Having presented hundreds of customer service seminars to thousands of people over the years, I have identified three common questions that I tend to receive from audience members. These questions, and others, have been answered in my new book, Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary:

The first question that many people ask is, “Why is customer service so predictably poor?” And they ask it as though it’s a rhetorical question, asked merely for effect with no answer expected. But in this book, I answer the question. And knowing the answer is the key to shaping a work environment that fosters superior customer service by design rather than by chance. (If you have customers, the answer to this question alone is worth your investment in the book.)

The second question I tend to receive (usually toward the end of the seminar) is, “Where do we start?” In this book, I share the single first action that you can take with your existing staff to begin improving customer service quality immediately.

The third question (given that the vast majority of customer service improvement campaigns wane in the days and weeks following the corporate-sponsored roll-out) is, “How can I make this stick, so that it’s not viewed as just another ‘flavor of the month’ campaign?” The final chapter of the book illustrates how readers can embed exceptional customer service in their operations so that it occurs reliably, over time, by design, rather than inconsistently, here and there, by chance.

Having the answers to these questions separates the rare extraordinary service providers from the masses who are content to go through the motions at work, unaware that they’re settling for less than they (and their customers) deserve.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin or purchase from select retailers, including Barnes & Noble.

Watch the 90-second book trailer.

I recently called a local fence company to inquire about replacing the fence on the western side of my yard. Although I called during business hours, I received a recording. Rather than leave a message, I chose to send an email to schedule an estimate.

Later that same day, I received the following email message:

“We are super busy right now. If you could provide the linear footage (western half) of the replacement that needs to be done with an address we can see about providing an estimate. If you’re looking for a repair, we don’t do that. Just replacements.”

Unimpressed, the next morning I called a competing fence company, Affordable Fence, and connected with a charming representative named Chris. She and I scheduled to meet the following week. On the day of the estimate, Chris arrived with her brother-in-law who was visiting from Seattle. He wasn’t there in any official capacity. He had just decided to accompany Chris on her calls that day. While she recorded measurements on her clipboard, he and I talked about Oregon Pinot Noir and craft beer.

Before Chris left, she said, “I probably shouldn’t be saying this but if you’re planning to get additional estimates, just tell them you have 100 linear feet of 6-foot cedar fence to replace.”

Later that same day, I received an estimate from Chris and, without bothering to request bids from other companies, phoned her back to accept the proposal.

Now, I’m sure skeptics will read this and think, “C’mon, Steve. Would it really have been that difficult for you to measure the length of your own fence, record the linear footage, and email the first company back with the measurements requested?”

And you know what? They’re right. I could have done all those things. But I didn’t want to.

I’d rather meet the company representative, check out their company vehicle, and ask questions about gate hardware options, wood treatments, stains, timing, and warranty—all while building rapport.

I understand the benefits of efficiency. Really, I do. Think of the time and money the first company saves by having its prospects use their time to take and record measurements and email them back to the company in order for it to produce an estimate.

But what good is efficiency if it conveys indifference and costs you sales?

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin (AMACOM Books, June 2013) or purchase from select retailers, including Barnes & Noble.

The following is a guest post by Chip Bell. Chip’s latest book (with Marshall Goldsmith) is Manager as Mentors: Building Partnerships for Learning.

There is a really big difference between genius and smart.  I traded in my flip phone and Blackberry for a brand spanking new iPhone at my neighborhood AT&T store.  Lloyd was the perfect sales person.  But, within a week my happy scale had dropped from delight to disappointment–the iPhone speaker would not advance past the whisper level.  A keynote in midtown New York put me a few blocks from the giant Apple store on 5^th Avenue.

“I need a genius!” I thought.  Visions of rapture from the reputation of the Apple Genius bar were dancing in my head as I approached the twenty-something genius. I bounced my description of the no sound challenge off the face of the “I’ve heard this a million times before” expression of the Genius.  There were no questions and little eye contact.  The genius seemed impatient to begin his diagnostic wizardry.  After, ten minutes of checks and tests the Genius announced his verdict:  “You have a defective iPhone. You’ll have to take it back to the AT&T store where you bought it for a replacement.”  As I backed away from the genius, I could hear, ”Next in line,” echoing in the background.

