How we change what others think, feel, believe and do
DOing vs. BEing: creating rules that put customers first
Guest articles > DOing vs. BEing: creating rules that put customers first
by: Sharon Drew Morgen
I recently purchased dysfunctional products/services from three vendors who were unwilling to go outside company rules to fix the problems they caused. How can we take part in the Trust Economy if our corporate rules preclude us from taking care of customers? Too often thereās a divergence between company rules and customer needs. Iāll use my vendor issues as a starting point:
As a consumer, I trust Iāll receive what I pay for, and be cared for if thereās a problem. Yet each company above took care of their rules before taking care of me. They put the DOing before the BEing.
When companies construct internal rules that are juxtaposed with customer needs they ignore the consequences
ā¢ Without customers, thereās no need for rules.
ā¢ Customerās complaints go viral.
ā¢ Hurting, cheating, disregarding, and ignoring customers always, always loses business.
ā¢ For each customer who doesnāt feel fairly treated, companies lose unknown-hundreds of prospective clients for an uncertain time moving forward.
Too often companies confuse their rules [the DOing - regulations, results, performance] with a customerās needs [the BEing - values, feelings, requirements]. Too many companies make it binary - company rules OR customer criteria ā rather than Both/And. How do we design customer service scripts and training, how do we instill a primary focus on serving customers, to achieve Both/And and win/win?
The difference between DOing and BEing is Heart ā heart, being one of those āsoftā āfeminineā words that assumes itās not possible to make money and make nice (While training Buying FacilitationĀ® at Morgan Stanley I heard they were conducting āclosingā training the following week. What? Why do you need both training programs? āBecause BF is āsoftā and we need āhardā skills to close.ā). Isnāt it time to meld heart and head and DO-BE-DO-BE-DO? To make money AND make nice? All research shows the BEing is more profitable.
HOW TO PUT CUSTOMERS FIRST
Thereās a way to put customers first AND take care of corporate rules. A few examples:
āI hear youād prefer if we were able to X. Unfortunately we arenāt able to do that, but we want you to be happy. Is there anything else I can do to get you what you deserve? Letās see if we can get creative.ā
Years ago while working with Bethlehem Steel during a truckerās strike, I had my clients actually purchase steel retail from Pittsburg Steel to make sure Mazda wouldnāt have expensive downtime. We took the hit on cost to keep the customer happy. Well ā to keep the customer!
āWow. Sounds like youāre really upset. I can imagine how annoyed you must be. Iām so sorry.ā
MAKING MONEY AND MAKING NICE
To operate effectively in this new world of connection, workarounds, visibility and competition, your main differentiator may be how you take care of employees and customers.
Years ago a client sent a new employee to one of my Buying FacilitationĀ® public training programs to get him caught up with the team I already trained in-house. This man, call him Glen, was angry, rude, mean, and dismissive of everyone around him. I called my client: Who is this mean person? Heās making everyone cry. Why did you hire him? āDo whatever you have to do to break him. I hired him because heās got potential.ā So I went into action on Day 2 and facilitated Glen through the outcomes he was causing. On Day 3 he came to class like a saint ā supportive of others, kind, gentle, fun. What happened? Hereās what he said:
Every day, Iāve had to leave my house for work and put my āmeanā suit on. I was told I had to convince prospects, push closes, bias discussions about our products to promote a sale. I hated it: I had to shift my personality to āDoā this manipulative, insensitive person. I told myself I had to become a shark. Iāve been miserable and my family has suffered; I didnāt know any other way to keep my job except to follow their rules and be miserable. Now Iām learning itās possible to make money AND make nice; now I can be my real self and do my job successfully.
As a testament to his change, he got a huge ā huge - tattoo of a shark on his back the evening he had his realization. He came to class the next day with the tattoo stating āIāve put the shark behind me.ā
To determine if you need to rethink your rules, to be part of the Trust Economy, consider these questions:
I realize regulations are necessary to run a company. But so are customers. Itās possible to do the DOing and the BEing in a way that promotes income and care. Whatās stopping you?
Sharon Drew Morgen is the author of 9 books, including NYTimes Business Bestseller Selling with Integrity, and What? Did You Really Say What I Think I Heard? She has developed facilitation material for sales/change management, coaching, and listening. To learn more about her sales, decision making, and change management material, (www.dirtylittlesecretsbook.com) go to www.sharondrewmorgen.com. To learn more about her work on closing the gap between what’s said and what’s heard, go to www.didihearyou.com. Contact Sharon Drew for training, keynotes, or online programs at firstname.lastname@example.org. Sharon Drew is currently designing programs for coaches to Find and Keep the Ideal Client, and Lead Facilitation for Lead Generation.
Contributor: Sharon Drew Morgen
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