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As customers come and go through my repair shop, I’m amazed at the diversity of their habits. For instance, I had this customer I’ll call Jon. Jon drives a black BMW convertible, dresses in $800 suits, walks very vertically, and surrounds himself with an aura of entitlement. He’s an insurance executive in a small town agency downtown. Because of the aura he exudes, he’d be able to walk into the head offices of Aetna or Prudential without drawing attention to himself. The receptionist would probably mark him as a Vice President.

When he brings me a piece of equipment to repair, he wants it tomorrow, because he’s got a desperately important job to complete at home. I’ve visited his homesite on the north side of town and know that it really couldn’t make that much difference to the state of international affairs if he never cut his grass or raked his leaves: he lives behind a grove of trees and one can hardly see his place.

Jon always leaves my shop with, “I’ll come back tomorrow at the same time to pick up my machine”. He has no thought about the possibility that other customers might come first. As far as he’s concerned, there are no other customers. He must think I keep this shop filled with equipment to keep up the image of being busy. I need to practice fixing machines so I’ll be ready to fix Jon’s machine as fast and efficiently as possible. Oh yes, and since I’m fast and quick, that means I won’t charge much money.

Jon always wants a re-do on his repair job. Even though his little blower is ten years old and in need of replacement, he wants it to run better than new when it leaves my shop. “Well, I’ll take it home and try it, but if it doesn’t work right, I’ll bring it back for adjustment.”

This past week I lent him my own excellent blower to use for one day while I “adjusted” his mediocre blower. One week later, it became clear that he was using my blower to clear out the leaves for unimagined acres of forest. I didn’t intend for him to keep it so long so I drove to his house on the seventh night of the week: about 8:30 p.m. I knew he’d be home, hiding in his forest with all the lights in the house off. However, I could see the faint stirrings of light from his TV. I demanded the return of my blower. He obliged, but reluctantly: in his bare feet and silken lounging apparel.

The next day, he came to pick up his blower which I’d completely dismantled and reassembled to repair a loose cylinder head. “This doesn’t have much power. It starts better, but it just isn’t right.” “Yes, Jon, I know it isn’t like new. It’s over ten years old”. “It just isn’t right. I’ll try it and let you know.” The “let you know” part of this discussion is the “I’ll decide if your $45.00 bill is too high to pay.”

To relieve myself of the agony of chasing him for the $45.00, I said, “Take it. Don’t bring it back and we’ll call it even.” In other words, I’ll sacrifice my $45.00 for the assurance that Jon takes his future repair work elsewhere. I’m going to practice saying, “Please take your snowblower to Jake out on Vine Street. He’ll be able to repair your machine.” I don’t want to see Jon again.

On the other side of the spectrum, there’s Mr. Matruska on the east side of town. I took his snowblower, riding mower, and chainsaw back to him yesterday. When he saw the $272.00 bill for the three pieces, he reached into this truck glove box, pulled out three one hundred dollar bills and said, “I didn’t expect the job to be so inexpensive. Also, I’m really surprised you returned the work so soon. Keep the change. I’m going to give your business card to my son in Hammond. Do you pick up work fifteen miles east?”

To myself I’m thinking, “Thank you, Mr. Matruska. For your kind of customer, I’d drive to Chicago six hours down the road. Excuse me while I erase the unkind thoughts I’ve carried in my head for a couple of days about Jon, the entitled insurance man. You make my faith in the goodness of people grow. Thank you. Thank you. Again and again.

What kind of a customer are you?

–         Flute November 2008

P.S. And then there is the little wife who brings her husband’s chainsaw for repair. “We’re not sure we want to repair this old thing. If it costs more than $45.00, we’ll probably want to buy a new one. Be sure to call us with an estimate.”

When I discover that the sprocket has split in two, the fuel lines are broken, and the carburetor needs to be replaced, I call the husband, who says, “Sure. Fix it. Whatever it takes.”

There are only 2 things an employee needs:

1. economic conditions met
2. psychological conditions met

Once you handle the money issue, then it’s time to handle the other. In order to do that, most research says that the psychological needs of employees are success, achievement and flexibility in their schedule and work conditions. More specifically, who do they report to, where is their office, where is their support system, do they have a friend? This takes getting to know the employee personally—spending time with them, asking questions, following up with verbal communication as well as training.

