Maintaining Authenticity When Networking With Other Businesses

I was recently asked "When business owners are promoting other businesses as part of networking, how can you keep authenticity?  Doesn't it come down to "I promote your business so you promote mine."?

In many respects, business owners promoting each other has a "quid pro quo" feel to it.  It's easy to fall into that trap.

Here's the issue: who benefits from this type of relationship?  The customer or the business owner?

That test for whom we recommend should be similar values, not mutual back-scratching.  The point of promoting another business to our customers is that the recommended service will produce excellent results and save our customer from searching high-and-low for that service on their own.  Our customers will trust our recommendation ... because they trust us.  Because we are good, they expect that those we promote will also be good -- similar to us in effort and results.

What happens if those we recommend fail to achieve the customer's goal or satisfy them?  It will bounce back on us.  It will change how they think about our business.  It may even cost us future business.

As business owners, we should think of mutual promotion more as a mirror: a reflection on us, a reflection of us. It is not enough to be mutual back-scratchers.  Make sure that those you recommend are similar to you in values, business philosophy, effort, delivery and value.  That is how customers will see it.

My Favorite Customer Service Story

Back in the day, I was a computer programming consultant at a large steel mill in Baltimore.  Many of the steel workers did not like nor trust us tie-wearing, college educated types and, in my role, I worked closely with many of them.  

One in particular continually expressed his distain for us "computer-types."  Need-less-to-say, not many of us enjoyed working on a project with him.

One such project fell to me and, after installing the software fix, I discovered that I had made a coding mistake that immediately affected all of data output of that program.  I was able to quickly change the code to process correctly and then went into the database and replaced the data output with the correct totals -- all likely completely invisible to the user.  He wouldn't have to know that I made a mistake and I wouldn't have to deal with the user's anger ... and cursing. "What they don't know won't hurt them (or me)."

While lots of folks hold to that quote, there's a lot to be said for being honest and transparent, especially in business practice and customer service.  I decided to suck it up and let him know what had happened and that it had been fixed with no impact.

I took a big breath and dialed his number, telling him that the fix had been installed and a discovered error corrected.  I was greeted with silence ... and expected the worse.

"Let me tell you, Steve.  You are the first computer-type that I've dealt with in all my years who has ever admitted a mistake.  Thank you for finding it and correcting it, and letting me know about it."

Whew!!

Several weeks later, I needed to go out into the mill to meet with another user on a different issue.  He spotted me as soon as I entered the area.  Even though our conversation had gone better than imagined, actually facing him put me on edge.

He walked up, put his arm around my shoulder, walked a couple of feet to a couple of other workers standing nearby and said, "Guys, this is Steve -- that computer guy I was telling you about.  If you ever have a problem or question, this is the guy to go to.  You know it will be done right."

Being honest with customers, especially when the news isn't great, is the best policy.  That's common sense, but often hard to practice.

When you're facing a similar crossroad, consider taking the road less traveled.

How To Keep 'Em Coming Back

I was recently asked for some advise on how to keep customers coming back over and over again.

There are a variety of approaches to consider : 

• Offer a service/product that no one else provides in your area.  If not possible, the offer a better service/product than your competition.

• Render a better service at lower cost than your competition (low cost does not have to mean lower quality or service!!).

• Provide more than your competition offers.

• Deliver better customer service than your competition.

• When (not "if")  a mistake/error is made, own it and fix it quickly (you can often win an even more loyal client if you make it right the second time because so few do that well).

Each makes a lot of sense; don't they?  Common sense.

It's how to put these into practice that will provide lots of content for upcoming posts

But these are a good place to start -- and taking that first step will make all the difference.

The Future of Automation & AI

I was recently asked "What do you think is the biggest pain point in business ownership right now due to automation and artificial intelligence?"

This may sound a bit ironic. I feel that the push toward increased automation and eventual common use of artificial intelligence will lull users into a false sense of future success.  

While these are necessary components of future effectiveness, don't be lulled into a sense of guaranteed success.  Remember, both are TOOLS.  Without complementing this "high tech" with "high touch" -- effective communication & client consultation skills, satisfied & engaged employees, training, appropriate data-based human judgment, and cutting edge leadership  --  the pain will most likely remain, if not intensify.

Ouch!!

The Customer Is Always ...

"The Customer is Always ... "

Okay, fill in the rest of this quote.  

I am confident that most folks will complete it with the word "right."  "The customer is always right."  That is what we've been taught for ... ever.

If you've ever worked on the front lines, directly interacting with customers, you know that the customer is not always right, nor can you give the customer exactly what they want to stay happy, nor can you break a federal, state or company regulation just because the customer asks you to do so.

When you tell the customer "I can't," how does that customer too often respond?

Yeah.

Not that the customer is "wrong," mind you, or that the other department or the federal government or your boss is "wrong" either.  There is often a good reason why you cannot oblige the customer's demand.

The point of this is not debate whether government is too involved in small business, or federal financial regulations are misguided, or your boss is rigid, or that other departments in your company are always difficult to deal with.  Frankly, most customers don't care about any of those things.  All they know is that they are not happy -- even if they're not right.

Think a moment on the implication of the quote when it is completed with the phrase  "the customer."  "The customer is always the customer."  

