That Complainer May Be Your Next Great Leader

Here’s an excerpt from John C. Maxwell’s book, The 360 Degree Leader.

 

“Have you ever found yourself saying something like, “You know, if I were in charge, we wouldn’t have done this, and we wouldn’t have done that. Things sure would be different around here if I were the boss”? If so, let me tell you that there’s good news and bad news. The good news is that the desire to improve an organization and the belief that you’re capable of doing it are often the marks of a leader. 

 

Andy Stanley said, “If you’re a leader and leaders work for you, they think they can do a better job than you. They just do (just like you do). And that’s not wrong; that’s just leadership.” The desires to innovate, to improve, to create, and to find a better way are all leadership characteristics.

 

So next time you’re complaining about that complainer, you might want to consider that she may just be what you need as a leader.

I tell our mangers in our divisions away from the home office that they, at times, need to be a pain in the butt for me.  It’s easy to tell who is and who is not really trying to improve things and grow.  They are the people who tell you things you don’t always want to hear.

 

Here’s an excerpt from an email I sent to one of our division managers who, in a previous email had apologized for “causing a problem”.

 

“Remember I told you a good division manager would be a pain in the butt at times.  You do that well. 

 

Seriously, thanks for the great comments.  I don’t need a yes lady and I certainly don’t want the responsibility for coming up with all the good ideas or fixing everything myself.”

 

Now, I wouldn’t say it like that to a newer person who didn’t know me, but I could with this division manager.

 

With The Make-You-Happy Management System you don’t just allow someone to complain, you require them to help with a solution when they see a problem.  If they are constantly coming up with problems but don’t have solutions, they just may be an immature complainer and not a true helper.  If that’s the case, you need to quickly train them to have a solution when they see a problem or fire them.   

 

But if it is someone who is uncovering true problems and opportunities to improve, that’s what the Make-You-Happy Management System is all about.  With these people, do not always require them to come up with a solution.  A huge principle in the Make-You-Happy Management System is that a few heads are better than one in solving problems and taking advantage of opportunities. 

 

But does that complainer have what it takes to be a leader?  Sure you want a leader that can recognize problems and opportunities, but they also need to be tactful.  So keep your eyes open (or maybe better yet, your ears) for that person who thinks they can do the job better than you.  You just might have a great leader.

 

Follow the link below and discover How to Control Your Business and your Life with Proven Secrets to Creating Highly Productive Teams

 

https://americanretailsupply.wistia.com/medias/jl3pr8dbpk

 

Stay in Shape and Live Your Bucket List NOW

I was talking with Grant Miller, the owner of Sun Your Buns Tanning Salons in Eire, Pennsylvania, about the Make-You-Happy Management System before I brought it to market and he said, “You’re showing business owners how to ‘Live Their Bucket List Now.'”  Hench, the name of this newsletter.

In living your bucket list I suggest you have at least one bucket list item tied to your health.  With that, instead of eating right and exercise to just stay healthy, you’re eating right and exercise to achieve something specific on your bucket list.

Here’s an example.  We live on a lake in the Seattle area and I’ve been a pretty good water skier since I was in my early teens.  One of the things on my bucket list was to water ski a hard, good, strong slalom run on my 60th birthday.

That meant I needed to stay somewhat flexible, and maintain my upper and lower body in good shape.

In July I crossed “ski a hard, good, strong slalom run on my 60th birthday” off my bucket list.

So now I can relax, and let myself go right… NOT!

My next ‘staying in shape’ bullet list item is, ‘ski (snow) Exterminator, hard and strong with my grandson, Carson.’

Exterminator is called exterminator for a reason.  It is STEEP.  It will be about 8 years before Carson can safely ski Exterminor.  That means I’m going to have to stay in great shape until I’m 68.

But Wait, There’s More…

Whitney turns 2 next year, so it will be time for her to start skiing and of course, I need to ski Exterminator with her too.  So… I’m going to need to stay in great shape until I’m 71, so I can ski Exterminator hard and strong with her!

