Repositioning Your Organization’s Character
When you look at where a business owner’s time is going, when he’s struggling, overwhelmed, and confused, it looks like this:
The customer is #1.
The team is #2.
Him or Herself is #3.
These are often the underlying beliefs and priorities that sadly guide the character of most of today’s small business organizations. You can see it in the way their day-to-day work plays out. The owner creates more and more work for himself. His team is besieged by too many challenges, and his customers are more and more growing like snakes and sucking time, energy, and potential for growth. This brief article aims to cut the head off the snake!
It’s been said “the customer is #1” since business began. Business owners make a fatal sacrifice when doing this. With all good intentions and like missionary martyrs, they desire to meet the needs and build business plans around their customer. Difficult or often impossible customers get more attention than they should and continue to flood the gateway. No matter how hard the team works to please them, 20% of the customers are wired inside to end up unhappy. That’s because that particular customer is not a match. And second, by putting the customer 1st, the business becomes a suffering people pleaser. It’s like having, “Come and eat us for lunch” stamped on your forehead.
Acting as a martyr to support the customer being king causes the team (the inside customer) to become neglected. Putting the team through the big headache customers in time deteriorates their morale, and they begin to produce inefficient work. When the team becomes unfairly treated and unhappy, they confirm the bad customer’s suspicions – that the company is the bad guy and worth blaming. Not good!
Keeping bad customers causes more interruptions to the business owner, because headaches attract challenges that are less prepared for and require greater authority to solve. So, poor customers imprison the business owner into his own hell that leads him to believe that he has an incompetent team. And his team then makes this true by becoming bitter and disillusioned in harder and more complex work.
What we see here is a highly complex system with major dysfunctions. The answer is to set an ideal client criteria filtration system, a process for profiling them and sticking to the convictions and values that drive the system to prevail.
This begins with, first, the business owner turning his priorities upside down. His first priority will be himself. To have the energy, creativity, drive, and staying power to lead effectively, he must take good care of himself. His team depends on him to be happy. Second, his team comes before the customer. He must cut off blood-sucking customers early on (be wired for sound) and protect and preserve his team’s talent perimeter by investing their work into customer relationships that they respect and admire. It’s about taking back the control and living out a new hierarchy of importance.
#1 – Taking care of himself
#2 – Taking care of his team (weeding the garden of dud customers)
#3—Taking care of his best customers
Once these convictions are in play, the business owner positions a process to educate his B customers into becoming A customers. Additionally, he reinforces his A customer’s behavior through a “compliments and rewards program (CRP).”
Individually and organization wide, setting boundaries is an enormous habit, but do you have the guts to stick to your guns and punt misfit customers and prospects? Do you have a system for profiling and filtering them? Do you know, appreciate, and preserve your staff’s talents and passion for excellence toward ideal customers who are massaged and conditioned to continue being nice and generous? When you visit www.highlevelperformance.com, you can learn how.
What is your system for domesticating your B customers? How do you fire C customers? That’s what the VIP Coach walks you through – just the right way to package this process and cut the vampires.
As you hear this, you begin thinking of ways that you’ve neglected yourself as a business owner. You can see that by putting yourself first, you put an end to making everyone else the responsible force in your life for your happiness. Take back control! Define your ideal customers to a specific checklist of non-negotiable qualities. Be relentless in sticking with this, and draw forth your best work toward clients you love and admire. And don’t keep team members who are C players. Rid them as well. Hire slow; fire fast! Put excellence and fortitude around you. Grant power to a perfect environment in which you can pilot your way to the stratosphere. For more on the TOPSCAN hiring system, go to www.highlevelperformance.com.
Just imagine the freedom, confidence, growth-potential, and lifestyle capabilities you’d enjoy. Your organization will love it when you set boundaries like these. Just imagine the possibilities…