2022-11-16 Tricia Griffith.PGR.How Progressive’s Stock Has Soared Under CEO Tricia Griffith’s Customer-Centricity

2022-11-16 Tricia Griffith.PGR.How Progressive’s Stock Has Soared Under CEO Tricia Griffith’s Customer-Centricity

“Hey, everybody, it's Blake Morgan, and you are listening to The Modern Customer Podcast. Today, we have an incredible guest. She is the CEO and president of Progressive Insurance, and her name is Tricia Griffith.
"大家好，我是布莱克-摩根，您正在收听的是《现代客户播客》。今天，我们请到了一位令人难以置信的嘉宾。她是 Progressive Insurance 的首席执行官兼总裁，名叫 Tricia Griffith。

Tricia quadrupled Progressive Insurance's stock price in the last six years, at a time when so many insurers are shrinking. And she did it by being customer-centric and leading with her unique style. Tricia has been at Progressive Insurance for 20 years.
特里西娅在过去六年中使 Progressive 保险公司的股价翻了两番，而此时许多保险公司都在萎缩。她做到了这一点，因为她以客户为中心，用自己独特的风格领导着公司。特里西娅在 Progressive Insurance 工作了 20 年。

She's been CEO for the past six. In this episode, we are talking about what makes her CEO leadership style uniquely customer-centric. We're looking at the future of insurance, and we also talk about some of her personal habits that help her to be the leader that she is.
在过去的六年中，她一直担任首席执行官。在本期节目中，我们将讨论是什么造就了她以客户为中心的独特 CEO 领导风格。我们将展望保险业的未来，同时还将谈论她的一些个人习惯，这些习惯帮助她成为现在这样的领导者。

Please enjoy Tricia Griffith. This week's episode is sponsored by Calendly. Customer success teams strive to provide superior service, but customer expectations are continuously increasing.
请欣赏特里西娅-格里菲斯的节目。本周节目由 Calendly 赞助。客户成功团队努力提供优质服务，但客户的期望值却在不断提高。

“It's a challenge to efficiently schedule handoffs, onboarding calls, training sessions, renewal conversations, and more. That's why modern customer service teams use Calendly to interact with customers at key milestones. Instead of scheduling delays that create a disjointed experience, Calendly makes it easy for your team to focus on building partnerships and maintaining engagement through renewal time.
“有效安排交接、入职电话、培训会议、续签对话等是一项挑战。这就是为什么现代客户服务团队使用Calendly与客户在关键里程碑上进行互动。Calendly避免了造成脱节体验的安排延误，使您的团队能够专注于在续签期间建立伙伴关系和保持参与度。”

That's why CI Assante Wealth saw a 323% ROI using Calendly. See how Calendly can help your team drive adoption and increase retention and growth at calendly.com/moderncustomer.
这就是为什么 CI Assante Wealth 使用 Calendly 的投资回报率高达 323%。请访问 calendly.com/moderncustomer，了解 Calendly 如何帮助您的团队推动采用率，提高保留率和增长。

Tricia, welcome to The Modern Customer Podcast. I am so excited to have you here. Where are you calling in from today?”
特里西娅，欢迎收听《现代客户播客》。很高兴你能来。你今天从哪里打来电话？

“I'm calling in from lovely Cleveland, Ohio.
"我从俄亥俄州可爱的克利夫兰打来电话。

Right, and I'm sure the weather's getting colder in Cleveland, and hopefully the snow hasn't really kicked in yet, and you can still enjoy outside walks and runs.
对了，我相信克利夫兰的天气会越来越冷，希望雪还没有真正下起来，你们还能享受户外散步和跑步的乐趣。

Yeah, it absolutely has been an unusual fall so far. I was actually, I think, closer to your neck of the woods last weekend in California, and it was warmer in Cleveland than Santa Barbara.
是啊，到目前为止，这绝对是个不寻常的秋天。上个周末，我在加利福尼亚，我想，那里离你的家乡更近一些，克利夫兰比圣巴巴拉更暖和。

Oh, okay. Yeah, Santa Barbara is like about an hour from me. It is so beautiful.
哦，好吧圣巴巴拉离我大概一小时车程太美了

But yeah, I guess you just got to roll with it. Whatever the weather is out there. Speaking of the weather out there, today we are talking about leadership and managing during complicated times.”
但是，是的，我想你只能顺其自然。不管外面的天气如何。说到外面的天气，今天我们要讨论的是复杂时期的领导和管理。"

“We are facing really complicated times. And I believe that requires really transformational leadership. I've been studying customer experience for a really long time, Tricia.
"我们正面临着一个非常复杂的时代。我相信，这需要真正的变革型领导力。我研究客户体验已经有很长一段时间了，特里西娅。

And your name always pops up as one of the most customer-focused leaders out there. So in your words, how would you describe your leadership style? Would you describe it as customer-centric?
您的名字总是作为最以客户为中心的领导者之一出现在人们面前。那么，用您的话来说，您如何描述自己的领导风格？你会把它描述为以客户为中心吗？

Absolutely, because we sell trust. So your customers have to trust that if something happens, you're going to take care of them. I think it's probably more important to me because I grew up in claims.
当然，因为我们销售的是信任。所以你的客户必须相信，如果发生了什么事，你会照顾他们。我想这对我来说可能更重要，因为我是在理赔中长大的。

So I know how stressful that can be. And what I would say, though, is that you start with employees. So if you treat your employees with respect and you value what they do for our customers, our customers then in turn feel that value, and they reward us with loyalty.”
所以我知道压力有多大。但我想说的是，要从员工做起。因此，如果你尊重员工，重视他们为客户所做的一切，那么我们的客户反过来也会感受到这种价值，他们会用忠诚来回报我们"。

