Sales and Sales Management Blog

February 5, 2014

Book Review: People Love You

ImageJeb Blount in People Love You: The Real Secret to Delivering Legendary Customer Experiences (Wiley & Sons: 2013) masterfully sets out the most important customer service issue facing sellers today: “There is no loyalty when everything looks the same.”

From the customer’s perspective, Blount argues, virtually all products and services are identical.  Further, if you do happen to have a truly unique product or service, it will only be a very short time before similar products and services begin to compete with you.

If customers believe your product or service is like every other, how can you create a customer experience that will retain them when a competitor offers them a cheaper price or another color or a prettier package or better service or more bells and whistles? 

People Love You offers a concrete answer to how to retain customers in an age where not only products and services are virtually interchangeable, but every company and every seller promises world class customer service and to exceed their expectations. 

The answer?


I know, at first glance it sounds silly.

But it isn’t.

People Love You isn’t a pie in the sky gooey piece of sugar floating above reality in an ivory tower.  Blount builds a solid basis on how to create a customer experience with your business clients that results in an unbreakable relationship built on trust, solving real customer problems, and creating positive emotional experiences.

Blount lays the foundation for the book on Seven Essential Principles of Customer Engagement:

  1. You need your customers more than they need you
  2. Customers are people
  3. You are always on stage
  4. Customers act on emotion and justify with logic
  5. Customers do things for their reasons—not yours
  6. Customers don’t do illogical things on purpose
  7. Always give more than is required

With the foundation laid, People Love You then dives into the real crux of the book, The Five Levers of Customer Experience:

  1. Put customers first
  2. Connect
  3. Solve problems
  4. Build trust
  5. Create positive emotional experiences

The majority of the book is dedicated to fleshing out the five levers of customer experience and this is where the book really gets down to the nitty gritty of building a customer experience that will differentiate you from your competitors.

Blount says his goal in People Love You is to “teach you techniques for interacting with customers in a way that creates deep, enduring relationships.”  To that end “you must learn how to step into your customer’s shoes and to feel and see things from their point of view.”

Blount has written the book to deal specifically with the customer experience in the business-to-business marketplace and he succeeds masterfully in doing that.  But don’t think the book isn’t just as applicable to the business-to-consumer seller, for it is.

Whether you agree with Blount or you vehemently object to his argument that your product or service from your customer’s point of view is no different than your competitors, you cannot afford not to pick up the book and implement the lessons you’ll learn.


August 15, 2013

Guest Article: “10 Reasons Why Outrageous Customer Service Is All That Matters,” by Dan Waldschmidt

Filed under: Uncategorized — Paul McCord @ 3:09 pm
Tags: , ,

10 Reasons Why Outrageous Customer Service Is All That Matters
by Dan Waldschmidt

The single most important focus of your business is to deliver an amazing experience for your client.

That’s it. There is nothing else more important than making sure every memory of you by your customer is one of delight.

Now, that is certainly not easy to do.

Make no mistake — treating your customer in a way that creates delight is one of the hardest, most emotionally intensive talents that you will need to master in order to position your business for exponential growth.

It is in an investment that requires you to be “all in”.  There is no “playing it safe”.

Which means that sometimes you get hurt.  You are going to invest in a relationship that turns out to be one sided.  You are going to find out that they don’t care about you like you care about them.

If you are doing your job right, that is going to happen.

What makes delivering customer service even more of a challenge are the confusing and misguided ideas we get from business experts on the subject.

If you listen to the experts you hear that:

  1. You should only invest your best care in your best customers.
  2. You can’t please everyone.  Some people will never be happy.
  3. It isn’t profitable to provide amazing customer service to everyone.
  4. Better customer service doesn’t really make a difference in the long run. It’s all about value.

The experts would have you believe that business growth is all about a better business plan, focusing on profit, and more effective sales and marketing tactics.

But the experts are wrong.

The harsh reality is that customer experience is all that matters.  Not what you do or what you say or what your corporate policy recommends. It is all about how the customer feels.

That’s it. How the customer feels.

It is not what you do. It is how they feel.

Which is important to understand when redefining the idea of creating memorable client experiences.

Successful companies already understand this.

We know that Zappos built a billion dollar company by focusing on providing an amazing customer service experience.  But they aren’t alone.  So did Nordstroms, Whole Foods, Build-A-Bear, UPS, Costco, Southwest Airlines, Publix, Trader Joe’s, and

Get the picture?

