By Tom Borg ©2010
Have you ever seen these signs posted in various businesses?
If you BREAK IT - you BUY IT.
No Shirt-No Shoes-No Service
We Reserve the Right to Refuse Service to Anyone.
Shoplifters will be prosecuted to the full extent of the law.
CLOSED
Do not lean on the glass display counter.
NO LOITERING
These signs are not very inviting are they? It seems that the owners good intentions have gone astray.
A business associate and I walked into a Mexican-American restaurant for lunch. Our eyes were met by a sign that read, “Banks don’t make tacos; we don’t accept checks.” Next to the words there was a sketch of the owner with a scowl on his face. That first impression had already left a bad taste in my mouth, and we hadn’t even sat down to order our meal. What the owner of this restaurant does not realize is that the message he is sending out to his potential customers is not positive. Actually, it’s downright negative. What he’s saying is that he doesn’t trust his customers.
Is this the message he really wants to express to his customers? Probably not. But, he is expressing it.
A couple of golfing partners decide to try out a new golf course. They walk up to the clubhouse and are met with a barrage of negative signage: “Clean your spikes before entering club¬house.” “Shirt and shoes must be worn at all times.” “Replace all divots.”
What the owners of this golf course are doing is setting up a negative impression before the first ball is even teed up.
Why do these two examples of poor service in America exist? Because the owners are forgetting a very important truth. Charles Lamb, the great English essayist, said it best when he wrote these words, “Damn it, I like to be liked!” People like to be liked. They don’t want to be told what THEY CAN’T DO. They want to be informed of what THEY CAN DO. They want to be made to feel that they are welcome.
A better way for the restaurant owner to inform his clients of the policy of not accepting personal checks could be to tell them what forms of payment he will accept. The sign could read this way:
“Your Visa, Master Charge, Diner’s Club, and American Express cards are most welcome. Unfortunately, we do not accept personal checks.”
A better way for the golf course to communicate its rules to customers would be to have the signs read this way:
“In order to provide you with a quality golfing experience we ask that all participants follow our rules of golf etiquette. Thanks for your cooperation! As always, it’s a pleasure to serve you.”
“We want to keep our clubhouse looking it’s best for you! Please clean your spikes before entering. Thanks for your cooperation.”
“In order to keep our golf course in top condition for everyone’s enjoyment, please replace all divots. Thanks for your coopera¬tion!”
“We want you to look your best! Please wear your shirt and shoes on the golf course and in the clubhouse.”
The impressions a customer receives when he walks into a business or organization are merely a reflection of the owner’s values and people skills and how he or she chooses to express them.
Most restaurants have a sign over the coat rack that reads, “Not responsible for lost or stolen articles.” That’s what the owner would like you to believe at least. What the sign is really saying is “WE DONT WANT TO BE responsible for lost or stolen articles.” Legally, they really are responsible; they just don’t want you to know it. Most restaurants that I have surveyed report that they rarely have had anyone lose a coat or a personal belonging. So, my question is why put up the negative sign? Remember, we are trying to make this a positive experience for the customer. Negative signs do not help.
Earl Nightingale used to tell the story of a very popular restau¬rant in Florida that is still in business today. The customers observe a sign over the coat rack that reads, “Of course we are responsible for your belongings when you are a guest in our restaurant. So, relax, enjoy yourself, and have a good meal. Remember, serving you is our number one purpose. This restaurant has taken a very different approach to reminding its customers that they are important. In so many words, the owner is telling his customers that he cares about them and that he is responsible.
After one of my talks during which I mentioned this restaurant, an elderly woman came up to me and asked, “Where is that restaurant located? My husband and I live down there part of the year and would love to visit it.”
Friday, June 18, 2010
How to Delegate For Maximum Results
How to Delegate for Maximum Results
by Tom Borg c.2010
Michael Gerber the small business guru calls this being able to
“Stop working in the business and to start working on the business”.
Let’s face it, most business owners have a hard time with delegation. Part of the reason is, over the years they have had to do a lot of different things to make their business successful, and often they enjoyed doing many of those different things.
Some of the typical excuses why small business owners do not delegate:
1. They don’t feel anyone who works for them can do it “exactly the right way”.
2. They don’t feel secure enough to give the authority to others
3. They don’t trust the people that work for them to do the job effectively
4. They will only delegate small inconsequential responsibilities
Some of the benefits for delegating are:
1. It gets the job done.
2. It can grow your people
3. It will allow your people to feel involved
4. Better and greater productivity.
A good way to look at this idea of delegating is to look at the game of baseball. The manager can’t play all nine positions of the team. Even if he could play all nine positions he couldn’t do them all at the same time. If he is going to do a truly effective job of overseeing and really maximizing the talent and potential of his players he has got to be the manager not one of the players.