Fast forward to the AT&T store the next day.  As soon as Lloyd saw me in the waiting area, he beckoned me back to the really smart side of the store.  “How’s our new iPhone behaving?” he asked, obviously recalling in complete detail the previous week’s sale.  Like a country doctor making a house call, Lloyd patiently listened as I outlined the problem and my trip to the genius bar in the giant, really cool New York Apple store.

“Before we take a look at how we need to reprimand our misbehaving iPhone, Chip, let me ask you a few questions.”  Lloyd laid the iPhone on the counter as if it were getting in the way of his role as a service diagnostician and customer mentor.

“Did you make any changes in the settings after you left the store last week?” asked Lloyd with complete patience.  His focus was clearly on his customer, not on the product?”  Three questions later, the answer to his “Did you make any changes to the iPhone itself” question brought a smile to his face.   “Now, now, Chip!  A Blackberry screen protector will not fit on an iPhone!  It covers up the speaker!”  Peeling off the interloping screen protector, he brought perfect sound into the room.   He offered a couple of tips on how to improve the sound quality even more.

As I left the AT&T store, I thought, “Apple may have a Genius bar but AT&T stores have Smart bars.”  And, customer smart will trump product genius every time!  Are your frontline employees customer mentors?

Chip R. Bell is a customer loyalty consultant and the author of several best-selling books.  He can be reached at www.chipbell.com.

Yesterday, my family and I dined at Red Robin Gourmet Burgers in Littleton, Colorado. As is consistently the case, we were seated right away, our server was cheerful, our orders were taken promptly, and our meals were excellent. All that remained, was for our server to present the bill and process payment.

Being that the kids had finished their meals, the three oldest were in the restaurant’s arcade area, and my wife had taken our youngest to the restroom. It was just me at the table, credit card in hand, surrounded by a lot of empty glasses and plates—a clear signal that I was ready to pay the bill and get on with my Saturday. I looked at my iPhone. It was 1:55pm.

After a minute or two, I decided to reposition myself at the table in order to face the kitchen area so that I could make eye contact with my server when she reentered the dining room.

At 2:00pm my server reappeared and approached the table, bill in hand. I mentioned that I was a member of the Red Robin Royalty rewards program at which point she asked for my loyalty card number. I said, “I don’t have the card with me. Can I give you my phone number instead?”

She said, “Yes. But it may take a minute, because there’s only one machine working right now.”

I said that would be okay. (I figured, since I had already waited five minutes, what’s another minute or two?) What happened next was painful.

I watched as my server moved directly to a table of eight that had just been seated and, one by one, answered questions about the menu and accepted their lunch orders.

Nine minutes later, at 2:09pm, she attempted to breezily walk past my table, presumably to submit eight lunch orders and obtain my Royalty rewards number, when I stopped her, handed her my credit card, and asked that she nix the rewards points and just run the credit card so that I could join my family. (They were now waiting for me in the car in the parking lot.)

Sensing my disappointment, the server sent her manager to the table with my credit card and charge slip. The manager, to her credit, handled the situation flawlessly.

The first thing she did was to acknowledge the problem, saying, “Mr. Curtin, I know you’ve been waiting a long time to pay your bill and that’s unacceptable.”

Next, she accepted responsibility for addressing the problem. Rather than blaming the server or the bottleneck created as a result of having only one working terminal, she accepted responsibility for not being visible saying, “I’ve been in back on the phone dealing with equipment issues when I should have been in the dining room supporting my staff.”

(Note: At my public seminars, some participants will say, “But Steve, how can I accept responsibility for the problem when the problem may be beyond my control?” Here, I reinforce the important distinction between accepting responsibility for the problem itself and accepting responsibility for addressing the problem.

