Swoop Factor

As MMs, we are always thinking about how to make the guy we answer to happy with the job we do. Funny thing is, we forget this is true when we're talking to other MMs. Sometimes, we actually prevent a task or project from happening as smoothly or successfully as it could have been if the top decision maker had just been included.

I've seen this happen in several ways lately...

As a vendor, I've seen clients I work with tell me they have decision-making authority, when in fact, their boss came in and questioned, undid, etc. something we had all agreed on months prior to his/her "swooping".

As a MM, I've seen my boss not totally thrilled with a vendor because I couldn't convey the personal attention I was receiving from that vendor. Its not that I was receiving better service than my boss, its that I was in charge of a project, so I was the one dealing with the vendor and getting all the service/attention as a result. I was reporting with informational updates to my boss, but those updates didn't fully convey all the relational aspects of that project with that vendor.

As a witness to a relationship between a client and another vendor, I've seen this also break down when a MM was in between the vendor and their boss. The end result was a broken relationship between those two orgs.

Ultimately, we walk a fine line as MMs between removing our boss from having to deal with our responsibilities and removing them from a relationship. Bottom line: keep the relationship intact between your boss and your vendors/clients.

Transactions

Transactions cost more than you think. During a meeting with a client the other day, he brought up the great point that too many transactions in life cause you to loose financially - whether it be selling a house, stock, changing jobs, even marriage. His advice - Limit your transactions in life.

Many thanks to Randy Brunson over at Centurion Advisory. He made me think about the fact that when I'm investing my time in a job, I'm investing in the future of the company I work for. The more I invest, the more I have to loose if I leave. Every time I start a new job, I'll have to go through the upstart of learning a new business, a new process, new people, new commute, etc, etc. The result - I won't be able to reach my highest potential at that company. If I do that over and over again, I'll never reach my peak and never grow as much as I could have by investing more time at just one company.

Its hard for my generation to think about working at any one place for more than 3-5 years, but if we do continue to keep our tenures short, we'll pay for it in the long-term.

My take-away - find a home at a company I believe in and stick it out for the long-haul.

You Got it Wrong

When you make a mistake, don't just try and hold your breath till the smoke clears. Deal with it:

1.) Apologize
2.) Assume Responsibility
3.) Talk to the Problem

Apologize
As I've mentioned in an earlier post (The Proactive Apology), apologize as soon as a problem comes up, by voice (in person or by phone / no emails).

Assume Responsibility
Our nature as humans and as workers is to automatically assume (or try to find a way) that its not our fault. We cross our fingers and hope it'll surface that the mistake rests on someone else's shoulders. Don't go this route. Get in front of the problem and just go ahead and stick your neck out there. If you had any hand in the mistake happening, go ahead and assume responsibility. Start there, and then work your way down to the heart of the problem. Its not important who's at fault, its important that the problem is solved and prevented from happening again.

Talk to the Problem
Its easy to get emotional and start talking to the person - criticizing what they did or didn't do. Instead, focus on the issue at hand. What happened, what should have happened, why that needed to happen, etc. Focus on the problem, not the person, and more results will follow.

Uncovering Needs

My house always needs repair work. Problem is, I never know for sure what needs to be done, and often times its past the point of a quick fix when it is discovered. I wish I had a monthly service where someone would just come out for a flat fee and inspect my house. They could tell me all the things that needed to be fixed, provide me a quote, and I could pick and choose what items I wanted them to complete. It'd be a steady revenue stream for a handyman, not to mention it would save me money in the long-run (preventing things like rotten wood that had to be ripped out and replaced).

As a MM, I find the same thing is true for our clients. Folks are looking for someone to discuss their problems with, and as a result, a need is uncovered. That need many times turns into a project/new work for you and your company to tackle. And all it took was a conversation about what was going on with your client. Selling isn't about cold calls and hunting for work, its about simply uncovering the needs of those around you.

Simple Things Matter

Its often the little things that can be the most bothersome or even the most enjoyable about an experience.

Here's an example that came to mind the other day - email addresses. Make it easy on people. Don't put your last name in your email address. No one cares if you're Tom Jones: tom.jones@icouldcareless.com. You should just be tom@. Its easier for other people to remember your first name only. If you're one of two Tom's at your office, simply make a slight change: tomj@...

Client-centric decisions aren't automatic, so stop and consider before you act as a MM.

Compliments Count

We all like to be complimented. Usually, as a MM and the one being paid, we're hoping to have our work affirmed by the one paying for it (our clients). We want to prove to our clients that we're worth what they're paying and hunting for that compliment that proves that they feel the same way.

This is backward...isn't it?

Shouldn't we be focused on complimenting the great work that our clients do in their business practices, the creative problem-solving techniques they employ, etc?

I accidentally saw this play out the other week. I was talking to a client about their competitive advantage and, in a sincere reaction to that advantage, noted how impressed I was with the job they do and their approach to that job. I could tell it made an impact. I've seen that relationship continue to grow and trust continue to develop much faster than is typical.

Its easy to try this when you're "selling" something or trying to impress. Stop that crap and just be sincere. If you don't have any sincere compliments, don't offer any. Even so, odds are you can find at least one honest fact about your client and what they do that you can offer a true compliment about.

Stop focusing on hearing how great you are and get out there and talk to your client about how great they are (that goes for me too).