Thriving, powerful, growing companies focus on the client experience.  They do whatever it takes to drive a memorable shopping experience.  They do it on purpose.  They make that experience the driving mission of their company

Here is what these companies know that the experts haven’t figured out:

  1. Better customer service is cheaper than more advertising.
  2. Training your people to be amazing is easier than teaching managers how to put out fires.
  3. Angry customers make it impossible for your employees to stay focused.
  4. It’s cool when you don’t have to bribe your customers and they still brag about you.
  5. You get the benefit of the doubt more easily when you’ve already been a bad-ass a few times.
  6. Empowered employees are cheaper to keep around.  And less crabby.
  7. Buyers want to do business with companies who are serious about “getting it right”.
  8. Spending more money on providing better service doesn’t “cost” you more.
  9. Sometimes the best customer service is a smile, not a discount.
  10. People will pay more to do business with people who make them feel good.

When you look at it like that, it’s clear.  Being amazing is the only thing that matters.

It’s the single fastest way to grow your business.

Amazing customer service should be your only mission.

Whether you realize it now (and do something about it) or wait until things crash down around you, it’s clear that nothing impacts your long term success like how people feel about you.

It’s not just about the money you make when customers come back.  It’s not even about how you change people’s lives for the better.  It’s about you allowing your dream to turn into reality.

By giving more, you create more.

More opportunities for amazing growth.

Dan Waldschmidt is President of Waldschmidt Partners International. As a business strategist, he solves

complex problems and delivers big results for organizations all over the world.  Find his blog here

October 15, 2012

Have You Noticed the Same Disastrous Change?

I grew up several decades ago during a time of social upheaval and change, a time when there was tremendous political and cultural tension, a time when there were riots and demonstrations and assassinations.  It was a time when one could have expected the long established social etiquette customs to break down just as the rest of society seemed to be breaking down.

But they didn’t.

I grew up in a major city with supposed big city values and the hustle and bustle of the big city.

But when I went to a store or went to buy a car or a home or anything else I found the vast majority of people who waited on me to be efficient, focused on their job, friendly, and wanting to help.  There was an expectation that service to the customer was paramount.  Every employer, as well as every customer, expected those working with customers to perform their duties in a manner that reflected well on the company and the employee.  If service was slow or rude or incompetent, it only took a single complaint to get results on the floor.

Of course there were some employees—and some companies too—that simply didn’t care.  They were slow, indifferent, uncaring.  But for the most part they were the minority

Today I live in a small city of about 130,000.  Decades ago small cities such as this were famed for their hometown feel and the level of service that went far above and beyond what we would have found in a large city.  When I moved to my current city back in the early 90’s there was a very high level of customer service and care in both the consumer and business sectors.

But something has radically changed in the way customers are treated, and it isn’t just where I live or just in Texas.  I notice it throughout the country when I travel, more so in some areas than others but it permeates the entire country. 

When standing in line at the grocery store, the person at the cash register is often more interested in talking to a friend or the checker in front or behind them than in taking care of the customer in front of them. 

The salesman at the car lot glances at his watch a bit too much because you’re taking up too much of his time. 

The person who called you to sell a copier sighs loudly when asked for an afterhour’s appointment because you’re busy and can’t meet them until after closing. 

The lady on the phone trying to sell you electric service says she is too busy to come by and pick up your old electric bills to give you a rate comparison and wants you to fax them to her to save her a trip.

I’m certainly not trying to condemn all sellers.  There are many great dedicated sellers out there.  But especially on the retail side—and increasingly on the business side—customer service isn’t dying, it’s dead.  Those who are simply there to get a paycheck now far outweigh those great sellers who are dedicated to their job.

What is the root of this change?  Is it a breakdown of society?  Of family?  Are employers to blame for not training and insisting on a high level of service?  Or are buyers to blame for not demanding respect and service?

More than likely it is a combination of all of the above.

Will we ever see a return to high customer service levels with attentive, well informed and committed employees as the norm rather than the exception?

I don’t know the answer—but I’m afraid it’s a resounding “NO.”

Now, am I simply an old codger who is missing all the great customer service out there?  What has been your experience lately?

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August 27, 2012

Guest Article: “Avoid Losing Sales: Why You Should Make Customer Service a Priority,” by Megan Totka

Filed under: Customer Service — Paul McCord @ 11:30 am
Tags: ,

Avoid Losing Sales: Why You Should Make Customer Service a Priority
by Megan Totka


Making a sale is only the beginning of the business-customer relationship. The end goal of any sales organization worth its weight is to bring in repeat business. This means fostering a presumed long-term relationship from the first call or meeting.