For example, an airline gate agent can’t accept responsibility for the weather that caused a canceled flight and a waiter can’t accept responsibility for a diner’s bankcard that is rejected. In both cases, the best these service providers can do is to address the problem. The gate agent might do so by rebooking a passenger on the next available flight the following morning. This addresses the customer’s problem but, if she was to attend a rehearsal dinner that evening in Chicago, it doesn’t solve it. It’s the same with the waiter. He might suggest running an alternative card but, if the guest doesn’t have another form of payment, even though the waiter appropriately addressed the problem, it remains unresolved.)

Having acknowledged and accepted responsibility for the problem, the Red Robin manager then displayed empathy by saying, “Service is a priority at Red Robin. We don’t ever want our guests to feel as though they’re being held hostage in the restaurant while waiting to pay for their meals.”

Finally, she demonstrated creativity in resolving the service failure by handing me her business card and inviting me and my family to return to the restaurant for a complimentary meal.

In any operation, service failures are inevitable. Service recovery, however, is optional. It requires a choice. Employees can choose to assign blame to people, systems, faulty equipment, or other contributing factors. Or, like the Red Robin manager I encountered, they can acknowledge the problem, accept responsibility for addressing it, display empathy, and demonstrate creativity in resolving the problem to the customer’s satisfaction. And if they can resolve it to the customer’s delight, then that’s a bonus.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin (AMACOM Books, June 2013) or purchase from select retailers, including Barnes & Noble.

As a responsible consumer, before parting with your hard-earned cash, it’s important to determine whether or not the benefits of a purchase will outweigh its cost. If not, then you’re better off saving your money.

For those of you who are considering the purchase of my new book, Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary, I have a quick and easy way for you to assess whether you should make the investment or hold on to your nickels.

Delight Your Customers may not be for you if:

• you frequently roll your eyes in disgust after interacting with customers who are confused, misinformed, or otherwise “difficult.”
• you think the customer’s problem is his problem.
• you would prefer to chastise customers for their ignorance rather than take ownership and resolve their dilemmas.
• you feel that being asked to perform the basics of customer service (i.e., smiling, making eye contact, and adding energy to your voice) is an unreasonable request.
• you prefer to treat each customer like the last customer.
• you believe that enthusiastic, high-performing coworkers are “goody-goodies” who are only trying to gain favor with the boss.
• you think picking up the napkin or candy wrapper you just walked past is somebody else’s responsibility.
• you’re more interested in looking down at your text messages than looking up for the opportunity to serve a customer.
• you think it’s okay for a customer to wait while you wrap up a personal conversation.
• you don’t see a problem with smoking near a customer entrance, bantering with coworkers in front of customers, or walking past a customer without acknowledging her.
• you’re the type of employee who would cause the mortified Undercover Boss to remove his wig and reveal his true identity in order to suspend you right away.

If you see yourself in any of the above bullet points, then you may not fully appreciate the customer service message contained in my book. In fact, you will probably think I’m nuts.

But for those of you who are appalled by the attitudes and behaviors reflected in the bulleted list and are seeking a resource that will enable you to raise the quality of customer service that you provide or influence, this may be the best $12 you’ve ever spent.

Watch the 90-second book trailer.

Read the Introduction.

Preview Part One of the book.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Pre-order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin (AMACOM Books, June 11, 2013)

I had planned to post a blog this week announcing that my new book, Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary is available in its Kindle edition as of Monday, May 13^th.

While I was thinking about the post last Thursday, I received the message below in an email from a local business owner, Mike Huggins. After reading his note, it occurred to me that it did a better job of conveying the benefits of the book than anything I could write. So I contacted Mike, thanked him for the note, and asked if I could share it on my blog. He said, “For sure! It’s at your disposal.”

I’ll let Mike take it from here:

Steve,

I just pre-ordered 10 copies of your book for the car wash staff and will be doing the same for the bar closer to the release date. I am super excited for it and will suggest to my car wash business enhancement group that it be our next read.

