Giving Back & Growing Are Not Mutually Exclusive
The journey of leadership is full of highs and lows. How do we keep going and stay in the game? It’s spouses who believe in us when we aren’t sure. It’s the team member who thanks you for the time you invested in them. It’s the customers who appreciate your extra attention. I know I have been blessed with these stories. And I’m sure you have too. That’s why we keep stepping up and evolving with changing strategies and customer expectations.
Business leaders who ask themselves the following questions will develop a brand identity that makes an impact.
Are we transforming customers beyond just the transaction?
Do I have a mission that motivates every one on the team to focus beyond their individual roles?
Do the dreams of the people on my team align with the bigger goals of the company mission and vision?
Does positive and constructive feedback get encouraged and flow upstream easily from all relevant stakeholders (team members, customers, community)?
Does my business intentionally build a strong network to collaborate with (vendors and even competitors) to enhance the customer experience and industry as a whole?
I could give an incredible story or build a scenario for each one of these points. Instead I will pick one and show how we can apply strategic solutions. Solutions that don’t just grow our business but also create waves of impact. Let’s look at number 4.
Imagine you are running a business named Top Line Equipment. You sell heavy road construction equipment to contractors across the Midwest region. You are known for your customer support but you want to offer more for all the customers that have put you where you are. You’re ready to give back a bit while also continuing to grow the business. They do not have to be mutually exclusive.
First, we look at our business and ask:
Are we known for technology?
Do we get in the field with our customers?
Are we incredible communicators with our customers and across teams?
Where are we already strong? What could we leverage to have a supercharged feedback loop?
These questions help identify how we are different to find a unique, sustainable advantage.
Top Line, we know we are always known for our willingness to get out there and get dirty with new customers. Every level of our team gets a chance to experience job sites and the equipment in action whenever possible. We decide to build a more intentional process to make sure this is a strategy with outcomes that really impact our customers.
Site visits are scheduled at the time of purchase. We follow up if the first or second job for the piece of equipment isn’t scheduled yet. We go one step further and bring a sales rep and a customer service technician. Customer service focuses on a smooth operator experience. Sales focuses on gaining additional insights into what really matters to this customer on a job site.
What makes the company look like a hero to their customers? It is intentional about finding ways to solve problems, whether they have the answer or they can find the solution (key area #5).
Weekly or monthly meetings with team members help highlight the things that went well and the struggles that had to be overcome on each project. The notes go on the client file for future reference. This information is also shared with a key customer service rep who’s a spreadsheet whizz and collects the feedback to look for trends and opportunities.
The salesperson checks-in with the client. Encouraging them to share feedback and asking about support they might need to keep operating smoothly. This follow-up process allows the client to express their views and ask for additional help.
So when does the magic actually happen?
After a few months of this process being implemented, we start to see payoffs.
Your customers already thought you had great customer service. Now they’ve been blown away by how much you really cared about their success. Customers have commented that your team proactively solved issues they didn’t even remember mentioning.
The customer service rep spotted a trend: Some clients are having frequent breakdowns due to missing regular maintenance. In response, the Top Line team devises an opt-in maintenance reminder program for customers. After a successful soft roll-out, the program was expanded to include all equipment, even if it wasn’t purchased from Top Line, and monthly reports on maintenance approaching in the next 30 days.
Customers are signing up for the new monthly "low maintenance" plan. Top Line sends a customer service technician to tackle all the maintenance needs and updates their records.
Your customers are so thrilled about experiencing less downtime and costly equipment issues that they are singing your praises.
Your team morale has never been so high. Everyone feels connected to making this happen; they love the weekly meetings that share feedback from the field.
The customer is benefiting and your team is pumped about being part of the solution. This is what creating impact in just one key area can look like. This is what happens when we want to do more than just solve the immediate problems our customers are experiencing. In fact, we are committed to solving more than the internal problem (how they feel about the problem they are trying to solve). This is strategic problem solving that makes a real impact and sustains your company well into the future.
About the Author: Jeani Ringkob has 25+ years experience as a construction and agriculture industry business owner. She is a certified growth and brand strategist, Story Brand Certified Guide, Fix This Next Certified Advisor, and most of all, a raving fan of entrepreneurs that build our country, our economy and our world. Check out Jeani’s website, LinkedIn, and Facebook.