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Customer service and moments of truth
I once heard the term “comfort zone” described as the “mental home in which we live.” When we manage our relationships well, we help create a comfortable “mental home” for our prized customer base.
This past week I visited the store where I purchased my cell phone a couple years ago. I had a problem, and they solved it. At the end of the conversation the service agent asked me if I would be interested in moving my cable, Internet, and land line service to them. We compared the plan we had to their plan. We determined that switching to them would save us $20 per month.
My wife and I had the luxury of time, so we we looked at the new proposed plan and reflected on the past two occasions when we needed to talk to the service department of our current vendor. Considering these two conversations, we concluded that the service was outstanding. We were not that confident that switching to the new company would mean better service. Our current phone company has created a “comfort zone” we did not want to leave. We decided to stay with them in spite of the $20 savings.
As I reflect on this situation, I am amazed that we would be open to changing vendors after a relationship of 20 years. I realize it wasn’t the 20 years that created the comfort zone: It was all the contacts or “moments of truth” along the way that were well managed. The lesson is this: With each customer we have moments of truth. It is vital that we find a way to manage these moments. If we don’t, we will weaken the comfort zone, and open up the door to our competition.
The sales process is for everyone
When I began my career, one of my first objectives was to build my skills in professional selling. I enrolled in a 12-week course that broke the sales process into five steps that contained 23 fundamentals. Soon after I began the training, I asked myself, “Why do they just teach the sales process to salespeople? Why not everyone?” What I discovered was that learning the fundamentals of the sales process not only helps our success in selling, it also positively affects our personal lives with friends, children, and partners. Allow me to illustrate by giving a simple overview of the 5 steps of selling:
Step #1: Generate rapport. We begin in a friendly way that results in the prospect viewing us favorably. This enables us to generate a willingness to have a conversation.
Step #2: Show genuine interest. That’s fine that we are a nice person. Our next step is to understand the other person, their situation, and what they need. We do this by asking good questions, listening to the answers, and affirming that we have heard correctly.
Step #3: Present the solution. Now that we know what someone needs and why it is important to them, we can recommend a solution that appeals to their interest.
Step #4: Secure commitment. Once we have agreed on the solution, we ask for their commitment.
Step #5: Act. Now that we are committed, we take action!
OK. Now imagine you needed to have a serious conversation with your teenager. Wouldn’t this process apply? My recommendation: Learn the sales process (but don’t tell them you are not in selling)
Keep the “I” out of the word “Team”
Last week the Wall Street Journal featured an article by Joanne Lublin entitled, “To get ahead, rivals get along.” In the column Ms. Lublin pointed out that 73% of the heads of S&P 500 companies who were selected last year came from within, compared with 69% in 2017. Along with this rise, candidates with exceptional people skills are most desirable. “Employers now prefer to elevate highly collaborative executives.” Here is an example of just how important this quality can be:
Two years ago I was working with a company that had two internal candidates named Jim and Bob. They were applying for the same position. They like, trusted, and respected each other, and were willing to be a good sport about it if they weren’t selected. After one was selected, these two continued to work together and keep their relationship solid. Two years later, the candidate who was passed by was offered a management position at another location. It was just what he wanted. He has since excelled at the position, and has now been given another promotion. Jim and Bob both have a position in the company at a corporate level, and their ability to work together is exceptional. As the classic rule of synergy goes, Jim and Bob together are greater than the sum of the two.
If you are playing in sports, you play to beat the other team. That only makes sense. When it comes to competing with people on your own team, try competing against yourself. Like Bethoven and Shakespeare, strive to compete against yourself and your own record. Your team will be a combination of strengths.
Building an Innovative Culture
Have you ever water skied? I have done so about a half-dozen times. With a few misfires in the beginning, I got up and stayed up. When I was skiing, the most prevalent thought I had was to avoid falling. As I result, I stayed in the wake and made no attempt to risk crossing it.
I have a friend who is an expert water skier. Not only would he cross the wake, he can do it barefoot! He loves to ski and finds it to be a never-ending adventure. He is also a very successful business owner, and as you might expect, he likes his employees to enjoy themselves in their work, and always rise to a challenge.
Now let’s talk about the opposite: There are companies I have seen where the team member’s main thought is to not do or say anything that would rock the boat. If they have an idea that they think would help the company, they hold back for fear of being shot down. In other words, like me on skis, they are afraid to cross the wake.
When we think of the companies that have become successful and stayed that way, names like “Disney” or “Apple” come to mind. Where would these great companies be without the input and engagement of their staff? These companies are smart, and they have learned that creating a culture with idea fluency is vital to continued healthy growth.
Let’s consider our own team. When someone comes up with an idea, do we suspend judgment and hear them out? Are they confident “crossing the wake”? If we sense not, this may be a good time practice more encouragement and better listening. It will pay!
Good communicators win the “war of words”
Many years ago, UCLA profession Albert Mehrabian did a study on communication, and found that a scant 7% of our effectiveness comes from words. The remainder comes from our tone of voice and our body language. That is nice to know, but let’s not forget the power or words.
Several months ago, I was facilitating a training session, and we were about to do some role playing. I noticed a hesitant look on one of the participant’s face, and I asked if she had a question. She replied, “No, I just don’t do role playing. I’m no good at it. It doesn’t work for me.” When I heard this, I knew I had to backtrack. She doesn’t like role-playing and that means when she hears the term “role-playing” she shuts down. Like all trainers, I want people to be engaged in the process . I said, “let me put it another way. We are going to practice the fundamentals we have just reviewed so that we increase our skill in applying them.” Saying this worked better, and I got her back on board. When I used the word “practice”, I was using a term that refers to a vital component in building any skill or increased ability. I have replaced the term “role-playing” with “practice”, and this has worked well for me.
Do you have a word that doesn’t set well with you? I think we all do. I don’t like the word “compelling”. All I need to do is tell you that, and you will probably use a substitute. Now more than any other time I can recall in my 70 years,it is important to be sensitive with our word selection. If we ruffle some feathers, find a word or phrase that lands better. This will help you keep your listeners more in there with you.