Learn how to live your bucket list now when your read my book, “How to Control Your Business and Your Life.”

You can get my hardcopy book (not an e-book), How to Control Your Business and your Life, Proven Secrets to Creating Highly Productive Teams at www.HowToControlYourBusiness.com.  Your cost is $2.97 and that includes shipping and handling.

All Wealth is Based on Systems

All Wealth is Based on Systems

My friend and mentor Dan Kennedy says, “All Wealth is Based on Systems”

When it’s time to sell your business, what is it worth if you’re critical to it?  Not much!

What if you’re not only, not critical, but the business gets better whether you’re there or not?  What is your business worth now when it’s time to sell?  You know the answer.

When you get Buy-In from your team, have Systems in place for everything you do, an effective Performance Feedback System, and Systems to consistently deliver world class customer service your business will improve whether you’re there or not.

The goal I have with all of my clients is to make them irrelevant to the day-to-day, then week-to-week, and then month-to-month operations of their business, so they can create real wealth.

A few years ago I went on a three-week Mediterranean cruise.  When I left I told our operations manager what cruise line I was on, and the ship, that’s it.

I knew I wasn’t going to get a phone call.  That’s why I didn’t need to worry about giving her any more information, or getting an international phone number for three weeks.  For the last 20 years, while on vacation, I’ve never gotten a phone call from work.  That’s the freedom you get when you have the proper Systems in place.

But what’s even better than no phone calls, is that when I got back, the business was running better than when I left.  When you have the right systems in place, that’s what happens.

In the E-Myth Revisited Michael Gerber says,

“Let systems run the business and people run the systems.  People come and go but systems remain constant.”

One of the reasons systems give you true freedom is that when you have the right systems in place, and you have turn over in your business, things continue to get better rather than having to learn everything all over again.

When you hire someone, over time, the knowledge the person has at that job rises.

Without Systems (everything in writing) what happens when they leave?  The knowledge is gone and someone is back to training the new person one-on-one in everything that needs to be done.

Over-time you’re lucky if you make any progress.

But what if you have systems?  That is, written documentation for everything that the person does.  What happens to knowledge when someone leaves and you have systems?

It’s that simple.  When they leave, and everything they do is documented, how hard is it to replace the person and get the new person up to speed?  Just think of the amount of time you’ll save.

Watch this hour long video to Discover You Can Create The Systems You Need to Become Wealthy:

Who’s Your Competition

The Competition is Anyone the Customer Compares You to

I learned this from Disney.  One of the ways people experience Disney is by telephone. Disney gets thousands of calls every day.  Many of the calls are from the same people who call businesses that are known for their great telephone service.  Businesses like LL Bean, Cabela’s, and FedEx.

So when the same people who call Cabela’s or FedEx, or anyone with superior telephone service, call Disney, Disney understands that they are being compared to the service people get when calling Cabela’s or FedEx.  Disney then does what they need to do to “compete” with FedEx’s telephone service.

So the lesson is, don’t just think of your competitors as the businesses that sell the same things you do.  Think of the competition as anyone who deals with your customers in any way. Learn the best practices from anywhere you can, determine how you can use them in your business, and implement them.

Here’s an example of how we did this in our business.  Many years ago, we did what everyone in our industry did.  When we got an order for a stock item it shipped two to four days later.  I happened to call Cabela’s to get some fly fishing supplies and they said the order would ship that afternoon.  So, thinking of what I learned from Disney, I said to myself, “We need to do that,” and we did.  Today if an order is received within 30 minutes of our FedEx pick up, it ships that day.

You can get my hardcopy book (not an e-book), The Happy Customer Handbook, 59 Secrets to Creating Happy Customers Who Come Back Time and Time Again and Enthusiastically Tell Others About You at www.TheHappyCustomerHandbook.com.  Your cost is $2.97 and that includes shipping and handling.

Exposed!!! Owner of Company Named, “Best Business To Work For In Washington State” is a “Ruthless Manager

It was reported today that Keith Lee, the owner of American Retail Supply, which was named the Best Small Business to Work for in Washington State by Washington CEO Magazine is a Ruthless Manager.