“And so it's that kind of a nice virtuous cycle. Shareholders win over here. Start with employees and the customers fall in line.
"因此，这是一种很好的良性循环。股东在这里获胜。从员工做起，客户也会跟上。

I think that's really important.
我认为这一点非常重要。

Tricia, in the last six years, Progressive stock price has quadrupled. So clearly you are doing something really unique because out here, we're watching the insurance industry go through really hard times, and yet you seem to triumph. And succeed against the odds.
特里西娅，在过去的六年里，Progressive的股价翻了两番。很显然，你在做一件非常独特的事情，因为在这里，我们看到保险业经历了非常艰难的时期，而你却似乎取得了胜利。并且逆境成功

So what is it that you do differently from other leaders that you think really makes Progressive so resilient and successful?
那么，您认为是什么让 Progressive 如此坚韧和成功？

I think a few things. You know, we really try to put constructs together so that everybody within Progressive has the vision, knows that we are painting a picture for where we want to be. There's one construct I use all the time called our Four Cornerstones.
我认为有几点。你知道，我们真的尝试把各种构架放在一起，让 Progressive 内部的每个人都有愿景，知道我们正在描绘我们想要达到的目标。我一直在使用的一个构架叫做 "四大基石"。

Who we are, why we're here, where we're headed and how we'll get there, which seems really simple. But of course, behind it is a lot of investments, a lot of trials and errors. So I think that's really important.”
我们是谁，我们为什么在这里，我们要去哪里，我们将如何到达那里，这看起来非常简单。但当然，这背后是大量的投资，大量的试验和错误。因此，我认为这一点非常重要。
使命、愿景、价值观，PGR在这个层面是比较清晰的，除BRK以外，目前看过的保险公司只有PGR的概念是清晰的。

“I think one other sort of process that we put into place many, many years ago is to swap people around with different roles. So as an example, we'll have somebody that's the head of acquisition, and you get surgically focused on acquiring customers, but you're not as focused on keeping them. Oftentimes, in fact, the last two times, we've taken a person who's been the head of acquisition and moved that person to the head of customer experience.
“我认为我们多年前实施的另一种流程是让不同的人担任不同的角色。例如，我们会有一个人负责获取客户，你非常专注于获取客户，但并不像专注于留住他们那样专注。事实上，在过去两次中，我们通常会让负责获取客户的负责人转到负责客户体验的负责人。

Then you're seeing the whole picture. I just moved four different members of my team around that had different roles. So my head of HR now is running CRM, my head of CRM is running claims.
这样你就能看到全貌。我刚刚调动了团队中四个不同的成员，他们的角色各不相同。因此，我的人力资源主管现在负责 CRM，我的 CRM 主管负责理赔。

I brought somebody new in from CMO. So I think swapping people out to different roles gives you just a really good vision of the company more in its entirety.
我从 CMO 带来了一个新人。所以我认为，把人调换到不同的岗位上，能让你对公司有更全面的了解。

And it sounds like that's sort of what you experienced growing up in claims and you were, I believe, in HR in a bunch of different roles before you became CEO.”
听起来，这也是你在索赔领域成长的经历，而且我相信，在你成为首席执行官之前，你曾在人力资源部门担任过许多不同的职务。

“Yeah, I grew up in claims. I thought that would sort of always be my swim lane. And then by just a bunch of serendipitous things happened that I got the head of HR job, which made no sense because I have no HR background.
"是啊，我是在索赔中长大的。我以为那就是我的泳道。后来发生了一些偶然的事情，我得到了人力资源部主管的职位，这没有任何意义，因为我没有人力资源背景。

I have a business degree. I always tell people, I have six kids, so maybe because I had a couple of maternity leaves, I got to be in HR. But I was able to be in HR for six years, see the culture, see the company, and actually even look back on claims and say, oh, if I was ever going back to claims, here are things I would do differently.
我有商业学位。我经常跟别人说，我有六个孩子，也许是因为我休了几次产假，我才得以在人力资源部门工作。但我在人力资源部门工作了六年，了解了公司的文化和情况，甚至在回顾理赔工作时说："哦，如果我再回到理赔部门，我会做一些不同的事情。

And then, of course, that claims was my next job. And then head of CRM and then COO, and then in July of 2016, I got the CEO job.
当然，我的下一份工作也是这个要求。然后是客户关系管理主管，然后是首席运营官，2016 年 7 月，我得到了首席执行官的职位。

So you have been really in every department at Progressive. And I think that to run customer experience and be CEO, you really do have to have that breadth. So you really understand what's happening in every corner of the business.”
所以，你在 Progressive 的每个部门都工作过。我认为，要管理客户体验并担任首席执行官，你确实必须具备这种广度。这样，你才能真正了解企业每个角落发生的事情。"

“Tricia, you recently published a blog on the ROI of relationships. And I remember you start out with the story of sitting on the beach in an Adirondack chair. And I'll never forget that image of you relaxing on the beach for this blog where you're actually talking about being a customer-centric leader.
"特里西娅，你最近发表了一篇关于人际关系投资回报率的博客。我记得你一开始就讲了一个坐在海滩上的阿迪朗达克椅子上的故事。我永远不会忘记你在这篇博客中谈论如何成为以客户为中心的领导者时在沙滩上放松的画面。

And one of the things you talked about is you have to invest in things that are immeasurable and unscalable, which I think if you're running a business, those two things just are real mood killers. But you seem to believe these are the two things that are so important. So that is obviously contrary to so many people's beliefs.
您提到的其中一点是，您必须投资于那些无法衡量和无法规模化的事物，我认为如果您在经营一家企业，这两件事确实是真正的情绪杀手。但您似乎相信这两者非常重要。所以这显然与许多人的信念相反。

