the team that are just so excited to be in the role that they're in because it's hard to imagine what it would be like having never done that role before. Um, so yeah, it's exciting.

Emma Brady

Nice.

Day To Day Work And Hiring Traits

Emma Brady

What's the what's the difference in the customer facing volume? Meaning CSM, I think of they are constantly on meetings with their their clients and their accounts. What's it like on CX? Is it more in the like radiologists?

SPEAKER_00

You're kind of yeah, that's a good comparison. I would say, I mean, it depends on how you view customer facing. The support team is talking to customers all day long. It's just within email interactions. In terms of meetings, I would say the experience managers will help on meetings. It's certainly not at the volume that CSNs are on. Um, the tech support team also, our senior tech support folks are on um troubleshooting meetings, but again, it's like a few times a week. Um the rest of the time is in the queue. A lot of it on the experience manager side, a lot of it is much more internal. They're working a lot on process optimization, they're working, they're on like meetings with our support engineers. Um, so they have a lot more internal meetings. Um, and then it's a lot of like putting out fires. So I I often tell people if you like a little bit of adrenaline and having a busy day, the CX, the CX field can be good for you.

SPEAKER_01

Nice. And along those lines, what qualities of people, what qualities do you look for in people when you're interviewing candidates?

SPEAKER_00

I would say the biggest one for all the CX roles is somebody who likes to solve puzzles and is big on problem solving, detective work, investigation. They like to get into the nitty-gritty of things. People who like can't rest until they know the answer and they get to the bottom line. I think those are the people that find the greatest joy in working tickets. Um, maybe slightly different for the experience managers. We need people that are very strong on like process optimization. Um, but still, I think within CX, anybody who's big on puzzles, if that's a thing that you do in the evenings, CX is your is your jam.

SPEAKER_01

Is there anything that surprised you about CX life?

SPEAKER_00

Um I think the fact that there's just not really a recipe for success. There's standard KPIs that a lot of CX teams look for. But especially right now, and I think this is true in so many different fields, with the explosion of AI and how many new automations are constantly coming out, we're kind of all working in this sandbox and just trying to figure out what works. Um, and I think that that's the case across the board for CX teams, at least from what I'm seeing. Um, people are trying things, they're measuring the results, and then they're pivoting to something else. Um, on our team, we've had some really great wins, and there's been other things that we thought were gonna be amazing, and they didn't pan out. Um, so yeah, you would think support has been around forever since before SaaS and all that, but there really just isn't like one recipe that is gonna lead to a perfect support team.

Leadership That Builds Trust

SPEAKER_01

I I also want to go to the topic of leadership because you are such a great leader at prompt. You're regarded as a great leader. You had one of the best anonymous 360 reviews in the history of prompt. Um, what do you think makes a great leader?

SPEAKER_00

Um, well, first of all, thank you. And I hesitate with the great leader title. I think that I truly am very lucky. First of all, I've had great leaders, and also I'm very lucky to be leading just an incredible team. Um I think that the one of the biggest characteristics of like my leadership brand or the things that I the thing that I really try to lead with um is just enabling and empowering my team. I never want to be the bottleneck to someone being able to do a thing. Um I want to be a resource and I'm happy to always support and be a point of escalation. Um, but generally I really love to lead with trust. Um, so I feel like if when I provide a trusting environment and I feel like my my team can come to me if things don't go wrong, that allows them to be independent, that allows them to take some risks and just move, move on more efficiently and be more impactful on their on their own, um, because they know that we can always. Walk things back together. We can always pivot. Um, and I think that has served me really well. Again, that works because I have great leaders under me. For signs of great leaders to promote a um, I think that some people just have really good intuition, and that is really helpful in leadership because you can you can teach like subject matter, right? You can teach product, you can teach knowledge, um, but you can't always teach those soft skills of just like making good gut decisions, um, being empathetic and caring about the people on your team. Um so I think those are the main things that I look for. And then also people who are interested in growing as leaders. I don't rarely does someone come and be just like this perfect leader and handle every situation correctly, um, but provided certain guardrails and some trainings and some feedback. We've had just like amazing people grow into just fantastic leaders, even people who came on and didn't want to go down a leadership path, but this is just kind of where where things took them.

SPEAKER_01

Um, yeah. And then I want to also circle back to the career

Career Growth Without Managing People

SPEAKER_01

ladder. What kind of growth is there in support and client experience?

SPEAKER_00

Yeah, um, in terms of like the individual contributor path, um, we have so on the tech support side, it would be tech support one, tech support two, um, senior tech support, and that's just like growing in responsibility, complexity of the types of tickets you're handling, mentorship of other team members. Um, those folks are super impactful, you know, our seniors on the team. Um, and then same with experience manager, there's some like SME, we call them, like the subject matter expert paths that you can go down on the experience manager side. There's it's kind of like a broad umbrella of things that we handle. So um it's really helpful to have folks that really hone in, for example, on like our integrations, and that's their specialty. Um, so there's always ways to grow. And then, of course, there's the traditional leadership paths as well.

