There may be times when your job is… well, let’s just say less than fun. Repetitive tasks stretched resources, or dealing with customers or coworkers who are rarely satisfied can lead to occasions where work feels like… just a job. Unfortunately, when we feel a lack of motivation, customers can sense it, which can lead to things worsening. While there’s no magic solution – especially if you don’t control overall corporate strategy – I do have one suggestion for getting out of a rut. If you’re in management, spend the first 90 minutes of your day focused on projects that will address systemic challenges in your department. If you work frontline, invest your first 15 minutes studying tips to improve your job skills; especially your customer communication skills. Starting your day fresh by focusing on something you can control – that moves you in a positive direction – is one of the easiest, most powerful ways to help put the spring back in your step.

Here’s an interesting tidbit that may change the way you interact with customers. I interviewed a respected manager about things she’s learned over years of running her business (when I speak for various groups I typically interview several leaders in advance to get their input). She explained she wished she had realized sooner that following-up with potential customers a few days after they first contact you is not bothering them.  You’re doing them a favour. Unfortunately, we often avoid following-up for fear of being considered a pest. The truth is customers may have every intention of contacting you anyway, but they have a full inbox and are distracted. Next time you’re wondering if you should contact the customer, go ahead and phone. You’re not being bothersome; you’re being helpful.

Recently I had the pleasure of being video interviewed by renowned podcaster George Torok. We discuss how to change a few words when communicating with customers to differentiate your brand and grow your business. View it at Your Intended Message

If you read business books you may recall the popularity of Sun Tzu’s book, The Art of War. Even though it was written in the fifth century BC, many interpret it in modern times as a primer on how to defeat your organization’s competition. Which raises my question, “How do you view your competitors?”

Enemy to be defeated? Company who’s products and services are to be disparaged, particularly to your customers? Outfit that’s trying to steal your secrets, employees, and customers? In other words, you’re at war with the competition.

What if we held a different perspective? What if we actually collaborated with our competitors to grow everyone’s business? Professional trade associations for example, are composed of competitors who may:

• Agree upon industry safety standards and ethical business practices to the benefit of all.
• Lobby governments to create regulations that protect the interests of the country and the industry.
• Share best practices with one another. The idea being you aren’t slicing the pie into smaller pieces for each business. Instead, you’re collectively baking a bigger pie, creating more business for everyone.
• Do business with one another, collaborating on large projects, and referring business to one another when we may not have the capacity or expertise.
• Create personal bonds and friendships with people with whom you share common interests and challenges.

My view - labelling the competition as the enemy is short sighted and small minded. Today’s competitor may become tomorrow’s business partner. Focus more on satisfying your customers than on slamming your competitors. I can attest firsthand to the significant amount of business I’ve received from and referred to my competitors in the training industry. I’m also a long term active member in my association, the Canadian Association of Professional Speakers (CAPS). On a personal level, some of my closest friends are my competitors.

Even if you aren’t part of a formal trade association, if your customer has a need you can’t satisfy, then I believe it still makes sense to recommend a competitor. Not recommending a competitor is tantamount to leaving a customer high and dry and admitting that you don’t know your industry. There’s little probability the customer will ever give you another chance. On the other hand, when you help your customer find a supplier that can assist them, they recognize your service as being helpful, and in future they may give you another shot. So, you have nothing to lose and potentially something to gain by recommending a competitor.

We all have a choice on how to compete in today’s marketplace. We can take cover behind a shield of scarcity and adversity. Or we can take action and embrace a mindset of abundance and collaboration. Both have risks. But one is certainly more fun, and in my experience significantly more profitable.

Ever borrow something and then realize weeks or months later that you forgot to return it? Since they haven’t mentioned it, you might assume they’ve probably forgotten about it. So, you decide to hang on to it. If they do bring it up, you can feign innocence, claim that it completely slipped your mind, and offer to return it right away. No harm done, right?

Actually… if you’ve attended one of my Trusted Advisor seminars or are a regular reader of these tips, you’re likely thinking, “Of course there’s harm done! Why would that person ever trust you or loan you anything again?” There’s the rub - most people are not stupid, and they do remember obligations. Even if they’re too polite to mention them.

Consider how often this happens with customers. To gain the business, we might offer a slight extra, “We’ll also throw in such and such.” Or the customer asks for some slight change which we assure them won’t be a problem. Later – maybe even weeks or months later – we are delivering the service and conveniently “forget” about the little extra. We assume the customer probably forgot about it. So, the customer needs to either remind us about it or overlook the shortfall. Either way, we lose trust. No harm done?

My fellow professional speaking colleague, Peter Legg once told me about a time he wrote a cheque to a client for a $14 sandwich. The speaking contract stipulated the client would cover sleeping room expenses. Peter had charged a sandwich to his room. He said, “When the client is paying thousands of dollars for my presentation, they likely won’t baulk at a $14 charge. But when they receive the cheque and realize I paid attention, it builds trust. It’s another reason to make them want to bring you back.”

That lesson stuck with me. Customers don't forget agreements. And if they do forget, we shouldn't. It's your reputation. Your brand. Your word. Never assume they’ll likely forget about it. Keep your promises, no matter what it costs you.