So what is it about doing things that are not measurable and not scalable that are so important?
那么，究竟是什么让那些无法衡量和无法规模化变得如此重要呢？

Sometimes it's just your gut. Like you know what you need to do, especially if you put yourself in the shoes of a customer. No one wants to pay for insurance.
有时候，这只是你的直觉。就像你知道自己该做什么，尤其是当你设身处地为客户着想时。没有人愿意为保险买单。

“The only thing worse than that is actually using it. And so you have to put yourself in that mindset. And of course we measure a lot of things, but there's some projects or processes that you just say, this is just the right thing to do.
"唯一比这更糟糕的是实际使用它。因此，你必须把自己放在这种心态中。当然，我们会对很多事情进行衡量，但有些项目或流程，你会说，这就是应该做的。

And if you go with your gut and you see the progress, you know it's the right thing. And if it doesn't work out, then you go to Plan B, Plan C, Plan D.
如果你跟着直觉走，看到了进展，你就知道这是正确的。如果不成功，你就去执行 B 计划、C 计划、D 计划。
像是平常心的一种表达方式，面对问题是能排除心理上的干扰，回到事物的源头思考问题，保险的源头是“No one wants to pay for insurance,The only thing worse than that is actually using it.”。

Absolutely. Yeah, I mean to just go with your gut though, I feel like most business people would recoil if they heard that, but it really is actually working for you and you can see that with the stock improvement and everything. So where did you learn to just go with your gut?
当然。是的，我的意思是说，虽然要跟着感觉走，但我觉得大多数生意人听到这句话都会退缩，但这确实对你有用，你可以从股票的涨幅和其他方面看到这一点。那么，你是从哪里学会跟着感觉走的呢？

Is that just something you innately knew? Is that from personal life? Can you share with us where you learned how to just go with your gut?
这是你天生就知道的吗？是来自个人生活吗？您能和我们分享一下，您是从哪里学会了 "跟着感觉走 "的吗？

“Probably a little bit of everything. I would say growing up in claims, you would have to do that, because you were literally sitting across the table from someone who might have been injured, negotiating on someone's total loss for maybe their upside down on the loan. And so you really have to, it's got to be a one-on-one conversation.
“可能有一点是所有方面的综合。我会说，成长在理赔领域，你必须这么做，因为你实际上是坐在一个可能受伤的人对面，就某人的总损失进行谈判，也许他们贷款的金额超过了车辆的价值。所以你真的必须，这必须是一对一的对话。”

You've got to be thinking about being on the other side, and that's how I settled claims. I always wanted to do the right thing for our customers, and if it were not sure, I'd always go towards what was right for the insurer claimant. So I think I learned it from that.
你必须站在对方的立场考虑问题，这就是我理赔的方式。我总是想为我们的客户做正确的事，如果不确定，我总是会选择对保险公司理赔人正确的做法。所以我觉得我是从中学到的。

I'm the youngest of six kids, so I watched a lot of my older siblings do things well, make mistakes. I think it's just a bunch of different events in my life, both work and family, that led me to say just go with your gut, go with your heart. It's not all about head.
我是六个孩子中最小的一个，所以我看到很多哥哥姐姐做得好，也看到他们犯错。我想，这只是我生活中的一些不同事件，包括工作和家庭，让我明白了 "跟着感觉走，跟着心走 "的道理。这不全是头脑的问题。
平常心是最理性的做法，还没有理解到这个层面。

Of course, a lot of it's about what's measurable and what's on the spreadsheet, but sometimes you just know what the right thing to do is.”
当然，很多事情都与可衡量的东西和电子表格上的东西有关，但有时你就是知道该做什么才是正确的。

“Well, speaking of family, you often tell personal stories about your family, about your kids, and I believe that you've always done that. Could you just talk about why you decide to bring your personal life to work, why you share about your family? I've heard that you will have dinners at your house sometimes.
"好吧，说到家庭，你经常讲述关于你的家庭、你的孩子的个人故事，我相信你一直都是这样做的。你能谈谈为什么你决定把个人生活带到工作中，为什么你要分享你的家庭吗？我听说您有时会在家里举行晚宴。

Why did you decide to do that?
你为什么决定这样做？

You know, I didn't always. I think the first maybe 15 years or 10 years of my career, I sort of just wanted to be the best claims person I could be, the best manager as I moved up. And then I realized along the way that I wasn't being the truest version of myself.
你知道，我并不总是这样。我想，在我职业生涯的最初 15 年或 10 年里，我只是想成为最好的索赔人，成为最优秀的经理人。然后我意识到，一路走来，我并没有做最真实的自己。

“And it was through an event that I was feeling like I really need to start to share more. And as I did that, I saw people almost like physically would go, because I think what happens is as, you know, when you're looking up in the organization and you see leaders, you make this story up in your mind of how perfect they are and how perfect their life is and how it just must be so easy to be them. And so for me, sharing who I am when I trip up, I just want to be relatable to people.
"通过一次活动，我觉得我真的需要开始分享更多。当我这样做的时候，我看到人们几乎是身体力行，因为我认为发生的事情是，你知道，当你在组织中抬头仰望，看到领导者时，你会在脑海中编造这样一个故事：他们是多么完美，他们的生活是多么完美，成为他们一定是多么容易。因此，对我来说，当我被绊倒时，分享我是谁，我只是想让人们感到亲切。

If I'm relatable to people within Progressive, they seek me out, they're comfortable with me. So I think a great example was during the pandemic. You know, none of us had this playbook.
如果我和 Progressive 的人有亲和力，他们就会找我，和我在一起很舒服。所以我觉得大流行病期间就是一个很好的例子。你知道，我们都没有这本剧本。