Here are some basics on delegating a job effectively.
1. Pick the person you want to delegate to
2. Plan out how you will delegate the job
3. Explain to the person:
a. What you want him/her to do.
b. What you don’t want him/her to do.
c. How well you want it done.
d. When you want it done by.
4. Discuss with them how they plan to do it and answer any questions they may
have.
5. Let them do the job.
So in summary, as Tom Monahagn learned to do, start delegating the right things to the right people and watch your business grow.
Monday, October 26, 2009
Making Service Count
Making Service Count
By Tom Borg© 2009
I have included a tip from one of my latest books Making Service Count – How to Deliver Outstanding Customer Service and Make Your Small Business More Profitable.
So often, small business owners and managers overlook the little things that mean so much to their customers. Running a business is like running a marathon; yet, some people run it like it was a 50-yard dash. They are in such a hurry to get to the finish line that the customer or client’s real needs and wants are overlooked. Successful business owners realize that they are running a race, and this race is 26 miles 386 yards long. They know that in order to be a winner, they must take care of the “little things” throughout the entire race. Like the saying goes, “Being successful should never be confused with remaining successful.” Successful business owners realize that they are in business fro the long haul, not just the short ride. Take note of all the little things that are important to your customers. Set up a system to make sure these expectations are met. Your customers and clients will thank you by doing business with you for long, long time.
Check out this short Customer Service Tip Video: http://bit.ly/a1jnPS
By Tom Borg© 2009
I have included a tip from one of my latest books Making Service Count – How to Deliver Outstanding Customer Service and Make Your Small Business More Profitable.
So often, small business owners and managers overlook the little things that mean so much to their customers. Running a business is like running a marathon; yet, some people run it like it was a 50-yard dash. They are in such a hurry to get to the finish line that the customer or client’s real needs and wants are overlooked. Successful business owners realize that they are running a race, and this race is 26 miles 386 yards long. They know that in order to be a winner, they must take care of the “little things” throughout the entire race. Like the saying goes, “Being successful should never be confused with remaining successful.” Successful business owners realize that they are in business fro the long haul, not just the short ride. Take note of all the little things that are important to your customers. Set up a system to make sure these expectations are met. Your customers and clients will thank you by doing business with you for long, long time.
Check out this short Customer Service Tip Video: http://bit.ly/a1jnPS
How to Change Your Business Paradigms
By Tom Borg© 2009
As I mentioned in an earlier blog, paradigms are “problem solving systems”. With an outdated or ineffective paradigm, your business could be headed towards extinction. With the right kind of paradigm, your small business will thrive in today’s economy.
So how do we change our business paradigms? Paradigms are common. Every business owner or manager has a set of business paradigms that govern the way they think and act towards the situations they find themselves in. Paradigms are functional. They help us distinguish what is important and what is not.
Have you ever heard the saying “I’ll believe it when I see it?” Well, the paradigm effect reverses the common sense relationship between seeing and believing. Another words, our paradigms can cause us to “only see what we believe,” as a result, we are unable to clearly see the situation as it really is, but only as we perceive it to be. We must remember that there are several different ways we can tackle a business problem. We must be careful not to let our paradigm become “the paradigm” or the only way to do something. Paradigms, too strongly held, can lead to paradigm paralysis, a terminal disease of certainty.
It is best to remain flexible in turbulent times and keep what is called a “paradigm pliancy.“ Try using these action oriented questions to help you change your business paradigms and develop successful solutions to your business problems.
1. What is a business challenge you are currently facing in your business?
2. How could changing your business paradigm or your problem solving approach, help you
create a profitable solution?
3. What new problem solving approach could you try?
3. Who else in your organization needs to be involved?
4. When will you begin tackling this challenge?
By Tom Borg© 2009
As I mentioned in an earlier blog, paradigms are “problem solving systems”. With an outdated or ineffective paradigm, your business could be headed towards extinction. With the right kind of paradigm, your small business will thrive in today’s economy.
So how do we change our business paradigms? Paradigms are common. Every business owner or manager has a set of business paradigms that govern the way they think and act towards the situations they find themselves in. Paradigms are functional. They help us distinguish what is important and what is not.