I also thank you for your generosity in sharing your blog posts. I forward them on to our staff from time to time and we get into great discussions about them. June 11^th (the book’s release date in print) cannot come soon enough. I assure you that we will be spending the summer going through your book at both businesses. If you ever launch a seminar on this or any other aspects of customer service, please keep me in the loop.

As a testament to your work, look up The Glo Express Car Wash and Arvada Tavern businesses on Yelp. I give your work/blog the credit for the 4.5 star ratings at both places.

Hope all is well and I look forward to our next crossing.

Sincerely,

Mike Huggins, Owner, The Glo Express Car Wash and Arvada Tavern (Arvada, CO)

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Pre-order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin (AMACOM Books, June 11, 2013)

Last night, my 10-year-old son, Cooper, and I swung by Park Meadows Shopping Center following his basketball practice in order to purchase an umbrella as a gift for a colleague who is relocating from Denver to New York City. (Having lived there myself, I know the value of a decent umbrella on those rainy days when available taxi cabs are few and far between.)

We began our quest at Nordstrom. After lingering in the accessories area of the women’s department, I was approached by a sales associate whom I asked where I might find a nice umbrella for a colleague who was relocating to New York and was stunned by her response:

“We might have some in back but we don’t have anything nice. They’re the same ones you can find anywhere.”

I have a habit of refusing to reward poor customer service with a sale, so I thanked her and moved on to a second retailer: Michael Kors.

At Michael Kors, after glancing about the showroom, I was approached by a friendly associate who asked, “Is there something I can help you find?”

“Yes,” I said, “I’m looking for a nice umbrella for a female colleague.”

His response was amusing: “We don’t carry those this time of year.”

Surprised, I said, “Really? It’s April. You know, April showers bring May flowers… If not now, what time of year do you carry them?”

Following my rationale, he smiled and laughed. Together, Cooper and I moved on to a third retailer: Brighton Collectibles.

There, we were assisted by a helpful sales associate who produced a bright umbrella displaying a pattern of colorful pink and red cherries, which, unfortunately, was not exactly what I had in mind for a newly-minted New Yorker.

Sensing my disappointment, the associate expressed genuine interest in identifying an alternative gift by posing a series of questions (“Who is the gift for?”, “What is the occasion?”, “What is her style?”, etc.). Within minutes, I had located a suitable option among the eclectic mix of accessories on display.

Leaving the mall, I reflected on the quality of customer service received at the different retailers we visited. My takeaway was not that the customer service quality at Brighton Collectibles is better than at Michael Kors or Nordstrom. My experience proves that, regardless of a company’s reputed customer service culture, the quality of a customer’s actual service experience hinges on his one-on-one interaction with a frontline service provider.

In truth, frontline employees don’t merely project the organization’s customer service culture. They are its customer service culture.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Pre-order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin (AMACOM Books, June 11, 2013)

Illustration by Aaron McKissen

Yesterday, my son left school early complaining of itchiness and blurred vision in his right eye. I immediately suspected conjunctivitis (commonly known as “pink eye”) since his mother had just recovered days earlier from the highly contagious infection.

I phoned our health care provider, Kaiser Permanente, before noon to inquire about setting an appointment for our primary care physician (or another doctor) to see my son that afternoon at our local clinic in order to diagnose his illness and prescribe a remedy. The Kaiser representative I spoke with said that for suspected cases of pink eye (being that it’s highly contagious), “a nurse will phone you to conduct triage over the phone.”

My initial reaction was that Kaiser’s process made a lot of sense. With something as common and observable as pink eye, it was prudent to allocate treatment over the phone and, with a physician’s consent, prescribe antibiotic eye drops to eliminate the infection.

About an hour later, I received a call from the nurse who asked a series of questions about the condition of my son’s right eye:

Does it itch? Yes.
Is it swollen? Yes.
Is it pink? Yes.
Is there discharge? Yes.
Etc.