All of a sudden, we were empty nesters. Our two college kids came home, and I remember all the feelings I was having. And so I started to do what I called At Home With Tricia videos.
突然之间，我们成了空巢老人。我们两个上大学的孩子回家了，我还记得当时的感受。于是我开始制作所谓的 "特里西娅在家 "视频。

“So every week, my son Nick, who's actually in film school out in LA, we'd sit knee to knee, and he would videotape me. And it really was not based on business. I would say things like, you know, I used to work out every day, and now I'm not.
"所以每周，我的儿子尼克，他其实在洛杉矶的电影学院上学，我们会跪坐在一起，他会给我录像。这真的不是基于生意。我会说，你知道，我以前每天都锻炼，现在不锻炼了。

I don't know why I'm not doing that. And I would get literally, after we'd put out these At Home With Tricia videos, I would get thousands of responses of saying, I'm in the same boat, et cetera. In fact, at one point, I had a jar of M&Ms and a jar of cheese balls, and I'm like, I don't even know who I am anymore.
我不知道我为什么不这么做。在我们发布了这些 "和特里西娅一起在家 "的视频后，我收到了成千上万的回复，说我也一样，诸如此类。事实上，有一次，我有一罐 M&Ms 和一罐奶酪球，我都不知道自己是谁了。

Like, why am I eating cheese balls? People said cheese balls, sweatshirts, et cetera. So it's just that relatability where people don't feel alone, and other people were going through those things, and I thought it was important to be vulnerable.
比如，我为什么要吃奶酪球？人们说奶酪球、运动衫等等。所以这就是一种亲和力，让人们不会感到孤独，其他人也在经历这些事情，我觉得脆弱是很重要的。

“Yeah, I love this whole discussion about vulnerability and mental health that seems to be everywhere now. That is the silver lining of COVID. Do you think that as a CEO, you lead differently because you are a mom and you have six kids?
"是的，我喜欢现在似乎无处不在的关于脆弱性和心理健康的讨论。这是 COVID 的一线希望。你是否认为，作为首席执行官，你的领导方式会因为你是一位母亲、有六个孩子而有所不同？

I do think I do, because we are a little microcosm of the world. So as my children go through things, and we talk a lot about mental health, career, just life, relationships. So I do think that's helpful to me, because as an example, it's funny you say silver linings, because that's one of my newest leadership principles.
我确实这么认为，因为我们就是这个世界的一个小缩影。所以，当我的孩子们经历一些事情时，我们经常谈论心理健康、职业、生活、人际关系。所以我认为这对我很有帮助，因为作为一个例子，你说的 "一线希望 "很有趣，因为这是我最新的领导原则之一。

When we went through the pandemic, and now we're here working either at home or hybrid, what I talk about to young parents is we're never going to go back to 2019, because at that time, especially when I was a young mother, I would have to take vacation days to actually go to a parent-teacher conference. And my position is you should never do that now. Take your lunch at 4 o'clock or whenever the parent-teacher conference is.”
当我们经历了大流行病，现在我们要么在家工作，要么混合工作时，我对年轻父母说的是，我们再也回不到 2019 年了，因为在那个时候，特别是当我还是一个年轻母亲的时候，我不得不请假去参加家长会。而我的立场是，你现在绝对不应该这么做。在 4 点钟或家长会召开的任何时候吃午饭吧"。

“So I think having that feeling and always going back in time and saying, oh, this is going to be so much better and so much different for, as an example, young parents in that situation.
"因此，我认为有了这种感觉，就会回过头来说，哦，对于处于这种情况下的年轻父母来说，情况会好得多，也会大不一样。

Yeah. I mean, to be a young parent and to be an executive like you were, I think that's so challenging and it's so important that women have people like you that they can look to and say, well, she did it, so I can do it. Because the whole lean-in discussion, I mean, it's not easy.
我是说，既要为人父母，又要像你一样担任高管，我觉得这太具有挑战性了，而且女性拥有像你这样的人，她们可以向她们学习，说 "嗯，她做到了，所以我也能做到"，这一点非常重要。因为整个精益求精的讨论，我的意思是，这并不容易。

And I can relate. I had a two-year-old and I had a baby during COVID. So I totally understand what you're talking about.
我也有同感。我有一个两岁的孩子，在 COVID 期间又生了一个孩子。所以我完全理解你在说什么。

I mean, you are very open. And I've heard that you have lunch with employees. You'll just show up in the lunchroom at Progressive and just sit down at a table.
我的意思是，你非常开放。我听说你和员工共进午餐。你会直接出现在 Progressive 公司的午餐室里，然后坐在一张桌子旁。

And I'm curious to hear why you do this and if you think more CEOs should be having lunch in the lunchroom with everybody.”
我很想知道你为什么要这么做，以及你是否认为应该有更多的首席执行官与大家一起在午餐室共进午餐"。

“I'll answer the last part first. Absolutely. You should be out and about, talking to the people that I'm privileged to serve.
"我先回答最后一部分。当然可以。你应该走出去，与我有幸服务的人们交谈。

So for me, it is... I don't know why I started doing it. I would walk down.
所以对我来说...我也不知道为什么会这样我会走下来

There would be a table of six and there would be five people in an open chair. I would say, mind if I sit with you? And actually, I was nervous doing it.
有一张六人桌，有五个人坐在一张空椅子上。我会说，介意我和你坐一起吗？事实上，我当时很紧张。

It's kind of weird, like awkwardly walking up to the cafeteria if you're the new seventh grader. And everyone would be awkward. And then by the hour we'd be done, I would know about five new friends.
这有点奇怪，就像你是七年级的新生，尴尬地走向食堂。每个人都很尴尬等我们吃完饭 我就认识了五个新朋友