Have you ever heard the saying “I’ll believe it when I see it?” Well, the paradigm effect reverses the common sense relationship between seeing and believing. Another words, our paradigms can cause us to “only see what we believe,” as a result, we are unable to clearly see the situation as it really is, but only as we perceive it to be. We must remember that there are several different ways we can tackle a business problem. We must be careful not to let our paradigm become “the paradigm” or the only way to do something. Paradigms, too strongly held, can lead to paradigm paralysis, a terminal disease of certainty.
It is best to remain flexible in turbulent times and keep what is called a “paradigm pliancy.“ Try using these action oriented questions to help you change your business paradigms and develop successful solutions to your business problems.
1. What is a business challenge you are currently facing in your business?
2. How could changing your business paradigm or your problem solving approach, help you
create a profitable solution?
3. What new problem solving approach could you try?
3. Who else in your organization needs to be involved?
4. When will you begin tackling this challenge?
A Quick Way to Handle Your Client's Complaints
The 3 R’s to Handling Customer or Client Complaints
By Tom Borg© 2010
Here is a quick way to handle your customer and client complaints.
1. Respect. Actively listen and avoid using the word “but. Get and use the customer
or client’s name. Ask open-ended questions, and, if possible, take notes. Use empathy to
show your concern.
2. Rapport. Apologize for any trouble that the person experienced. Thank the
person for bringing it to your attention. Use more empathy statements (as
needed).
3. Resolve. Ask what action the customer would like you to take. Take the
appropriate action and follow up. Do something a little bit extra for that person.
By Tom Borg© 2010
Here is a quick way to handle your customer and client complaints.
1. Respect. Actively listen and avoid using the word “but. Get and use the customer
or client’s name. Ask open-ended questions, and, if possible, take notes. Use empathy to
show your concern.
2. Rapport. Apologize for any trouble that the person experienced. Thank the
person for bringing it to your attention. Use more empathy statements (as
needed).
3. Resolve. Ask what action the customer would like you to take. Take the
appropriate action and follow up. Do something a little bit extra for that person.
Grow Your Business by Changing Your Business Paradigms
Grow Your Small Business by Changing Your Business Paradigms
By Tom Borg© 2009
Paradigms are “problem solving systems”. With an outdated or ineffective paradigm, your business could be headed towards extinction. With the right kind of paradigm, your small business will thrive in today’s economy.
The way you see the world determines whether you respond or react to what you encounter. It is safe to say that many of today’s small business owners have not experienced anything like what they are experiencing in today’s market place.
The first question we have to ask ourselves is: What business we are really in? The Railroad industry thought they were in the “railroad business”. Big mistake! You see they really are in the business of transporting people and goods from place to place. Today they are barely surviving. Weight Watchers™ is not in the weight loss business, but in the “hope business”. They provide hope to people who want to slim down to a particular weight. Hewlett Packard is not in the computer business, but in the “information processing business”.
One way to learn more about which business you are really in is to ask your clients. These experts can give you key insights to what they really want and need from your small business. Too often business owners only guess what their clients really need and want from them. As a result, they miss the mark of what they really should be providing to them.
Once we know, what kind of business we are really in, we can go to work developing a strategy to accurately meet our client’s needs and wants. Please contact me for more assistance on changing your business paradigms.
By Tom Borg© 2009
Paradigms are “problem solving systems”. With an outdated or ineffective paradigm, your business could be headed towards extinction. With the right kind of paradigm, your small business will thrive in today’s economy.
The way you see the world determines whether you respond or react to what you encounter. It is safe to say that many of today’s small business owners have not experienced anything like what they are experiencing in today’s market place.
The first question we have to ask ourselves is: What business we are really in? The Railroad industry thought they were in the “railroad business”. Big mistake! You see they really are in the business of transporting people and goods from place to place. Today they are barely surviving. Weight Watchers™ is not in the weight loss business, but in the “hope business”. They provide hope to people who want to slim down to a particular weight. Hewlett Packard is not in the computer business, but in the “information processing business”.
One way to learn more about which business you are really in is to ask your clients. These experts can give you key insights to what they really want and need from your small business. Too often business owners only guess what their clients really need and want from them. As a result, they miss the mark of what they really should be providing to them.
Once we know, what kind of business we are really in, we can go to work developing a strategy to accurately meet our client’s needs and wants. Please contact me for more assistance on changing your business paradigms.