How is that?  How can the owner of the company named “The Best Small Business to Work for in Washington State” now be revealed as the co-author of the New Edition of No B.S. Ruthless Management of People & Profits?

It was revealed today that Dan Kennedy, the author of numerous No B.S. books, chose Keith Lee as the co-author for his newest edition of No B.S. Ruthless Management of People & Profits.

Our intrepid reporter, Lois Lane, caught up with Mr. Lee as he was sneaking into his office today and asked him how he could head the Best Business to Work for in Washington State and be a Ruthless Manager.

Mr. Lee replied… “I don’t choose the names for Mr. Kennedy’s books, and Dan and I don’t agree on everything, but when it comes to managing a business and the people in it; we agree much more than we disagree.”

Keith pointed to page 14 in the No B.S. book where Dan Kennedy writes about business owners, “And one thing they all have in common: gripes, complaints, disappointments, frustrations, pain and agony with regard to their employees.  Much of this has to do with unreasonable expectations and a misunderstanding of the actual nature of employer-employee relationships.  Some of it lies squarely at the fault of the business owner for failing in one or more of the Three Requirements for Having Employees: Leadership, Management, Supervision.”

Mr. Lee continued, “While I don’t think the nature of the employer-employee relationship need be as adversarial as Dan, the expectations and the nature of the relationship needs to be addressed during the employees’ first day of employment.  With our DVD training business owners who use our Make-You-Happy Management System set those expectations during the first hour of employment.”

Mr. Lee agrees wholeheartedly with Mr. Kennedy’s statement that business owners failing in one or more of the Three Requirements for Having Employees is the cause of many of their headaches.

Mr. Lee says, “Business owners usually lead, manage and supervise as they were led, managed and supervised, or how they learned in business school; neither of which work very well.”

Performance Reviews Suck

Mr. Lee pointed to Performance Management.  Every business owner knows that they need a Performance Management System but the only type of system they know about is Performance Reviews and they know that Performance Reviews Suck.  With this the business owner continues with Performance Reviews knowing that they suck, or they stop them altogether, and are left with no Performance Management System.

Mr. Lee informed this reporter than Dan Kennedy agrees that Performance Reviews are “like looking in your rearview mirror to drive your car.”  Mr. Kennedy’s tells the story of how the late Mike Vance, who worked personally with Walt Disney on the original Disney University and other projects, laughed and scoffed at standardized annual or quarterly ‘performance reviews.”

Mr. Lee’s management system replaces Performance Reviews with Personal Development Interviews.

Mr. Lee went on to explain.  “Just listen to what they’re called.  Which would you rather give… a Performance Review or a Personal Development Interview?  Would you rather review someone’s performance, or develop someone?

What if you’re on the receiving end?  Would you like your performance reviewed or would you rather have someone work proactively to develop you?

Which do you think gets better results, developing people and coaching them or reviewing their performance after the fact?

Traditional management focuses on catching people doing things wrong.  If every time I do something wrong the boss catches me, but he doesn’t catch me when I do things right, my creativity is stymied and I stop using my creativity, stop stepping out front, and stop helping the organization grow by using my creativity.

Conversely, when we start catching people doing things right, we encourage empowerment.  People start to do things in the organization.  Productivity improves on an ongoing basis.  Improvement doesn’t just come from management but from the whole organization interacting with each other and picking each other up.  The organization is permeated with a motivating environment.

Another benefit of this type of management is you create a learning organization.  Researchers tell us that as we move forward, people are going to stay with organizations where they have an opportunity to grow and learn.  There are going to be many more skilled positions than there are people to fill them.  And if there are a lot of skilled positions and not enough people to fill them, money isn’t going to make the difference.  Money is going to be a given.  You’re going to have to pay in the competitive market to get good people.  But they want to work in a place where they can grow, where they can enjoy themselves, where they can use their creativity to help the organization grow, and that happens in a learning organization.  That’s exactly why my company, American Retail Supply was named the Best Company to Work for in Washington, by Washington CEO Magazine.”