Plus, I would get insights, what I call ground truth, from the employees. I would say, honestly, you're at a cocktail party. What do you say?
此外，我还能从员工那里获得见解，我称之为 "基本事实"。我会说，老实说，你在鸡尾酒会上。你会怎么说？

I hate that my employer does this. Or I wish they could do this. And people are really, really open and honest.”
我讨厌我的雇主这样做。或者我希望他们能这样做。人们真的非常非常开诚布公"。

“And then those are five new friends that never leave me. I constantly have notes from employees every day. I get a note and it comes up with great ideas.
"还有五个新朋友从未离开过我。我每天都会收到员工的纸条。我收到纸条后，就会想到很多好点子。

And I get a lot of insights. So it's really about getting the ground truth.
我得到了很多真知灼见。所以说，这真的是为了获得最真实的信息。
full context, not control，能让大家自由表达很重要，这是一种安全感，让整个团队处于比较放松的状态。

You don't have a lot of extra time, I would imagine. You have a very packed schedule. How do you determine if this is a good use of your time?
我想，你没有太多的额外时间。你的日程安排得很满。你如何判断这是否是对你时间的合理利用？

Like, for example, do you say, 20% of my time, I'm just going to be available to employees. I'm going to go into the contact center. I'm going to talk to insurance agents.
比如说，你是否会说，我有 20% 的时间只为员工服务。我要去联络中心。我要和保险代理人交谈。

Like, how do you determine how much of Tricia that you give?
比如，你是如何确定你给了特里西娅多少？

I don't put a certain percentage on it. I always give my time as much as I possibly can to our employees. So if you ever had reached out and said, you know, Tricia, I'm interviewing for a job.”
我没有规定一定的比例。我总是尽可能多地把时间留给我们的员工。所以，如果你曾经伸出手说，"特里西娅，我正在面试一份工作"。

“Can I have 15 minutes of your time? I would always find that time, period. So that to me is the most important piece.
"能占用你 15 分钟时间吗？我总会找到时间的。对我来说，这是最重要的一点。

And then I try to weave in things. So I told you I went to Santa Barbara this weekend. My son had a lacrosse tournament.
然后我试着穿插一些事情。我告诉过你我这周末去了圣巴巴拉我儿子参加了长曲棍球比赛

Earlier that morning, I was in a business review for Commercial Lines, and they were talking about a really big agent of ours. And so I was like, it's a half an hour away. I landed, drove, surprised the agent, talked with him for a bit and laughed.
那天早上早些时候，我参加了商业险公司的业务评审会，他们谈到了我们的一个大代理商。于是我就想，半小时就到了。我下了飞机，开着车，给了代理商一个惊喜，和他聊了一会儿，然后大笑起来。

But I knew that was a really good use of my time, because it was a half an hour away, and I was able to just kind of step in and surprise them and say, hey, thank you for your business. We really appreciate it. I think maybe that goes back to even like, like leading with your heart and not everything on a spreadsheet.”
但我知道，这真的很好地利用了我的时间，因为只有半个小时的车程，我可以就这样走进去，给他们一个惊喜，然后说，嘿，谢谢你们的生意。我们真的很感激。我想，也许这又回到了用心去引导，而不是把一切都记在电子表格上"。

“Giving of your time is so critically important, whether it's your employees, your customers or your partners.
"无论是员工、客户还是合作伙伴，奉献时间都至关重要。

Yeah, absolutely. And it's great that you seem to lead, like you have so much freedom, like you really trust yourself and the people around you respect you. I feel like at your level, the stress can be so heavy and the pressure to make the board happy.
是的，当然。你看起来很有领导力，好像你有很多自由，好像你真的很信任自己，你周围的人也很尊重你，这很好。我觉得像你这样的级别，压力可能会很大，要让董事会满意的压力也很大。

But I mean, how do you lead even with all that pressure and still do these little things that you know are the right thing to do, but maybe not everybody understands why you're doing them at first glance?
但我的意思是，即使面临如此大的压力，你又该如何在领导工作的同时，还能做一些你知道该做的正确事情，但也许并不是每个人都能理解你为什么要这么做的小事呢？

I would agree with that. I think the board has asked that too. Like they obviously are always concerned about, you know, are you working too many hours and do you have enough time to yourself?
我同意这一点。我想董事会也问过这个问题。很明显，他们总是担心，你的工作时间是否过长，你是否有足够的私人时间？

I have a really good, I feel like I have a really good balance. And I'll tell you, you know, my children have said the same thing, like you did so much, but you were always there. So I think it's just of really prioritizing where you need to be, but also not managing it so specifically.”
我有一个非常好的，我觉得我有一个非常好的平衡。我会告诉你，你知道，我的孩子们也说了同样的话，就像你做了那么多，但你总是在那里。所以，我认为这只是真正的优先考虑你需要做的事情，但也不要管理得太具体"。

“And because if you do that, then you'll say, oh, only 20% of my time should be this. When you get to the 25%, even though it might be the right thing to do, you might not do it. So for me, it's about letting my leadership values flow, spending as much time as I can.
"因为如果你这样做了，你就会说，哦，我只有 20% 的时间应该做这个。当你花了 25% 的时间时，即使这可能是正确的事情，你也可能不会去做。所以，对我来说，就是要让我的领导力价值观流动起来，尽可能多地花时间。
心理上的正常比具体做多少工作要重要的多，白痴总是先制造问题再解决问题，大部分的忙都是自己凭空创造出来的。

And the reason I do it is because it works. And it's led us to great success. I have an incredible team.
我之所以这样做，是因为它行之有效。它让我们取得了巨大的成功。我有一个令人难以置信的团队。