During our conversation, I happened to mention that my son had removed his contact lenses and was now wearing his eyeglass frames. To my surprise, the nurse said, “If he wears contacts, then he’ll need to see someone at the Kaiser eye care facility in Highlands Ranch.”

I said, “The Highlands Ranch facility is 35 minutes away. His primary care physician is less than 10 minutes from my house. Why can’t we go there instead?”

The nurse reiterated that I must take him to a Kaiser eye care facility because he wears contact lenses. So I asked her, “If Coleton wore eyeglass frames rather than contact lenses, would we still have to drive all the way to Highlands Ranch for him to receive treatment?”

Sensing my irritation, she repeated Kaiser’s policy of referring patients wearing contact lenses to one of its eye care facilities to diagnose conjunctivitis. She then offered the next available appointment time of 4:15pm. (For those readers who are unfamiliar with Denver, the only thing worse than a 45-mile round-trip commute from SE Aurora to Highlands Ranch, is doing so during weekday rush hour.) I accepted the appointment time, hung up, and then left immediately with my son for the OnPoint Urgent Care facility located about three miles from my house.

There, after a 5-minute wait in a very comfortable, non-clinical “waiting room” (see photo above) and after a brief examination, (for the cost of a $25 co-pay) the physician assistant diagnosed that Coleton had indeed contracted pink eye and prescribed Ofloxacin antibiotic eye drops. Prescription in hand, we stopped by our local Walgreens pharmacy on the way home, paid $11.24 for the medication (perhaps $1.24 more than Kaiser would have charged under our medical plan), and began treating Coleton’s infection by 3:15pm.

At that point, I phoned Kaiser and canceled our 4:15pm appointment in Highlands Ranch.

When I looked at the receipts, I saw that only 48 minutes had elapsed between the time I paid the copay at OnPoint Urgent Care and the time I paid for the prescription at Walgreens. That’s less than the drive time from the Highlands Ranch Kaiser eye care facility to my house in SE Aurora in rush hour traffic.

My wife and I have been with Kaiser since relocating to Colorado in 1998. In that time, we’ve had four children and our healthcare costs have quadrupled. Although we have a choice to change providers during annual enrollment each year, we continue to choose Kaiser Permanente. We like our primary care physician, his support staff, and the employees we come in contact with at the pharmacy.

What we don’t appreciate is an absurd policy that requires an ophthalmologist (who’s located 22 miles away and is not available until 4:15pm) to diagnose an eye infection that a physician assistant (who’s located 3 miles away and is available right now) can diagnose after a 2-minute exam.

Health Maintenance Organizations (HMOs) like Kaiser Permanente are often criticized for their bureaucracy, escalating fees, and mediocre patient service—which is often demonstrated by their insensitivity to the needs and realities of patients. As a result, nimble urgent care centers like OnPoint Urgent Care are carving out a niche by providing better patient service (more comfort, convenience, and responsiveness) than HMOs like Kaiser Permanente.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Pre-order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin (AMACOM Books, June 11, 2013)

Over spring break, I stayed at a lodge in Breckenridge, Colorado made up of 46 privately owned upscale condominium units. Many of the units offer balconies with spectacular slope side views, spa showers, granite countertops, and high-end appliances.

Imagine that you were a guest at this lodge and noticed that the ice maker in the Sub-Zero side-by-side refrigerator was not producing ice cubes. When you phoned the front desk to report the problem, you were instructed to contact the intermediary company (e.g., VRBO, Interval International, etc.) through which you booked the condo to inquire about a repair. Meanwhile, you’re going to have to find another way to chill your martini…

Now, fast-forward to the TripAdvisor review you are encouraged to complete upon check-out. When asked to provide an overall rating for this property (on a scale of 1-5, with 1=Terrible, 2=Poor, 3=Average, 4=Very Good, and 5=Excellent), based on the above experience, how would you rate it? When asked to write a review, would you mention the broken ice maker or the front desk agent’s deflective response to your problem? What would be the tone of your review?

