I often say that my first business book will be called Everything I Needed to Build a Business I Found at Radio Shack; and, despite their recent hard times, I stand behind that tongue-in-cheek, but fact-based assertion. I worked my way through college as a sales guy and as an assistant manager at the venerable ‘Shack,’ where I learned lessons I’ve applied many times in many settings that fundamentally address these primary essentials in running a successful business: when customers consider my services/products, how do I get them to buy, how do I get them to come back, and – perhaps most importantly – how do I get them to refer others to buy from me? A big part of the answer is service – meaning that each customer is made to feel that they’re welcome and understood, that they get what they need and see value in it; and they understand when and how we can help them or people they know in the future.
When providing service, we know that – at least in the eyes of some customers – we will fall short. As one mentor of mine used to say, “The question is not if we will mess up, the question is how we handle things when we do.” True, but it’s a little more complicated than that. As one of the managers I worked for at Radio Shack (who was colorful in more ways than just the rainbow variety of Haggar washable suits he owned) liked to say: “It only takes one ‘aw sh*%’ to offset four ‘good mans’.” So how do we walk this fine line as carefully and as effectively as possible?
Let me tell you a quick story (with a happy ending) that sheds some light on this. I love watches and have several – but never had spent much money on them. There came a point when I desired to own a watch that truly would stand the test of time. A few years ago, my family bought me such a watch – beautiful in both appearance and personal significance. High-end “timepieces” (watches that cost more than a few bucks) require periodic special care. Recently, I returned to the boutique where the watch was purchased and arranged to have it serviced. I was told how long it would take and how much it would cost. Then, silence.
A few weeks later, I just happened by the shop and discovered that the watch had been returned – unrepaired. No one had called about the need for repair or the status of the watch. Suffice it to say I was not pleased – I’d been without the watch a long time, hadn’t been kept in the loop and seemingly had two options: walk out of the store with a watch that didn’t operate or wait several more weeks and pay significantly more than I’d expected to repair this valuable and valued trinket that, in my mind, shouldn’t have anything wrong with it.
I opted for the second choice while already plotting how I could leverage my role in many lives as the source of trusted information on what to buy and who to buy from to undercut the credibility and business of the brand that had failed me.
Then, something much better happened. The store manager sent an email to me apologizing for the lack of communication and the delay… and opened the door to a dialogue. After a discussion, he offered – unsolicited – to cover part of the cost of the repair and to do what he could to expedite the repairs. The sun rose again and all was right with the world.
It takes way more energy to hold a grudge than to hold a torch. So what can we take from this? Here are a few things to help avoid an “aw sh*%” scenario or to deal with one effectively when it does occur… and since the greatest opportunity we have to be an irreplaceable asset is through what we create and bring to life, this is packaged with the acronym LIVE:
• Listen—I’m not sure the art of listening ever lived, but it’s seems to be – at best – on life support now. Slow down. Wait until someone tells you something or asks you a question AND you confirm your understanding of their statement or inquiry before offering a response. It’s more efficient, and it’s more polite. Oh, and you’ll know more.
• Inform—I want a service provider to know more than me. Make sure people know what they should. Ask them questions and make suggestions that make them feel smarter and more cared for.
• Validate—People want to be heard and validated. The corner was turned when the manager communicated that there was at least a shared responsibility for what was happening. He affirmed the circumstances that led to my dissatisfaction and – as usually is the case – his acknowledgement of my being upset and his understanding of that emotion made me feel less upset.
• Execute—In the end, what resolved the issue for me was what the store was willing to do – volunteered to do – under the banner of making things right with me. They didn’t have to take on a healthy portion of the cost to get the watch in working order. They chose to with a longer view of my remaining a customer and, potentially referring others. I think they invested wisely.
You’ve now got a bit of a road map for creating better and better customer experiences, how to get things back on track when they don’t go as planned, and thus you’re likelier to hit the business development trifecta: sell, sell again, and get referrals. Are you listening? Good luck!
Jeff Lesher, Principal at entreQuest, blends his deep knowledge of organization design, human capital, and leadership with a pragmatic approach drawn from his own business experience and eQ's philosophy to help eQ's clients focus on their core purpose and move people effectively to action.