I think for me, having the respect for people that I call, that are doing the real work, so the claims people, the CRM individuals, they are the front line to our customers. And if they feel like and know that I value what they do every day, they will run through the wall for me and I for them. So I think it's that important.
我认为，对我来说，要尊重我打电话的人，尊重做实际工作的人，所以理赔人员、客户关系管理人员，他们是客户的前线。如果他们觉得并知道我重视他们每天所做的工作，他们就会为我和我为他们冲破围墙。因此，我认为这一点非常重要。

Absolutely. Let's shift gears and talk about insurance. Let's talk shop a bit.
当然可以。让我们换个话题，谈谈保险。我们来谈谈商店。

It has been a tough few years for the insurance industry. The insurance industry, many say, is really ripe for disruption. Do you think that insurance is still a great industry to be in?”
这几年，保险业的日子不好过。很多人都说，保险业面临颠覆的时机已经成熟。你认为保险业仍然是一个很好的行业吗？

“And if so, why? "如果是这样，为什么？

I do. I mean, it's a very honorable profession. You're helping people when they need it most.
是的我是说，这是一个非常光荣的职业。你在人们最需要的时候帮助他们。

You're taking care of them. You're protecting them. So I think it is an incredible industry.
你在照顾他们。你在保护它们。所以我认为这是一个不可思议的行业。

I think this has been a hard year. So I think with all the inflationary things that have happened with car prices and social inflation and then enter Hurricane Ian, it has been a tough year, but that's when it's fun. You embrace that challenge.
我认为今年是艰难的一年。我认为，随着汽车价格上涨、社会通胀，再加上飓风伊恩，今年是艰难的一年，但这正是乐趣所在。你要迎接挑战。

You take care of the customers. I mean, we immediately in Hurricane Ian had 1,500 people in Florida helping. And I'm getting so many stories.
你们要照顾好客户。我的意思是，在伊恩飓风中，我们立即在佛罗里达州安排了 1500 人提供帮助。我得到了很多故事。

I wrote about them last week in my quarterly letter. So many stories of just the Herculean efforts that our employees have been doing in order to get our insurers back on their feet. So it's been a tough year, but that's when you shine.”
上周，我在季度信中提到了他们。我们的员工为了让我们的保险公司重新站起来，付出了巨大的努力。因此，这是艰难的一年，但这正是你发光发热的时候"。

“I mean, that's when you really want to make sure that people know what you and your values for your company are made of.
"我的意思是，这时候你真的要确保人们知道你和你对公司的价值观是由什么构成的。

Well, that just, I'm sure a lot of our listeners and viewers just kind of sends shivers down your spine that you care so much that you go to the heart of the storm and you send helpers. And I love, there's a saying from a cartoon my kids watch that when there's a problem, just look for the helpers. And I just love that so much.
我相信，很多听众和观众都会被你的举动所震撼，你是如此的关心他人，以至于深入风暴中心，派出救援人员。我喜欢，我的孩子们看的一部动画片里有这样一句话：当有问题时，只需寻找帮助者。我非常喜欢这句话。

Let's talk about the current macro environment and your top priorities for next year.
让我们来谈谈当前的宏观环境和您明年的首要任务。

So the top priorities, because it has been a tough year and we've had to increase rates across the industry just to stay ahead of the trends. So my priority now, we feel like we're in a really good position. So now it's really about stepping on the pedal to grow more.”
我的首要任务是，今年是艰难的一年，我们不得不提高整个行业的费率，以保持领先趋势。因此，我现在的首要任务是，我们感觉自己处于非常有利的位置。因此，现在我们要做的就是踩下踏板，实现更大的增长。

“We've continued to grow even through the pandemic, but I think we're uniquely positioned. We got ahead of rates and we feel really good in most venues. And now we want to grow, grow profitably, have great careers for our employees, take care of our customers, and really win and win in the right way.
"即使在大流行病期间，我们仍在继续增长，但我认为我们有独特的优势。我们领先于费率，在大多数领域都感觉良好。现在，我们要发展，要盈利，要为我们的员工创造美好的职业生涯，要照顾好我们的客户，要以正确的方式赢得胜利。

So you talk a lot about giving, about investing, even when it's not easy. Of course, part of being profitable is thinking about cost savings. So what advice do you have for other leaders that are watching and listening on how to drive customer experience while thinking about cost savings and cutting costs where that needs to happen?
所以，你经常谈论捐赠和投资，即使在不容易的时候。当然，盈利的一部分就是考虑节约成本。那么，对于其他正在关注和聆听的领导者，您有什么建议，如何在推动客户体验的同时考虑节约成本，并在需要的地方削减成本？

Yeah, I think the two are mutually exclusive. So for me, it's about investing to make it easier for consumers. And that's kind of a nice cycle as well.
是的，我认为这两者是相互排斥的。所以，对我来说，投资就是为了让消费者更轻松。这也是一种很好的循环。

“So specifically, in fact, I just got out of an IT business review, specifically investing in digital capabilities to make sure that our customers can do things easily. They want it to be easy because insurance is confusing. They want to feel cared for because usually if they're calling or trying to reach us, it's because they've had an accident or they need to change something on their policy.
"因此，事实上，我刚刚进行了一次 IT 业务审查，特别是投资于数字功能，以确保我们的客户可以轻松地做事。他们希望事情变得简单，因为保险令人困惑。他们希望感受到我们的关怀，因为通常情况下，如果他们打电话或试图联系我们，那是因为他们发生了事故或需要更改保单上的某些内容。