You can get Keith’s hardcopy book (not an e-book), How to Control Your Business and your Life, Proven Secrets to Creating Highly Productive Teams at www.HowToControlYourBusiness.com.  Your cost is $2.97 and that includes shipping and handling.

We Always Have Perfect Customer Service – NOT!

We Always Have Perfect Customer Service – NOT!

In all of my businesses, we make mistakes.    We spend lots of time and money to make our procedures as efficient and foolproof as possible, but we still make mistakes.  So, where do I get off telling people like you that you need to have Exceptional Customer Service?

While nobody likes to be at the receiving end of a mistake, we all know that people make mistakes.  Exceptional Customer Service requires that we first person your customer talks to solve the problem?”

Does everyone in your business know how to help an upset customer?

Do your customers know that Exceptional Customer Service is what they should expect from you?

I get a few phone calls each year from customers who don’t think they are getting Exceptional Customer Service from us.  Almost all of these calls start with, “I read in your newsletter that customer service is important to you, I don’t think I’m getting very good service…” or “A few months ago when I was on hold I heard that you wanted me to call you if I had a problem that wasn’t being taken care of…”  Sure nobody likes getting calls like this but in another way I LOVE GETTING THEM!

What’s the alternative?  For most businesses it’s a customer who really doesn’t want the hassle of complaining.  The customer who goes to the competition and not only doesn’t recommend you to others, but maybe even bad mouths you.  I love customers who give us the opportunity to MAKE THEM HAPPY.  Find a way to tell your customers that you want to know if they are not happy.

I stole an idea from Stu Leonard’s Supermarket in Connecticut.  He has a big sign with his picture that says, What Do You Like?  What Don’t You Like?  I’d Like to Know.  Every invoice we send out has a flyer that asks the same questions Stu Leonard asks.  While it is redundant to send it out with every invoice, we do.  I want to be sure that every customer knows that they should expect Exceptional Customer Service and that I want to know if they don’t get it.

Act

The video, In Search of Excellence, says most suggestion boxes get little to no use.  They say the reason is customers know that their suggestions will get no action.  Stu Leonard’s box is filled, mostly with good comments, every day.  Why do people take the time to write?  The video says it’s because they know something will be done.  If customers take the time to contact you, take the time to let them know what you are doing.

Every customer who writes to us at any of our businesses, whether it’s a good comment or a complaint, gets a response.

You can get my hardcopy book (not an e-book), The Happy Customer Handbook, 59 Secrets to Creating Happy Customers Who Come Back Time and Time Again and Enthusiastically Tell Others About You at www.TheHappyCustomerHandbook.com.  Your cost is $2.97 and that includes shipping and handling.

Think Upside Down

Think about growing your business. What are you going to do to grow your business this year? Take a minute right now and think.

If you’re like most people, when you think about growing your business you think about getting new customers. The mega retailers spend millions of dollars each year trying to get new customers to come into their stores… and it continually amazes me that once they get me into their store the customer service is often so bad I won’t ever go back.

I’m suggesting that when it comes to growing your business Think Up-Side-Down. In order to grow your business, rather than thinking about getting new customers first, think first about keeping your existing customers.

Let’s look at the numbers. Assume that “Their Store” wants to grow by 10% next year. Let’s further assume that their customer service is typical of most major retailers and 2 out of 10 customers decide they are going to take their business elsewhere because of the lousy service. Let’s assume another 5% go somewhere else for a multitude of reasons. So they lose 25% of their business each year. So now, rather than growing by 10%, “Their Store” needs to grow by 35% to hit their target growth rate of 10%.

Now let’s look at “Your Store”. You also want to grow by 10%. But because you and everyone on your staff understands that customers give each and every one of you your paycheck, and your vacations, and your raises, and everything else you get; you simply do not lose customers due to poor customer service. You do lose about 5% of your customers each year for a variety of reason – they move, they die, misunderstandings, whatever. So after you take into account losing customers, you need to grow 15% to reach your 10% growth rate.