The reactions that actual customers have to what your business offers reflect more powerfully than any advertising campaigns. In an online world, this can be a dangerous thing. Just one bad review can negatively affect a business in ways that are basically immeasurable. So how do selling organizations prevent one (or two, or three) bad apple(s) from tainting the opinion of potential consumers? The best way is through a proactive approach to your online business identity. Here are a few ways to do it:

  • ·         Emphasize customer service. Do not assume that every person you hire knows how to handle difficult clients with tact and grace. It costs next to nothing to implement brief customer service training for all new employees that stresses the vitality of this dying art. Even a consumer that is furious about a faulty product can be calmed with a soothing voice or online persona. Head off bad reviews by anticipating the needs of employees at the outset.
  • ·         Be accessible. Show clients that you care about interaction by providing online and phone options. Some people would rather fill out a form online than pick up a phone. Others want a human connection immediately. Provide both options. Following a sale, generate an email with contact information and a transaction number. Make it really easy for dissatisfied customers to get hold of you and not become more frustrated in the process.
  • ·         Search your business on Google. Make a regular habit of “Googling” your company and look on the other search engines too. You will likely find your official website – but what else comes up? Check the first few pages of results. Research tells us that the majority of online users do not go past the first page of a search, and even less look past the second or third pages. Do the same thing a potential customer will do. If you find a bad review, continue to the next step.
  • ·         Take the reins. Buy more domains and flush out the bad links with your own positive ones. This is not an easy task to undertake, but a strategy that does work. Create blog accounts outside of your official page, maximize social media profiles and come up with secondary site ideas. With the right SEO guidance, your positive information will eventually trump the negative.
  • ·         Ask for input. This is a really easy, really inexpensive way to stay on top of customer needs. Do not wait for a decrease in business, or for a bad review to pop up. Find out in what ways you can better accommodate your existing client base and then get to work making it happen.

Customers that are scared away from your company after self-research are ones that you will never have a chance to win over. What’s more – you will never even know they were interested. Avoid losing sales by implementing intuitive practices. A few easy measures will ensure client loyalty while protecting your online reputation.

Megan Totka is the Chief Editor for She specializes on the topic of small business tips and resources. helps small businesses grow their business on the web and facilitates connectivity between local businesses and more than 7,000 Chambers of Commerce worldwide. Megan also specializes in writing articles about common-sense business best practices, from finding office furniture to hiring the right accounting firm.

January 18, 2012

October 7, 2011

A Simple Way to Distance Yourself From Your Competition

Every seller, no matter the product or service they sell, is looking for ways to demonstrate how they differ from their competition.  Most of us will go to great lengths to try to make our prospects and clients recognize how unique we are and how fortunate they are to be working with us.

In order to create that sought after difference we’ll talk up how great our customer service is, some will give out cute or useful freebies, others will bring in other vendors to help create the perfect comprehensive solution to their prospect’s or client’s issues.

Certainly we should be giving exceptional customer service.  The problem is every one of our competitors is claiming to have the best customer service also.

And by all means we should be doing everything in our power—including partnering with other vendors if necessary—to give the best and most comprehensive solution possible.  The problem is most of the time our prospects and clients don’t really grasp the true extent of our solution until after the product or service is delivered and has been in place for awhile.

But there is a much simpler way to not only demonstrate a real difference between yourself and your competition, but to give your client a very different experience than what your competition would give.  Furthermore, this strategy is so seldom used that it really stands out to the client.

What, pray tell, is the fabulous strategy that is simple yet can make such an impact on your client?

It is simply giving the client the purchasing experience they want rather than the one you think they want.

So simple, yet so few sellers do it because frankly they have no idea what their clients want to happen during the purchase because they simply don’t ask.

Yep, that’s it; couldn’t be simpler.

Most sellers mistakenly think they know what their clients want to happen during the course of the sale.  Ask a seller what their client wants and they’ll rattle off a number of things such as on time delivery, prompt service, a quality product at a fair price, a seller they can trust, and a number of other “expectations.”

These are so general that they are almost useless in defining what a client’s purchasing expectations are. 

What does “on time delivery” really mean?  Does it mean the same thing to each and every customer?

What does prompt service mean?  To one customer it may mean that a phone call is returned within 24 hours, to another it may mean the call should be returned within an hour.  To another client a phone call might be totally out of the question as they prefer to communicate only through email.

The fact is that no two of our clients have the same expectations but we treat them all the same because we assume we know what they want.

We never ask the most basic and simple customer service question—“What can we do to make this the exact purchasing experience you want?”

That question is asked so infrequently (some customers have never been asked that question) that many customers won’t know how to respond; they really won’t understand the question.

In that case you’ll have to ask some follow-up questions such as: “How do you prefer to be contacted, phone or email?”  “If something comes up and I really need to speak with you, is there an emergency number that I can reach you at?”  “Do you want me to keep you posted daily or weekly, or would you rather I only contact you if there is an issue or question that needs to be dealt with?”

Obviously the number and type of purchasing experience questions you need to ask will depend on the particular product or service being purchased. 

And a great side benefit is you can find out upfront if your client has an unrealistic expectation, and if they do, you can deal with it before it becomes an issue later in the sale.

If you want to really make a quick impact on a client and put yourself in a different category from your competition, quit forcing them to live through the purchasing experience you want to give them and begin giving them the purchasing experience they want.

