Learning to be nice
Learning to be nice
It is, therefore, amazing that so many businesses don't know how to be nice or whether or not their customers like them. Relationship management is all about learning what your customers like and delivering on it.
My first ever job was when I worked in suit hire business over the school summer holidays. There were heaps of weddings and my job was to fit suits to new grooms and best men. My boss could look at someone as they came in and pick a suit that fitted perfectly. I had to ask what size they needed. Typically a man would say they had a 36 inch waist. It used to take three sets of trousers before they finally, grumpily, admitted that they needed a 42 inch waste. By the end of the summer, I too had stopped asking the customer what size they thought they were and just gave out the right sized suits.
The value of having good relationships is your reputation. Reputation is a more valuable commodity than people think. It is not just famous people who have reputations – everyone has one.
By far the best advertising is when someone says how good a company you are. People invest thousands in advertising and very little in relationships. I pay far more attention when someone I know says they have a good dentist, or a lawyer who does not charge you twice if their answering machine takes a message and they call you back, than any sort of advertising.
Some people are naturally good at developing relationships with people. They are networkers who can be worth their weight in gold if their networks can be used to shift ideas, but often they are focused on their own social standing. Most of their day is spent writing emails and texts about where to meet for coffee or lunch. They are next to useless in helping your business.
If you have a sales team you would expect them to be good at relationship management but often their focus is on their targets and the next sale. There is not enough emphasis given to the long-term relationships or the creation of strategic alliances. There is more to relationships than an immediate sale.
There are a lot of skills and techniques that can be adopted that will help improve and sustain your relationships. The first thing to do is imagine you are a customer of your business. What would you like to happen? Then you look at your bad habits and change them. Empower your staff by giving them responsibility and let them make decisions. The key is to develop and use a system to review decisions and learn from mistakes. Identify ways to engage your customers in commenting on your performance and get them to tell you how to make things better.
There are some things you can not change or influence. Some people will not like you. The customer is always right must be the silliest statement still going around business and sales. If a customer is unreasonable or just an idiot there is only so much you can do. You need to have a system of dealing with complaints, a way to try and solve them and a way to say that we can't help anymore.
Relationships come into their own when there is a problem you want to solve. If people know you and like you they will be more willing to work with you to solve the problem.
Improving relationships is the biggest single thing you can do to improve your reputation. If you do not know how your business is being perceived, then you should stop and have a wee think. Being nice pays big dividends.
Jim Lindsay is the Director of Lindsay Consulting a public relations company. To contact him please call +64 4 473 8840 or visit www.lindsayconsulting.co.nz
Learning to be nice - To learn more about this author, visit Jim Lindsay's Website.
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You have to be able to sell something to someone if you are in business. Most people do not have the perfect product or service that sells itself and need customers and clients to like them. Learning to be nice is a key skill for businesses.
It is, therefore, amazing that so many businesses don't know how to be nice or whether or not their customers like them. Relationship management is all about learning what your customers like and delivering on it.
My first ever job was when I worked in suit hire business over the school summer holidays. There were heaps of weddings and my job was to fit suits to new grooms and best men. My boss could look at someone as they came in and pick a suit that fitted perfectly. I had to ask what size they needed. Typically a man would say they had a 36 inch waist. It used to take three sets of trousers before they finally, grumpily, admitted that they needed a 42 inch waste. By the end of the summer, I too had stopped asking the customer what size they thought they were and just gave out the right sized suits.
The value of having good relationships is your reputation. Reputation is a more valuable commodity than people think. It is not just famous people who have reputations – everyone has one.
By far the best advertising is when someone says how good a company you are. People invest thousands in advertising and very little in relationships. I pay far more attention when someone I know says they have a good dentist, or a lawyer who does not charge you twice if their answering machine takes a message and they call you back, than any sort of advertising.
Some people are naturally good at developing relationships with people. They are networkers who can be worth their weight in gold if their networks can be used to shift ideas, but often they are focused on their own social standing. Most of their day is spent writing emails and texts about where to meet for coffee or lunch. They are next to useless in helping your business.
If you have a sales team you would expect them to be good at relationship management but often their focus is on their targets and the next sale. There is not enough emphasis given to the long-term relationships or the creation of strategic alliances. There is more to relationships than an immediate sale.
There are a lot of skills and techniques that can be adopted that will help improve and sustain your relationships. The first thing to do is imagine you are a customer of your business. What would you like to happen? Then you look at your bad habits and change them. Empower your staff by giving them responsibility and let them make decisions. The key is to develop and use a system to review decisions and learn from mistakes. Identify ways to engage your customers in commenting on your performance and get them to tell you how to make things better.
There are some things you can not change or influence. Some people will not like you. The customer is always right must be the silliest statement still going around business and sales. If a customer is unreasonable or just an idiot there is only so much you can do. You need to have a system of dealing with complaints, a way to try and solve them and a way to say that we can't help anymore.
Relationships come into their own when there is a problem you want to solve. If people know you and like you they will be more willing to work with you to solve the problem.
Improving relationships is the biggest single thing you can do to improve your reputation. If you do not know how your business is being perceived, then you should stop and have a wee think. Being nice pays big dividends.
Jim Lindsay is the Director of Lindsay Consulting a public relations company. To contact him please call +64 4 473 8840 or visit www.lindsayconsulting.co.nz
Learning to be nice - To learn more about this author, visit Jim Lindsay's Website.
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 Jim Lindsay (Visit Jim's Website) Lindsay Consulting specializes in strategic planning, communications and public relations. We design and implement strategies to promote organizations and help them meet their goals. We have particular experience of working within government. Lindsay Consulting also works in the private sector to help companies develop strategic plans, systems and training so that they can interact with their stakeholders successfully. Our knowledge of how government, the media and the private sector works means that we can cross boundaries and engage with different groups. We use targeted strategies and language to create change. We add value by providing expert and dispassionate advice. Dispassionate advice can be especially useful with relationship and issues management. Lindsay Consulting will quickly learn the content and context of your business so that we can design the communications that will influence your audiences and strategies that will meet your goals. Jim Lindsay is the Director of Lindsay Consulting. Jim is based in New Zealand, but he, and his team of PR experts, travel internationally. Please visit our website if you would like to know more.
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