So the morale of the story is… It’s a lot easier to grow your business if you take care of your existing customers.

When you think about growing your business Think Up-Side-Down. Think in this order:
1. What can I do to keep my existing customers?
2. What can I do to increase business with my existing customers?
and finally…
3. How can I get new customers?

Concentrate on keeping your existing customers and doing more business with your existing customers and you’ll get the Happy Customer Bonus… dozens, hundreds, maybe even thousands of people selling for you. You’ll have Happy Customers telling others about you. And then you’ll have the absolutely best kind of advertising – advertising that money can’t buy – “WORD-OF-MOUTH ADVERTISING”… and you’ll have those new customers walking into your store.

  • Here are ideas in Out-Nordstrom Nordstrom, Creating the World’s Best Customer Service that will help you keep existing customers, increase business with existing customers, and get new customers.
    Be sure everyone in your company understands Who’s The Boss. See secret #40 in Out-Nordstrom Nordstrom.
  • Be sure everyone in your company understands How To Take Care Of Upset Customers – Secret #43.
  • Can your business pass the acid test of Exceptional Customer Service? Are the huge majority of customer complaints resolved by the first person who talks to the customer? Secret #23.
  • Does everyone in your company know what exceptional customer service is? Secret #4.

You can get my hard copy book (not an e-book), The Happy Customer Handbook, 59 Secrets to Creating Happy Customers Who Come Back Time and Time Again and Enthusiastically Tell Others About You at www.TheHappyCustomerHandbook.com.  Your cost is $2.97 and that includes shipping and handling.

A Pleasant Customer Service Surprise

I’m often amazed at the places where I expect to get Make-You-Happy Customer Service and don’t get it, and the places where I would expect less-than Make-You-Happy Service and get great service.

Where would you expect to get Make-You-Happy Customer Service?

  • At a Denny’s Restaurant or,
  • The Expensive 5 Star Resort Hotel on the beach?

I’ll let you decide which actually had Make-You-Happy Customer Service.

The first morning, at the hotel, I got up and headed out for breakfast.  I asked the guy at the bell desk if the Denny’s was still across the street and down a couple blocks.  He replied, “It’s just across the street.”

So I went out to the street, looked across, and didn’t see a Denny’s.  So I thought, OK it must be somewhere in that shopping area across the street.  So I went across the street and into the shopping area and eventually found that the Denny’s was actually, through the shopping area, down the alley and over another 1/2 block.  It certainly wasn’t anywhere near, “just across the street.”

When I finally found the Denny’s and entered the restaurant, I was greeted by a nice clean wooden sign that said.  “Welcome to Denny’s.  It Will Be Our Pleasure To Seat You.”  I thought, they really understand Make-You-Happy Customer Service Secret #28.  Are Your Signs Positive or Negative?

I was, almost immediately, greeted by a lady with a sincere smile and greeting who showed me to my seat, gave me a menu and took my drink order.  Within seconds I had my coffee and orange juice.

When I ordered my breakfast the waitress told me that I should get a different item on the menu because it was the exact breakfast that I ordered but it included coffee and orange juice and my bill would be less.

She then proceeded to give me great service during the rest of my breakfast.

When I visited the restroom on the way out I saw a sign that said, “Please tell any Denny’s team member if this restroom needs attention.”  It didn’t say what I usually see in restrooms, “Please notify a manager if this restroom needs attention.”  “Ya sure, I’m going to ask for a manager and wait around until (s)he shows up to tell them their restroom needs attention.”  But if the restroom needed attention, I would have taken the time to tell a team member on my way out.

Secret #29 in The Happy Customer Handbook is “Are Your Signs Positive or Negative?”

Signs are not passive.  They are capable of delighting as well as disappointing.  Review each of your signs and ask yourself, does the way it is written create a feeling of delight for the customer?   If the answer is “No”, change the sign to produce the intended emotion.

Minimize the use of words like “no”, “don’t”, “can’t”, “policy”, and “prohibited”.  Instead, tell people what they can do.  Instead of “No refunds after ten days” maybe “Refunds gladly accepted up to ten days after purchase.”