And I think they want to feel confident that they chose Progressive, the right company when they need us. So I think that investing will pay off because, again, you don't want to call your insurance company. That means something has happened.
我认为，当他们需要我们的时候，他们希望确信自己选择了 Progressive 这家正确的公司。所以，我认为投资会有回报，因为，你也不想给保险公司打电话。这意味着发生了一些事情。

So how can we make it easy, get you back on your feet, and that means investing?
那么，我们怎样才能让这一切变得简单，让你重新站起来，这意味着投资吗？

Absolutely. And that's a great segue into our next question about one of the programs that you pioneered, which is the Snapshot program, an example of using innovative technology to really improve policy pricing. How do you see today's digital claims technology options helping customers over the next few years?”
当然。这很好地引出了我们下一个问题，关于您开创的一个项目——Snapshot项目，这是使用创新技术真正改善保单定价的一个例子。您如何看待当今的数字索赔技术选择在未来几年帮助客户？

“We are investing a lot in digital claims. In fact, we continue to invest in Snapshot. So we have what we call Continuous Snapshot, where you're monitored all the time in seven states.
“我们正在大量投资数字索赔。事实上，我们继续在Snapshot上进行投资。因此，我们有所谓的持续Snapshot，在七个州中，您始终受到监控。”

And we'll roll out that because we believe if we can do that, we can help you with your claim. Know where you're at if a claim happens or an accident happens, I should say. Be there to help you and have just a variety of things that our customers really want.
因为我们相信，如果我们能做到这一点，我们就能帮助你进行索赔。如果发生索赔或事故，我应该说，知道你在哪里。在那里帮助你，并提供客户真正想要的各种服务。

So whether it's advice or where to get the best price of gas or whatever it is. So I think the technology piece is really important. From a claims perspective, people want to get that done as quickly as possible.
因此，无论是建议还是在哪里能买到最便宜的天然气，或者是其他什么。因此，我认为技术这一块非常重要。从理赔的角度来看，人们希望尽快完成理赔。

So how can we invest in making sure we get the claim started and finished? People don't want to be in a rental car longer. They want to be back in the position they were before the accident.”
那么，我们该如何投资，以确保开始并完成索赔呢？人们不想在租来的车里呆更长时间。他们希望回到事故发生前的状态"。

“So we're investing a lot in a segment of claims where there really doesn't have to be interaction from our claims rep. We have enough information on, say, a fender of a tourist. We probably have thousands and thousands of pictures of that.
"因此，我们在索赔领域投入了大量资金，我们的索赔代表确实不需要进行互动。我们拥有足够多的信息，例如，游客的挡泥板。我们可能有成千上万张这样的照片。

We can replicate that through machine learning and technology to be able to do that without much intervention and get our customers back on their feet as quickly as possible.
我们可以通过机器学习和技术来复制这一点，从而无需过多干预，让客户尽快恢复正常。

If you could say one thing about how to be a customer-centric CEO, if you could give one lesson to people watching and listening, what is one tip you have for other CEOs to be as customer-centric as you are?
如果您能就如何成为以客户为中心的首席执行官说一句话，如果您能给观看和聆听的人上一课，您有什么建议让其他首席执行官像您一样以客户为中心？

Listen to them. I mean, listen to the compliments, but listen to the complaints. Take them seriously.
听听他们的意见。我的意思是，倾听赞美，但也要倾听抱怨。认真对待。

Understand those trends. Be out and about like you said. Be with claims reps.”
了解这些趋势。像你说的那样，多出去走走。与理赔代表在一起"。

“Don't sit in your ivory tower and assume that you know what's happening. So, you know, I always every year I am either on the phones with our call centers, listening to calls or in a car with the claims rep to understand their job, how we can make it easier for them, which will make it easier for our customers. So be at the ground level and don't just, you know, sit up in your office and think things are going well or that you don't need to question things.
"不要坐在象牙塔里，以为自己知道发生了什么。因此，我每年都会与我们的呼叫中心通电话，倾听他们的呼叫，或者与理赔代表坐在车里，了解他们的工作，了解我们如何让他们更轻松，从而让我们的客户更轻松。因此，要深入基层，不要只是坐在办公室里，认为事情进展顺利，或者认为自己不需要质疑。

I think that's the most important part. You know, a lot of times when you're a part of maybe a process change, you just, you know, it's going well, so it's fine. Every CEO should question everything, especially if they were part of actually deciding what process to use.
我认为这是最重要的部分。要知道，很多时候，当你参与流程变革时，你会觉得，一切都很顺利，所以没问题。每个首席执行官都应该质疑一切，尤其是当他们参与决定使用何种流程时。

And I think being an always growth mindset, I'm always trying to make sure that I'm growing, that I'm looking at things differently, that I'm understanding what the needs are as our consumers change and evolve.”
我认为，作为一个始终保持成长心态的人，我一直在努力确保自己不断成长，以不同的方式看待问题，了解消费者的需求在不断变化和发展。

“I love that. I think that's such a great note to end on, but I still want to do the rapid fire if you're willing to take these fast questions. Absolutely.
"我喜欢这句话。我认为这是一个很好的结尾，但如果你愿意接受这些快速提问，我还是想进行快速提问。当然可以。

I'll try to be faster in my answer.
我会尽量快点回答。

All right. So first question of the rapid fire round. What does your morning routine look like, Tricia?
好的第一个问题特里西娅，你的晨间作息是怎样的？

I get up pretty early, right around 5, 5.15. My husband and I work out together. We decide what we're doing the night before, so there's no turning back.
我起得很早，大约 5 点或 5 点 15 分。我和丈夫一起锻炼。我们前一天晚上就决定要做什么，所以没有退路。