Most managers focus on performance and results. If they see that the employee isn’t carrying their load, the manager takes up the slack—in other words, does the employee’s job. Unfortunately when that happens, you create a morale and trust issue. The morale issue comes from the employees because they are not allowed to do their jobs and the trust issue comes from the manager because s/he doesn’t think the employee can do a good job. So it’s a lose/lose situation for all!

Being a good manager is not only about doing things right, it’s about doing the right thing. Today, it’s about communicating just in time—when the employee needs it—and training, training, training.

There are still some managers out there who hire someone thinking they know how to do it all and then just leave them alone. It doesn’t work for anyone. Challenge your staff to do more and stop doing their work for them! Everyone, including you, will be happier and the results will show!

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About Linda Talley
Linda Talley, a change and growth expert and business coach, is the recognized authority on how to use words and language to create the results you want in your business and personal life. Author of The Daily Win, Business Finesse: Dealing With Sticky Situations in the Workplace for Managers and Business Finesse: How to Say the Right Thing at the Right Time, Linda is a creative thinker in the areas of customer service, culture change, team relationships and communication.

Contact: Linda Talley
936-856-5920
linda@lindatalley.com

By now you have probably heard the “R” word.  The papers, magazines, TV and radio are all talking about it.  So it must be true, right?

So if we are entering a recession, does that mean all businesses are going to suffer?  My guess is while many will, there are an elite few that will thrive in this downturn.  The truth is in every industry and in every economy there are winner companies that do far better than their competitors.  Sometimes these companies go beyond one downturn (there’s always someone who can ride a trend) and be a perennial favorite.  What does it take to be one of those businesses?

Many businesses I talk with believe loyalty is a myth.  With the globalization of our economy and the commoditization of goods and services, many believe the customer only sticks around until someone else lowers the price.  What most are missing is VALUE.  If there is no discernible value in the product or service offered, it would be foolish to pay more than the lowest price.  The purpose of the business is to create value in their product or service, thus creating loyalty.  So how do you do that?

1. What do your customers want?  Seems like an easy question to answer, but it’s not.  Truth is, many businesses don’t know.  Most will tell me its their quality or service.  Guess what.  ALMOST EVERYBODY says its their quality and service.  So if everybody says they have the best quality and service, how do you make your decision?
2. Deliver customer expectations + 1.  Customers are loyal when somebody wows their socks off.  Buying is an emotional decision.  The stronger your positive emotional connection is to the customer, the more likely you will have them coming back to you again and again.
3. Stop measuring customer satisfaction.  Companies spend millions each year on this.  If somebody sends me one more survey to measure my satisfaction I’ll scream!  Just because the customer is satisfied doesn’t mean they are loyal.  Even IF they say they will recommend you to a friend in your survey.  Unless you really suck we all say that.
4. Create a clear Vision.  Where are you going?  What do you want your company to become?  Create some clarity for the direction of your company by creating a Vision that means something to you.  Put away the thesaurus and clearly define what you are passionate about becoming.  Nobody reads, nor do they remember, a vision statement that is a page long and requires a Rhode’s Scholar to interpret.
5. Start Loyalty From Within.  If your people don’t buy your BS, nobody else will.  Your business has to be a place where people want to work.  It should be fun!  People should be bragging to their friends that they have such a great job, that they love the people they work with, that they are given the freedom to be successful, and that they are passionate about what they do.  No internal loyalty = no customer loyalty.
6. Change your attitude.  You are probably still thinking that it (creating loyalty) can’t be done.  That’s your reality, and as long as you always believe that, you will never prove me wrong.  In order to get different results, you have to believe other possibilities exist.

Now you have a choice.  You can live in a recession and struggle to get by, or you can make things happen to grow your business.  The more loyal customers you have, the greater your chances for success.  Still don’t believe loyalty exists?  Better go see Steve Jobs.  There are MP3 players and there is the IPod.  Which do you have?