Rather than “Two forms of identification are required to pay by check.” How about, “Please share two forms of identification when paying by check – Thank You.”

Getting back to the question of, who would you expect Who’s The Boss Service from, The Denny’s Restaurant, or the 5 Star Resort.

The next day I got done with work early enough to make it down to the pool for an hour before it got dark.  When I got to the pool I found that it was closed for a private party.

“OK, no big deal, I’ll go for a swim in the ocean.”  When I got out of the ocean I found that not only was the pool closed but towel kiosk was closed for the private party.

“OK, no big deal, I’ll just rinse off and dry off in my room.”  Well, you guessed it the showers were turned off.  “So, I’ll just walk through the lobby with my sandy feet and salty body dripping wet.”

Like I said, I’m often amazed at the places where I expect to get Make-You-Happy Customer Service and don’t get it and the places where I would expect less-than Make-You-Happy Service and in fact get great service.

Remember, according to the Harvard Business Review, if you can prevent 5% of your customers from leaving you, you can increase your profits 25-93%.

You can get my hardcopy book (not an e-book), The Happy Customer Handbook, 59 Secrets to Creating Happy Customers Who Come Back Time and Time Again and Enthusiastically Tell Others About You at www.TheHappyCustomerHandbook.com.  Your cost is $2.97 and that includes shipping and handling.

11 Customer Service Lessons from One Phone Call

I called one of our very good clients who has a brick and mortar store, excellent mail order business, superb telemarketing organization, and a top notch web site.  They don’t have a retail store in my area, so I usually order online or call them.  I order from them for a number of reasons:

  • They are a very good client of ours.
  • Their products are superb.
  • Their service is almost always at the Make-You-Happy level.

 

But even the best businesses fall short, and that’s why we need consistent and persistent reinforcement of Make-You-Happy Customer Service.  One of the areas that continually amazes me is how often people assume they know what you are going to ask and therefore don’t really listen to what you’re saying.

 

I had ordered top quality expensive wading boots from them – I use them for fly fishing in rivers. When I got them, they were too narrow.  I looked through their catalog and saw that the only boot they had in the catalog that was available in wide widths was a lower price model.  Now, I’m not snobby, but my feet are old enough that I need the support and extra sole thickness that most low price models don’t have.

 

So I called the 800 number to ask if they had any higher quality boots in wide widths.  A very nice, good customer service person told me that was the only boot that actually came in a wide width, but suggested that I call back in the morning and ask for a “boot product specialist” and see if one of the boots “ran” wider than the model I ordered.

 

I thought that was a great idea!  I buy New Balance Tennis Shoes for that reason.  I don’t need to get a “wide”, their shoes just “run” wider.  So I called back the next day and asked for a product specialist.  I told him that I had already found out that the only boot they carry in a wide was their inexpensive model and that the customer service person suggested I call back to see if any of the more expensive models “ran” wide and might work for me.  He said, “Let me check.”

 

It was quiet for a while, so I thought he was “checking” with someone else to see if any of their boots “ran” wider.  But then I heard him mumbling on the phone.  He was reading from the web page.  I told him I had already read everything on the web and none of the other boots came in wide widths and asked again if he or anyone there knew if any brands “ran” wider.  He just went back to reading the catalog.  Finally, I just said, “Never mind” and hung up.

Keith Lee's Free Book

I went to the local fly shop that is not very convenient for me to get to and found that they didn’t have any boots that came in wide widths either.  But they did have a great boot that ran wide.  I bought a $139.00 pair of boots.  And yes, you guessed it.  The company I called in the first place has the same boot.

 

The “product specialist” was very nice and polite and I’m sure he had customer service training.  The company’s customer service is consistently too good to think it just comes about without training.  With that said, there are at least 11 lessons to learn from this one call.

 

  1. Train your team to truly listen.

    Pay particular attention to people in your organization who tend to answer questions from you and others before they listen to the entire question. Pay particular attention to those who like to finish questions for others.  Truly listen and don’t assume that you know what someone is going to say.  You know what happens when you assume.  You make ass-u-me.