We get a good workout in, and then while I'm getting ready, he makes me breakfast. And then I go through my notes before I leave, and then I'm off to work.
我们一起好好锻炼，然后在我准备的时候，他给我做早餐。然后我在离开前看了看我的笔记，就去上班了。

Do you have a unique leadership hack that helps you get to where you are?”
你是否有独特的领导力秘诀，帮助你取得今天的成就？

“I think it's truly caring about the people that I serve, the people of Progressive and our customers. And that means leading differently depending on each person and how to motivate each person based on their learning style, their needs, their background. I mean, I know each one of my direct reports, and I have 13 deeply, and what motivates them.
"我认为这是真正关心我所服务的人、Progressive 的员工和我们的客户。这意味着领导方式要因人而异，要根据每个人的学习风格、需求和背景来激励他们。我的意思是，我了解我的每一位直接下属，我有 13 位直接下属，他们的动机是什么。

I love that. So what do you do to relax at the end of a hectic day?
我喜欢这样。那么，在忙碌的一天结束后，您会做些什么来放松自己呢？

We love going for walks and hikes at night. So when it's nice in Cleveland, we'll go for walks and just sometimes not even talk, just kind of enjoy nature. Maybe I'll grab and read a chapter of a book.
我们喜欢晚上散步和远足。所以，克利夫兰天气好的时候，我们会去散步，有时甚至不说话，只是享受大自然。也许我会拿起一本书读上一章。

But yeah, we like to just get outside and get some fresh air and decomp the day.
但是，我们喜欢到户外呼吸新鲜空气，消磨一天的时光。

Speaking of books, what is your favorite leadership book or resource?
说到书籍，您最喜欢的领导力书籍或资源是什么？

I really like Ray Dalio's leadership. It's called Principles, actually. It's very, very similar to how we think of the values, our values at Progressive.”
我非常喜欢雷-达里奥的领导力。实际上，这就是所谓的 "原则"。这与我们如何看待价值观、我们在 Progressive 的价值观非常非常相似"。
Ray Dalio是一个受恐惧折磨的人，《原则》大部分内容肯定是对的，但只是表面上的模仿，这个人始终不够相信自己，比如，集体决策，比如买入ETF，等等。

“And so I reference that a lot. I really like Principles because I think that is the key. In the end, a company has its character.
"因此，我经常引用这句话。我非常喜欢'原则'，因为我认为这是关键所在。归根结底，公司要有自己的特色。

And I think that's so important. And we talk about our five core values all the time.
我认为这一点非常重要。我们一直在谈论我们的五个核心价值观。

Yeah, he has a great episode on the Armchair Expert Podcast where he was interviewed. It was really fascinating. All right, next question, what's your idea of perfect happiness?
是的，"扶手椅专家 "播客中有一集对他进行了采访。这真的很吸引人。好了，下一个问题，你心目中的完美幸福是什么？

Being anywhere with my entire family. We're growing, so I've got six kids, four in-laws, four grandchildren and two on the way. So if I can get that crew together, I am in heaven.
和全家人一起去任何地方。我们在不断壮大，所以我有六个孩子、四个岳父母、四个孙子和两个即将出生的孙子。所以，如果能把这些人聚在一起，我就像在天堂一样。

What is one mental strategy for managing hard days?
管理艰难日子的心理策略是什么？

I am a big believer in self-talk. And I'll be like, you've got this, Tricia. Just get through this next hour is important.”
我非常相信自我对话。我会说："你能行的，特里西娅。熬过接下来的一个小时很重要。"

“And then you've got this. I'm a big count your blessings too. I think you can get into a sort of woe is me.
“然后你就有了这个。我也是一个很会感恩的人。我觉得你可能会陷入一种自怨自艾的状态。”

And I'm very blessed and I know that. And so I do a lot of counting my blessings.
我很幸运，我知道这一点。所以我经常感恩。

I love that. What is your favorite type of vacation?
我喜欢这样。您最喜欢哪种类型的假期？

Again, with family, either on the beach or in the mountains.
还是和家人一起，要么在海滩上，要么在山上。

If you could have lunch with anyone dead or alive, who would it be?
如果你能和任何一个死人或活人共进午餐，你会选择谁？

Eleanor Roosevelt. She was ahead of her time. She cared a lot about human rights.
埃莉诺-罗斯福她走在了时代的前列。她非常关心人权。

I would love to sit down and talk with her.
我很想坐下来和她谈谈。

And lastly, if you had to describe your outlook in one quick motto, what would it be?”
最后，如果用一句简短的格言来形容你的人生观，你会说什么？

“I am extraordinarily positive about life, business and the future.
"我对生活、事业和未来都异常乐观。

Well, Tricia, this has been so fun, and I hope you'll come back to The Modern Customer Podcast. I really appreciate you being here.
好了，特里西娅，这太有趣了，我希望你能再来《现代客户播客》。我真的很感谢你能来。

Thank you so much, Blake. It was a privilege and honor.
非常感谢你，布雷克。这是我的荣幸。

And all of you have been watching and listening to The Modern Customer Podcast. Leave My Growing Show, a review on iTunes. Until next time, thanks for tuning in.”
你们都在收看和收听 The Modern Customer Podcast。请在 iTunes 上给我的成长节目留言。下次再见，感谢收听"。

From The Modern Customer Podcast: How Progressive’s Stock Has Soared Under CEO Tricia Griffith’s Customer-Centricity, 15 Nov 2022
来自现代客户播客：在首席执行官特里西娅-格里菲斯（Tricia Griffith）以客户为中心的领导下，Progressive 的股价如何一路飙升，2022 年 11 月 15 日
https://podcasts.apple.com/sg/podcast/how-progressives-stock-has-soared-under-ceo-tricia/id1028911150?i=1000586273970
This material may be protected by copyright.
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