SPEAKER_01

So, a theme that I'm picking up is number one support and CX is a great way to get your foot in the door and grow. And also, I think Emma, you noted this in your sales podcast, but you should ask what does growth look like? How many people have you promoted under you? Shelley has been a great leader and has grown and scaled the team and thus created career ladders for people. Um, and then the second thing that's so cool I love about the CX team at Prompt is that you can go into leadership, but you don't have to in order to grow. You can also grow as an individual contributor.

Emma Brady

Yeah. Sometimes I feel like such a contrarian. I just always want to, I'm looking out for you all. I really am. And so we've talked about a lot of the great things about this career and how awesome it is. And I know, Shelley, you and I have had conversations about you know having difficult conversations. Have you noticed patterns in people who came in really excited? Everyone had great intentions, but it just hasn't been the right fit. And how could someone know that going into this that it might not be what they're looking for?

SPEAKER_00

Yeah,

Fit Checks, Networking, And Burnout Risks

SPEAKER_00

we've definitely had that happen. Um I again, I do think that the better your understanding of the day-to-day is, the less likely that is to happen. So if you're walking into tech support thinking that you're gonna be like on meetings all day and working on a big team and having all these joint projects, you're bound to be disappointed when you're in the queue all day answering ticket after ticket. Um, so I do think that being introspective about what you're looking for in your role and making sure, like if that's not clear from the JD, that's fair. It is hard to write a JD that truly captures every essence of a role, but you have multiple interview rounds to make sure that that's entirely clear to you before accepting a position. So I would definitely urge you to do that. And I do feel like that people don't necessarily do that. I think people are nervous to make it seem like they don't know what the role is gonna be. But really, I think smart questions, I would prefer that than to someone not being unsure and accepting a role that's not gonna be a fit.

Emma Brady

One way to do that is doing what you did in networking. And yes, it's good to reach out to people, you know, because we're we talk, we're we work for prompt, it comes up a lot. There are other companies with a CX department besides ours. So always make sure you're reaching out to other companies or even people in completely different industries. I'm I'm really I said this a couple times. It's gonna be hard to get what the reality is from someone who's currently in that role. It just is, right? If you're not gonna give your it's gonna be challenging for them to talk honestly about their current role if they still want a job there. I would definitely do networking. See at we're talking about SaaS. There's so many events you can go to virtually or in person and talk to other people in the industry. Get out of this bubble, even if you want to work in this bubble, get out of it to learn about the jobs that you you might want to do after the clinic.

SPEAKER_01

I would say, too, to add to that, folks in the client experience industry, even outside of like health tech, are very welcoming and just like wonderful people, like very willing to talk. There's lots of events and webinars. What is have you had that experience as well, Shelly?

SPEAKER_00

Yeah, it's a really I mean, think about the types of people that want to be on the back end of a product and helping customers. Like it's yeah, it's a very welcoming group. I would say one of the um like groups that has been the most helpful to me is called Elevate CX. Um, and that group does a ton of like they post jobs too, but they also have events and like free webinars and things that you can join. And it's a great place to build a community too. Um yeah, I would agree. I think doing as much networking and research as you can.

Emma Brady

It's a great tip. We'll definitely post the link to that in the show notes.

SPEAKER_01

They have a really good, do they still have a good active Slack channel? I should ask you, because I'm not in it anymore. Yeah, amazing. Great place to network with people inside private Slack channels and workspaces. Shelly, anything we should we didn't ask you that we should have, that you maybe get a lot of repeat questions on, and then we'll move on to our rapid fire questions.

SPEAKER_00

Um, I think, well, I guess one thing that we didn't touch on, we talked about like why this might not be a fit for someone. Um, the one I would say most challenging part of working in CX is that you are kind of the brunt of customer complaints. You're the one that's catching the bugs, the issues. Um, it's not common for someone to write into support to rave or about how happy they are about the product that day. Although I will say that at prompt, it happens a shocking amount, which is amazing. Um, but generally speaking, that can be difficult on, you know, when that's your day-to-day. Um, so I'm just calling that out because I think that some people wouldn't bat an eye at that. Um, and then for others, it it can definitely be another a source of source of burnout. So I think just keep that in mind if you are looking at a support role.

SPEAKER_01

Great call out. Do you notice anything that people do to cope with that? Or is that kind of just like a personality trait?

