Page 169 - The Apple Experience

profound influence on their customers that many of those customers end up
working for the company? If you can inspire people to feel better about

themselves and their abilities—and to discover abilities they didn’t even know

they had—those people are going to be loyal to you and evangelize your

brand.

The trainers must have made an impression on DiPiero, because she

vividly remembers details of their personal lives:

I learned that Stewart, who was in his forties, used to be a

teacher. Jimmy was a little younger, under thirty. Jimmy had an
interesting background. He used to teach classes for people

who wanted to enter the ministry. Kirsten was a special-ed
student in high school. She had a learning problem but

overcame it with help from supportive parents. Now she

teaches at Apple. Amazing story. And Eric was a motivator. I
once said, “I feel stupid,” and Eric shot back, “Don’t ever say
that!” They are all so humble. They act like servants when they

are really kings.
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Hiring plays a role in DiPiero’s experience. Did you note that many of

DiPiero’s instructors were former teachers? Again, Apple does not hire for

technical knowledge. It hires people for their attitude, personality, and ability

to create memorable experiences. One former Apple Retail executive told me

that early in the Apple Store history, Apple learned that former teachers

made exceptional instructors as well as salespeople. Think about it this way—

if parents ask a nineteen-year-old what is the best computer game for their
child, he might lead those parents to the games he likes or the games that get

the highest rating. A former third-grade teacher will ask, “Who is the game

for? What are her interests?” A teacher is more likely to probe, ask the right

questions, and ultimately give the customer a better recommendation. You’ll