Your Attitude Towards
Your Customers Can Make the Difference
by Tom Borg ©2009
A few months back, a business owner approached me after one of my presentations and complained that he had been in the office supply business for over 20 years, during which time he had never seen it so bad as now. Customers were constantly trying to “nickel and dime him to death” on his prices. A local wholesale warehouse was selling many of the same items he carried at prices he couldn’t touch. Customers were inconsiderate, rude, and impatient. He told me that in order to cope with this type of environment, he had started bluntly telling his customers that if they didn’t like his prices or his service, they could take their business elsewhere. Needless to say, his business was doing poorly.
A few weeks later, I spoke to another office supply owner who was a competitor of the one above. I asked him how his business was doing. He smiled and told me his business had never been better. As he talked, he described how his customers were pleasant and good-natured and seemed to like coming in to his store. He told me that he treated many of them like they were part of his family. He felt his business was good because of his attitude towards life.
In these two examples, it’s easy to see how the business owner’s perspective shaped the amount of success he experienced with his business. When it comes to an attitude towards its customers, some businesses subscribe to Theory X. This theory states that customers are sneaky, troublesome, and motivated by narrow interests. Other businesses subscribe to Theory Y. This theory states that customers are fair and trustworthy people.
Paul Hawken, author of Growing a Business, says that ‘being in business is not just about making money, but it is a way to become who you are.” It makes good sense that if we are going to have a healthy business, we’ve got to start with a correct attitude towards ourselves as well as towards our customers.
Bob Tomsic, owner of a business machine repair company in Ann Arbor, Michigan, believes that one of the main reasons for his success is his intention of keeping all of his customers happy. He maintains that he has three sets of customers: 1) his family, 2) his employees, and 3) the people that need his company’s services. By keeping all three groups satisfied, he has built a prosperous and growing company. This is not to say that there are not challenges in keeping these three sets of customers satisfied — there are. It’s just that he understands that it is his philosophy towards these customers that makes the difference.
The interesting idea to note is that, despite the way we look at our business, it is up to us to “choose” the attitude we want to express. It’s safe to say that the response we receive from our customers and employees or co-workers will be a reflection of the way we treat them.
As you look around your business community, you will see positive and negative examples of the viewpoint business owners display towards their customers. Note the ones who take a positive position, and make it a point to invest some time discussing successful business strategies with them. It will be worth it.
Your Customers Can Make the Difference
by Tom Borg ©2009
A few months back, a business owner approached me after one of my presentations and complained that he had been in the office supply business for over 20 years, during which time he had never seen it so bad as now. Customers were constantly trying to “nickel and dime him to death” on his prices. A local wholesale warehouse was selling many of the same items he carried at prices he couldn’t touch. Customers were inconsiderate, rude, and impatient. He told me that in order to cope with this type of environment, he had started bluntly telling his customers that if they didn’t like his prices or his service, they could take their business elsewhere. Needless to say, his business was doing poorly.
A few weeks later, I spoke to another office supply owner who was a competitor of the one above. I asked him how his business was doing. He smiled and told me his business had never been better. As he talked, he described how his customers were pleasant and good-natured and seemed to like coming in to his store. He told me that he treated many of them like they were part of his family. He felt his business was good because of his attitude towards life.
In these two examples, it’s easy to see how the business owner’s perspective shaped the amount of success he experienced with his business. When it comes to an attitude towards its customers, some businesses subscribe to Theory X. This theory states that customers are sneaky, troublesome, and motivated by narrow interests. Other businesses subscribe to Theory Y. This theory states that customers are fair and trustworthy people.
Paul Hawken, author of Growing a Business, says that ‘being in business is not just about making money, but it is a way to become who you are.” It makes good sense that if we are going to have a healthy business, we’ve got to start with a correct attitude towards ourselves as well as towards our customers.
Bob Tomsic, owner of a business machine repair company in Ann Arbor, Michigan, believes that one of the main reasons for his success is his intention of keeping all of his customers happy. He maintains that he has three sets of customers: 1) his family, 2) his employees, and 3) the people that need his company’s services. By keeping all three groups satisfied, he has built a prosperous and growing company. This is not to say that there are not challenges in keeping these three sets of customers satisfied — there are. It’s just that he understands that it is his philosophy towards these customers that makes the difference.
The interesting idea to note is that, despite the way we look at our business, it is up to us to “choose” the attitude we want to express. It’s safe to say that the response we receive from our customers and employees or co-workers will be a reflection of the way we treat them.
As you look around your business community, you will see positive and negative examples of the viewpoint business owners display towards their customers. Note the ones who take a positive position, and make it a point to invest some time discussing successful business strategies with them. It will be worth it.
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