When I spoke with a front desk agent at the lodge about the relationship between the lodge management company, owners, and guests, I learned that 29 of the 46 units were managed by the lodge management company. Under this arrangement, the lodge splits the condo rental revenue with owners. The revenue paid to the lodge provides for the maintenance and upkeep of these 29 units.

The other 17 units are managed by other intermediary companies that also split the rental revenue with owners. The lodge management company is not compensated for the maintenance and upkeep of these 17 units. As a result, the lodge’s management budgets and schedules maintenance staff to maintain 29 (not 46) condo units.

If you were a guest occupying an intermediary-managed unit when you experienced the problem with the ice maker, how would this knowledge of the difference in service agreements between lodge-managed and intermediary-managed condo units influence your TripAdvisor rating and review of the lodge?

Given this dynamic, there is an opportunity for lodge employees to communicate effectively with guests in order to clarify how best to rectify problems experienced (particularly maintenance problems) inside the condo units. It’s important that lodge employees position the differences in the intermediary-managed versus lodge-managed service agreements as a matter of fact rather than as justification to deny service requests.

Beyond effective communication, lodge employees can offer solutions regardless of who manages the condo unit. Using the broken ice maker scenario as an example, the employee can offer to deliver a bag of ice to satisfy the guest’s immediate need for ice cubes and provide contact information for the intermediary company responsible for addressing appliance maintenance issues as an agent of the owner.

Most reasonable guests will adjust their expectations and make service allowances knowing the maintenance protocol for intermediary-managed units. But if they’re unaware of this protocol and misinterpret an employee’s response as passive or aloof, then they are likely to offer stingy service ratings and critical reviews on TripAdvisor or other social platforms.

A customer’s perception will be formed with or without an employee’s participation. But when employees take the initiative to communicate effectively and offer solutions to customers’ problems (whether or not they have to), they will positively influence their customers’ perceptions—and their online ratings and reviews.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Pre-order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin (AMACOM Books, June 11, 2013)

Last week, I delivered customer service training to the staff of a New Orleans hotel. During a table group activity midway through the class, a participant suggested providing complimentary coffee in the lobby each morning as a way to pleasantly surprise hotel guests.

In response to his suggestion, I overheard another employee say, “If we give the coffee away, then we won’t get pay raises.” Although I did not expose the comment to the rest of the class, it reveals a common misperception among employees: that exceptional customer service is a zero-sum game, whereby, if customers win, then employees lose.

If you believe the Bain & Company research that delighted customers (promoters) are less price-sensitive, have higher repurchase rates, and are responsible for 80-90% of the positive word-of-mouth about a company or brand, then clearly businesses are disproportionately rewarded for exceptional customer service quality. And this tendency is further validated by the  American Express 2012 Global Customer Service Barometer research report that, for the second straight year, found that two thirds of consumers surveyed stated that they are willing to spend an average of 13 percent more with companies they believe provide excellent customer service.

Complimentary coffee may or may not be the best way to delight your customers. The point is that, as you uncover those “little extras” that resonate with your customers, you offer them with the understanding that what benefits customers likely benefits the organization—and its employees.

Here’s a way to motivate skeptical employees who think about providing exceptional customer service in zero-sum terms: Share the above research and remind them that their discretionary effort (doing more than expected) prompts customers’ discretionary spending (spending more than expected).

And since consumer spending and demand are positively correlated, this can benefit employees through increased hours to schedule, overtime wage premiums, eligibility to participate in company-sponsored benefits, job stability, career advancement opportunities, etc. In a hotel setting, guests may further reward exceptional customer service by offering increased tips, referring friends and colleagues, leaving favorable reviews at websites like TripAdvisor.com or Hotels.com, or choosing to purchase ancillary services such as spa treatments or recreational activities.

Oftentimes, the “expense” (whether expending dollars or discretionary effort) required to improve the customer’s experience turns out to be an investment in exceptional customer service that ultimately benefits customers, companies, and employees alike.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Pre-order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin (AMACOM Books, June 11, 2013)

Illustration by Aaron McKissen