 

  1. Monitor your customer service.

    This seems almost too obvious, but while it may be obvious, almost no one does it. Whether you use secret shoppers, your own people, or recordings, don’t ass-u-me that your people are doing what they’ve been trained to do. And don’t ass-u-me that they do the same things when you or another manager are around and when you’re not.  You surely can’t monitor every customer service interaction, but in this case, over time, the business I called would certainly hear a similar customer service interaction and be able to address it in their training.

 

  1. Make sure your customers know what to do when they are not being served properly.

    This is included as Customer Service Secret #4 in The Happy Customer Handbook. Be sure your Customer’s Know Your Extraordinary Customer Service Expectations.  But they not only need to know your extraordinary customer service expectations, they need to know what to do when they don’t get Make-You-Happy Customer Service.  In as many ways as you can, tell your customers what them to do when they don’t get Make-You-Happy Customer Service.  Tell them when they are on hold on the phone.  Tell them in any communication that you send to them.  Tell them with signage.  At American Retail Supply we tell our clients to call us at 800-426-5708 if we ever let them down and if they are still not happy call me, Keith Lee, the owner of the company, at 253-859-7310.  If I had been told, “If we ever let you down, please call Bill at xxx-xxx-xxxx I would have likely called Bill who would have found out that they do have a great brand of wading shoes that runs wider.  They would not have only thrilled me, they would have me writing an entirely different story about their Make-You-Happy Customer Service and I would have told you their name and I would have spread a huge amount of positive word-of-mouth advertising!

 

  1. Know Your Product.

    I’m not going to harp on this too much because we are human and we can’t know everything. But I do think that a “boot product specialist” should have known if any of the brands “run” wide.  And if not he should have been trained to do #6 below.

 

  1. Know Your Customers.

    I am a very good customer for the company I called. Good enough that they send me a hard back version of their master catalog that is about an inch and a half thick. I believe in giving every customer Make-You-Happy Customer Service.  With that said, your best customers should be taken care of even to a higher degree.  Yes, the customer that buys $200,000 a year from us gets Super Duper Make-You-Happy Customer Service.  But you say, “How can they know that you’re a great customer?”  That’s Make-You-Happy Customer Service Secret #27.   Have a Great Data Base. I’m going to be blunt here.  With the price of computers and software today, there is simply no excuse for not knowing who your great customers are, and you are throwing money away by not marketing to and treating them differently.  And that difference should not affect giving your other customers Make-You-Happy Customer Service.  In this instance, the product specialist should have pulled up my account, saw that I was one of their best customers and done something special to take care of me. What could he have done?  He could have called someone in the company that knew my answer and called me back.  He could have called his manufacturers and called me back.  He could have gone to the warehouse and tried on some boots to see if any “ran” wide. He could have done something.  Should he have done those things for someone who buys $3.95 a year?  Probably not.  But he should have for one of their best customers.

 

  1. Train people to know where to go to get answers.

    I covered this a bit in #5. There are a lot of things he could have done to answer my question, but the biggest frustration was that he never seemed to listen well enough to hear the question properly. We have a lot of products at American Retail Supply. So regardless of how much training we give them, there is absolutely no way our new reps can know everything when we put them on the phones.  So we spend a lot of time in our training teaching them where they need to go to get answers.  When they start, we constantly remind our reps of the most important sentence to learn, “I’m sorry, I don’t know, but I’ll find out and get back to you by …”  And then get back to them when you told them you would.

 

  1. Create loyal customers.

    In this instance, one of my favorite places to shop let me down. But that’s unusual.  Their service, products and delivery are usually superb and because they are, I’m loyal and I’ll continue to shop with them.

 

  1. You can learn multiple lessons from poor customer service in your business.

    The normal response to bad customer service is to simply blame the person who delivered the poor service. As you can see by the ten things we learned from this one phone call, you can learn a great deal from one instance of poor service and there are lots of things that could have been done so that this didn’t happen.  It’s not just the reps fault.