SPEAKER_00

I do think there's some element of personality. I think that removing yourself from the situation, like personally removing yourself, is helpful. I think just zooming out a little bit, again, having that emotional intelligence and understanding where the person is coming from, try to put yourself in their shoes as much as you can. Like you're just trying to get through your day and document or close out a visit or whatever it is, and you're not able to do that. Um, and then also realize that just because this one person is loud doesn't mean that that, and it's not, that that is the general sentiment of our customer, because that's just not the case. Most of our customers are incredibly happy. And even if that one person is angry at that moment, doesn't mean that they're feeling negatively about the product. They're just irritated about this one situation, which is totally fair. So I just think zooming out and looking at it more holistically can be helpful.

Rapid Fire Advice And Closing

SPEAKER_01

That seems like a really good place to wrap up our general questions, and then we'll we'll get into our rapid fire here. One sign a process is broken.

SPEAKER_00

Um, in my experience, people just stop using it. Also, when you start seeing a bunch of um Excel spreadsheets popping up, and they're usually like rainbow and they make your eyes hurt when you look at them. That is a sign to me that something is broken and needs to be automated.

SPEAKER_01

That's fantastic. Uh, go to question when something goes wrong.

SPEAKER_00

What was the expected outcome? What were you expecting to have occurred?

SPEAKER_01

Love that. Um what would you prioritize, speed or accuracy?

SPEAKER_00

Can I say both? But if I can't have both, I would definitely say accuracy because like a fast response that is not helpful and is wrong is not is just not gonna ever be a good sign.

SPEAKER_01

Yeah. One skill clinicians already have that translates well into CX.

SPEAKER_00

Um, I'll go back to emotional intelligence. When you know a software bug ruins someone's day, um, clinicians won't panic and they'll just move on, knowing how to validate the frustration, stay calm, and provide a solution. I think that's just like irreplaceable.

SPEAKER_01

One skill they need to learn quickly.

SPEAKER_00

I think a lack of um business understanding. And what I mean by that is that um you don't need to be, you don't have to have your MBA to work in a corporate role. But learning that you have to prioritize your tasks based on what's gonna have the biggest business impact or impact the most users, I think it's just a mind shift change because clinicians want to help everyone and they're like, well, this particular person. And sometimes you have to zoom out and be like, that's just, you know, that's one person, and we'd love to also prioritize that down the line. But we have this group of 500 people that are being impacted, and just having that mindset shift, I think, takes time.

SPEAKER_01

Yeah, we're not really taught to think like that as much as clinicians. Yeah. 100%. Um biggest mistake people make moving into CX or support roles.

SPEAKER_00

Thinking that they have to have every answer and be a perfect expert at whatever the product is, um, especially when people are getting on calls with customers. They think that they need to provide all of the solutions when really the role is to be the detective and ask the right questions, um, and have the ability to learn and deep dive in the areas that you need to to find a resolution or to find the right person who can find the resolution. Um, I think the mistake is trying to know everything rather than knowing how to find anything.

SPEAKER_01

Um I also saw people kind of getting sometimes getting disar disheartened early in their transition. I don't know if you noticed this too, because all of a sudden they would learn how much they didn't know and really got taken out of that expert role. Is that something that you've seen?

SPEAKER_00

Yeah, and we actually call that out during our onboarding um as something that like you will experience this and don't worry, um, you'll come out on top of it. It's really daunting. I mean, think about most of these people have a master's degree and they are like experts at being PTs or OTs or SLPs, and now they're trying to learn something vastly different. Um, and it just doesn't happen in a day. It takes time.

SPEAKER_01

Look up uh the Dunning Kruger effect if you don't know what it is. Love that. Um closing question. If someone's feeling stuck in their current role right now and they're thinking of transitioning, what would your advice for them be?

SPEAKER_00

Yeah, I think this goes back to something we touched on earlier, but I think it's just like don't wait for someone to give you permission to do the work that you want to be doing. Don't wait until that offer is on the table or you're in the third round. Start doing the work wherever you currently are, um, and the rest will come. I think the more real-world experience you can get, utilize AI, do some prod. I mean, I sleep trained my baby using an AI um agent that I created because I just wanted more. Yes, because I wanted more reps of like using this in my day-to-day. I'm you can find ways to implement new skills everywhere. Um, so I think just like don't be intimidated by that and just do it.

SPEAKER_01

Awesome. Shelley, you did not disappoint. This was so great. I always love talking to you. You're so wise and strategic and offered so much um great advice here. So thank you.

SPEAKER_00

Yeah, this was so fun. I appreciate you guys having me on.

SPEAKER_01

And as always, um, please, you know, if you found a lot of value from this, send this episode to a friend you think could get value from it or a family member. Um post on it or share it online. If you get a lot of value, leave us a review and give us feedback if you want. Only nice review. On nice reviews. Only nice reviews and give us feedback personally, really. Yes.

Emma Brady

If you have if you have not nice review, give us feedback and we'll fix it. Yeah.

unknown

All right.

Emma Brady

You guys are great. Thank you for listening. We appreciate you, and we'll we'll talk to you soon.