Right or wrong, he or she is always your customer.  It's not really about who wins the "right vs. wrong" battle.  In fact, it shouldn't even be a battle at all.  Without your customers, you'll be right and they'll be wrong ... and likely soon be out of business.

A man walks into a fast food hamburger place and tells the person behind the register that they have a taste for some really good steak along with a salad and a baked potato all-the-way.  "We only offer what is up on the sign behind me," counters the attendant, without looking up but with an attitude.  "So what," barks the man.  "I am your customer -- been here dozens of times -- and tonight that's what I want."  

"You must be crazy.  We've never sold steak here in our life.  I can't help you, man."  And looking past the man, the register attendant asks the person behind him, "How can I help you?"  The man shoots back "That's the last time I will ever eat here! And I have lots of friends."

Was the fast food attendant wrong?  Was the customer?  Could the attendant have possibly met that difficult man's needs?

Common sense tells you that the customer was wrong.  Even if you believe that "the customer is always right," there simply wasn't anything the attendant could do.  Other than a gracious tone and a smile, nothing could be done to satisfy that guy.

Again, common sense tells you the customer was wrong but, if you believe that "the customer is always the customer," that attendant could have attempted to help that long time customer by offering a suggestion of where a good steak could be found nearby and help him find his way there ... thanking him for stopping by and encouraging him to stop by when he craves a good burger and fries.

"The customer IS always the customer."  And sure, there are things we cannot do for a customer.  The key is how we interact with that customer, not telling him or her what we cannot do but working with customer to do the best we can to (1) hear them out and (2) satisfy their underlying need.

After all, the goal is to turn a customer into a long-term, satisfied client who will not only return again and again, but will tell their friends about us.  It's not enough just to get customers -- it's as important, if not more so, to keep them.

An Important Leadership Lesson ... From The World Cup

I must admit that I am a soccer (aka world football) fanatic.  I played a primitive version of it in high school and two of my three kids played the sport at the club and ODP levels.  My oldest was even her Division I college captain as a senior.  Since I retired in 2014, I've been so happy to have the time to watch almost all of the World Cup matches and was especially captivated by watching this year's world's best demonstrate tremendous skill, drive and heart.

This moment may have been lost on most viewers who turned away from the finals after France defeated Croatia 4-2.  While most of the attention focused on the celebrations of the winners -- both team and fans -- I was inspired and touched by the reaction from the President of Croatia, Kolinda Grabar-Kitarović.

Dressed in her team's classic red-and-white checkerboard jersey, she was present at every victory to cheer them on and bask in their accomplishments.  When the final was over and Croatia was left to reckon with the deep disappointment of defeat, Grabar-Kitarović was as present and supportive as she’d been during their ascent. A hard rain began falling during the final award ceremony and, as her security rushed to put umbrellas up over everyone's head, Grabar-Kitarović stood in the rain to shake the hand of every player.

It seems common sense that a leader should be "one among many" rather than "one set apart" -- down on the pitch inspiring, encouraging, commiserating, demonstrating, being present.  

However, others might point out that those tasks were the responsibility of the team captain or the manager; or, because she had risen to the role of president, it was beneath her to come down from the protection of her viewing booth to embrace a team who had fallen short of their goal ... let alone stand in the rain unshielded from the fans, the elements or the situation.

Common sense said that she should do what she did.  Many others, however, would not have.

Facing all the elements and projecting a positive presence in times of disappointment is one of a leader’s most important tasks. 

And that made all the difference!!

Don’t Overlook This Powerhouse Duo

“Don’t Overlook This Powerhouse Duo”

Abbott & Costello … Simon & Garfunkel … Frodo & Sam ... bacon & eggs (or bacon with anything!) … Scooby & Shaggy.

What do they all have in common?  They were/are famous duos, forever linked as partners who achieved more success together than they would likely have achieved alone.   They could have existed independently, but it was together that they made the magic happen.

In the world of business success, there is another famous pairing that any organization should always strive to pair in perfect harmony: “high-tech & high-touch,” as identified by business guru John Naisbitt in 1999 during the infancy of the technology revolution.

Much has been written since then about the importance of bringing technology solutions to both corporate and small-town America.  Many say that if you do not have a web presence or branding nor use website analytics, online tools, social media or email & digital marketing, you are quickly being left behind your competition.  Significant money and effort are being poured into these high-tech tools.

While these efforts prove fruitful, success will be magnified when complemented by high-touch solutions such as strategic planning, customer service excellence, performance training & coaching, and feedback monitoring.  These and other high-touch efforts that focus on personalizing your high-tech efforts will turn your organization in a dynamo that delivers on its promises and exceeds customer expectations.

Consider your answers to just these question:

•      What would you say are the core values / brand of your company?
•      What are the biggest challenges facing your company?  How do know? 
•      How do you “make your customers’/clients’ day?”
•      How are your new employees oriented & assimilated into your company culture?
•         What on-going training processes/program(s) are currently in place?  

Provide high-touch solutions to reinforce your current or future technology tools and on-going coaching to address future needs. Together they will bring out the very best in any company!

High-tech tools – good. High-touch solutions – good. High-tech + high-touch – a dynamic duo!