 

  1. If you truly believe in, and practice, Make-You-Happy Customer Service you will have multiple ways to catch and fix poor customer service.

    When you implement Make-You-Happy Customer Service, you have many more ways to identify, catch, and fix service that is less than Make-You-Happy. One of the basics of Make-You-Happy Customer Service is that you can only expect what you inspect.  In others words you need to have systems in place to inspect your customer if you expect Make-You-Happy customer Service.

 

  1. Your customer service will improve when you implement the Make-You-Happy Management System with the Make-You-Happy Customer Service.

    When you implement the Make-You-Happy Management System all team members are trained to recognize service that falls short of Make-You-Happy Customer Service. They are trained to not only recognize it, but also do something about it.  I don’t have room to go into the Make-You-Happy Management System here, but it not only reinforces Make-You-Happy Customer Service, it creates it!

 

  1. Three Fingers Pointing Back at You.

    I learned a lot of wonderful lessons from my mentor Dick Thompson. One of them is, “remember, when you point your finger at someone else, three fingers are pointing back at you”.  If I’m with someone else and we get poor customer service the other person will often say “I can’t believe how rude (stupid, incompetent, whatever) that person was.”  My response is always the same, “That’s management’s fault.”

 

You can get my hardcopy book (not an e-book), The Happy Customer Handbook, 59 Secrets to Creating Happy Customers Who Come Back Time and Time Again and Enthusiastically Tell Others About You at www.TheHappyCustomerHandbook.com.  Your cost is $2.97 and that includes shipping and handling.

Grumpy Must Have Been a Make-You-Happy Customer Service Fanatic

A story from a Customer Service Fanatic…

Often when I speak to a crowd, I ask people in the audience how often they get “Who’s the Boss” Customer Service” (See secret #40 in my book – The Happy Customer Handbook)  It’s the kind of customer service that shows they really understand that “you, the customer, are the boss.”

When I ask, “How many of you get that kind of customer service most of the time?”  No hands go up.  When I say, “Half of the time,” a few hands go up.  When I say “25% of the time,” most hands go up.

Frankly, I’m surprised that people say they get “Who’s the Boss” customer service 25% of the time, because for me it’s more like 10% of the time.  I think it’s because I’ve harped on exceptional customer service so long that maybe I have gotten a bit jaded.  Maybe my expectations of exceptional customer service have gone beyond what’s likely to happen.  Well, I do get it 10% of the time so I know it’s possible so I’m going to stay where I am.  I’m going to stay with my fanatical approach to exceptional customer service.

But I need to warn you…

When you get to the point where I am, you’re likely to be grumpy more often, because you’ll go into places wanting and expecting exceptional customer service, and you’re not going to get it.  Like today, when I went to lunch.  Most of the time when I go shopping or to a restaurant, I’ll say something to the clerk whether the clerk says anything or not.  But every once in a while, because I’m a customer service fanatic and a guy who writes customer service newsletters and gives customer service advice, I don’t say anything.  I want see what their customer service is like if I don’t saying anything.  I’m absolutely amazed at how often the clerk on the other side of the counter says absolutely nothing.

When I went to restaurant today, I did my little test and planned to not say anything until the clerk did.  The clerk came to the register and looked at me – no smile – not a word.  She just came to the register and looked at me.

I gave her my order, she told me the price – I gave her my money – she gave me my change – and said nothing.  In the entire process the only word that was spoken by the clerk was the price of the meal.  No greeting, no thank you… nothing – just the price.

While you may be Grumpy more often when you become a Make-You-Happy Customer Service Fanatic, it will also put a smile on your face when you realize how crummy most service is.   You’ll smile as you realize that the more people get crummy customer service, the easier it is for you to give what is perceived as Exceptional Customer Service!

You can get my hardcopy book (not an e-book), The Happy Customer Handbook, 59 Secrets to Creating Happy Customers Who Come Back Time and Time Again and Enthusiastically Tell Others About You at www.TheHappyCustomerHandbook.com.  Your cost is $2.97 and that includes shipping and handling.