Too often I see privately held businesses not be consistent in the service they provide their customers. One day they do something this way and the next they do it completely differently.
I believe that you can provide consistency for both your customers and employees. It’s easier than you thought and that’s the topic of today’s video.
Too often, I see privately held businesses not be consistent in the service they provide their customers. One day, they do something this way, the next day they do a completely differently.
This drives your customers absolutely out of their mind and be crazy. It also drives your employees crazy, but for a different reason. You see your customers wanna have consistency in what your company provides, and your employees wanna know what they need to do for excellence. Now, unless you focus on the process of how you run your business, neither is going to happen.
Now, I had this problem the first five or six years I was in business. I thought our employees wanted the freedom to figure it out. I thought the choices they would make were what our customers wanted, and I was wrong on both points. And the learning around this issue was really painful and not the type of pain I want you to have.
In the middle of me bouncing from one issue to another, I found a person named W. Edwards Deming and his 14 Points. Now we’re just gonna talk about a few of those points today but I believe you should go to the web, google W. Edwards Deming, download the 14 Points, put them on your wall and read them every day.
I believe that you can provide consistency for both your customers and your employees. Is easier than you thought and that’s the topic of today’s video.
So let’s jump right in.
- Number one, you might be saying to yourself, you don’t get consistent performance from your people. Let’s talk about why this might be happening.
- I’m gonna bet you’ve not documented what you wanna have happen. When you don’t document how things should go, they tend to go differently almost every single time.
- You’ve not asked your people to be experts on what they do and document how they do it. This is something which I see really happen. And it’s too bad or it happens a lot. The person doing the job is the expert at that job. You need to treat them as such and you need to ask them to tell, put it down on paper, how they do it so then when someone else comes along, they can do it the same way.
- You might even be thinking it’s your people’s fault when there was a general breakdown in the service levels you provide. It’s easy to see that ’cause your people are actually doing the work, but the I’m going to encourage you to look in the mirror and say what did you do to lead to that sort of problem. My guess is you’re going to come back with the conclusion that you haven’t documented the service that you need to do in the way it needs to be done. Now, you don’t need to do that yourself, but your people do, and you do need to have documentation for how things are done so the done the same way.
- Number two, you might hate it when people make mistakes, and I don’t… Nobody likes making mistakes, let’s start there. But here’s what happens,
- too often we blame the person who made the mistake and we don’t look at the system or the manager for why things went wrong. Is that person.
- Now, if you have several people making the same sort of mistake, I can promise you it’s not the person. I can promise you this as system or the way they’re being managed, and often a combination of the two.
- Now you gonna remember this, your people are doing the best they can. Your people are not trying to sabotage you unless you’re trying to sabotage them.
- Number three, you might even wish your people weren’t so sloppy with how they service your customers. So this is a question for you,
- do you value your employees and show up with your actions? If you don’t value your employees and treat them as well or at least as well as your best customer, how can you expect them to turn around and treat your customers well?
- The second thing here is, did you ask or do you ask what did we learn when mistakes are made. Instead of blaming somebody for the mistake, there’s always gonna be some learning. So if we can learn what caused the mistake, why it happened and what we can do to fix it in the future, we now can systematize it and document the changes we wanna make in our operating systems.
- Here’s something else I want you to ask yourself, is your company built around understanding and solving the problems your customers have? Now, one of the things I do on LinkedIn, which is, I don’t know if it’s bratty, but it’s interesting for me. So I always ask people to send me their best website. I asked them to do that for two reasons, one is I’m really curious about how their business runs and what they do, but I’m looking to see on their website, are they talking about the stuff they do? Are they talking about the problems they solve? And I’m gonna tell you that about 90 to 95% of websites, I look like where the companies are talking about the stuff they do to solve problems, but not the problems that they’re solving. I wanna tell you something, your customers don’t really care about all of the stuff you do, and I have 40 or 50 different processes I do. And I can promise you that my customers are interested in none of them utils the right tool that we need to solve a particular problem or take advantage of an opportunity that customer has. So using the right tool in the right place is great. But without understanding what the problems are and your customers understanding the problems that you solve, they’re not gonna be very interested.
- Here’s another thing, is that, does your company have a lot of stuff it does, but no identify solution for problems for your customers. You know that, I know that, think about this in a way about, what is a problem my customers have and how can I solve it.
So here’s what I want you to do.
- When things go wrong, or mistakes are made a myth for the most part is not the person’s fault.
- Number two, when a mistake does happen or something breaks down, ask what did we learn and put a system in place and make sure it doesn’t happen again.
- And number three, when you have systems, hold your people accountable for using them. Now, I have a great hiring system. It was a wonderful hire system. It took us from 35% success rates up to 85% success rates. And I’ve done a bunch of videos on how we use that HighRes system. But I will tell you, it was like pulling teeth for those first three or four or five years I put it in place. I would regularly have to go back to our management team and say, “Why did you not use our system?” And they kind of go, “Oh, I don’t know.” So what I realized and what I learned over that period of time is that when you’re putting in a new system in place, you have to follow up. That’s the inspect part of delegation. You have to inspect and make sure the stuff is being due.
So if you do these three things, here’s, what’s gonna happen,
- You’re gonna move from having inconsistent performance to both your customers and your employees know what to do and what to expect.
- Next, you’re gonna find your turnover goes down because your employees are going to be happier. When your employees are happy, they don’t have a need to go someplace else. And by the way, most of the time with some leisure company, it’s really not about the money, it’s really about, they don’t like the way they’re being treated or the way they’re being valued. When you do this and you systemize your company, it’s easy for people to know when they’re doing a good job. You’re going to find…
- Number three, you’re gonna find that your people will stop blaming and justifying when things go wrong and start talking about what they can do to fix the issue. Your company is not the first place these people ever went to work. What you’re gonna find is that they bring their baggage with them, and part of that baggage is, making mistakes is bad. It’s going to take them a long time to realize that mistakes in your company needs to be brought out of the closet and put into the bright sunlight, ’cause that way they get fixed.
- Your people are going to feel valued and they will make your customers feel valued. I can’t emphasize how important that is. When your people feel valued, they make your customers feel valued, people like dealing with your business, they say good things about your business, more people coming to work with your business. Those are all good things.
- And finally, your cost of service is going to go down. Now, the reasonably cost of service goes down because you’re doing wash, rinse, repeat, you’re doing the same thing over and over and over and over in the same way. And when you do that, you get to do it faster and cheaper and better.
So isn’t something you would like to see happen in your company? Why don’t you DOWNLOAD our Free eBook on Strategic Marketing? And while you’re at it, scroll down and leave me a comment on what you think about changing your processes and not your people.
Hey, this is Josh Patrick, you’re at the sustainable business. Thanks a lot for stopping by. I hope to see you back here really soon.