It’s simple—just ask them, they’ll tell you—and then all you have to do is give them the exact experience they wan—and  that no one else can give them.  You’ll be a hero—and all you had to do was ask a few questions that you should have been asking every client anyway.

August 6, 2010

Guest Article: “Managing Your Most Valuable Asset . . . And You’ll Be Surprised At What It Is!”, by The Brooks Group

Managing Your Most Valuable Asset… And You’ll Be Surprised At What It Is!
by The Brooks Group

Did you know that the chances of making a sale to an existing customer are seven times greater than the chances of making a sale to a new prospect?  This issue, we’ll give you the tools you need to help your sales team manage and maximize this most valuable asset.

After watching some of the hard-fought races in the recent midterm election, it’s easy to forget that the real work of a politician begins after the votes are counted. It’s not the campaigning that’s most difficult – it’s delivering what you say you’ll deliver after the election. It’s one thing to crank out campaign ads and stump speeches, but as Lyndon Johnson once pointed out, “It’s easier to throw a grenade than to catch it.”

The same can be said of sales. In many cases, the most grueling and demanding part of dealing with customers is not in the sales process. It’s after the sale is made. And that’s when the hard work really begins.

How do you and your sales team manage accounts after they’re sold? Let’s take a look at some fundamental ideas that are essential to maintaining your accounts for the long haul. First of all, why do you need to do it in the first place? The answer to that is simple and straightforward:

  • Selling more to existing customers is easier than always having to find new ones.
  • Selling to existing customers is less expensive than constantly finding new ones.
  • Selling to existing customers creates more predictable income, known margins and cash flow.

Again, the analogy of the politician is helpful here. Generally speaking, the effort and resources that incumbents need to win an election are a fraction of what challengers need – especially if the incumbent has delivered on their promises while in office.

It’s the same in sales. In fact, according to Peter Drucker:

  • Your chances of making a sale to a new prospect are 1 in 14
  • Your chances of making a sale to someone who’s not currently a customer, but has bought from you in the past, are 1 in 4
  • Your chances of making a sale to a current customer are 1 in 2

Clearly for your sales team, customers are the absolute best prospects. It only makes sense to ensure your sales team does their best to hold onto them. let’s take a look at some strategies to help successfully maintain the customers you earn.

Here are 10 Principles for Managing and Maximizing Your Existing Customers:

  1. Fully buy into the concept that the hard work begins after the sale is made. Celebrating a sale is great – but execution and implementation are ultimately more essential than celebration.
  2. Work to establish an expectation that is reasonable to achieve and possible to surpass. Failing to meet your new customer’s expectations will probably kill your relationship quickly. Failing to exceed them could be detrimental down the road – especially when competitors are doing their best to lure your customers away from you.
  3. Never take any customer for granted. Go the extra mile and work to understand their dynamics, needs and demands. let them know they matter… they are important to you no matter who they are or the size of their account.
  4. Manage the details. These are the issues that, if not handled correctly, can first disrupt and then totally destroy the entire account.
  5. Master an understanding of how things really work within the account. Who are the power players? Are you being relegated to lower levels? How do you ensure that you and your organization continue to receive “top billing?”
  6. Anticipate issues. You should never be blind-sided in an account. There should be no surprises. If you have delivery or quality problems, you should know about them and deal with them before they ever have a chance to become an issue.
  7. Be proactive but not pushy. Look for opportunities and additional ways to make life easier, solve more problems or create more value for your customer.
  8. Stay on top of billing. Work with your accounts receivable department to ensure invoices are correct and forwarded on a timely basis. Check to ensure your customer is paying on time. Anticipate payment problems and solve them.
  9. Understand that things do change. Your relationship, value, profitability and long-term viability with the account can be enhanced or diminished by personnel or organizational change within the account. Anticipate it and do your best to position yourself as solidly and deeply as you can within the account.
  10. Make sure your assets don’t become detriments. Don’t fall prey to bending too much for the customer. Remember that providing extra free service or discounted products only establishes an expectation that will continue to spiral downward to the point that the entire account may be unprofitable and not worth pursuing. Try to identify opportunities within the account that either better position you or generate more revenue for you.

What’s the bottom line? Prospecting is short term. The sales process is longer. But maintaining the account, continually meeting your commitments and exceeding expectations is the long-haul way to limitless success.

This is the area where there is a fine line between selling and servicing. the most successful sales organizations understand that selling and servicing are not independent variables or strict “one or the other” situations. Instead, they are two sides of the same coin — one drives the other and each is of equal importance.

Remember this: your sales team has to work hard to earn the right to sell to their customers. Then they have to continue to work hard to earn the right to sell them more and ultimately use them as positive, productive referral sources. How valuable are they? They’re clearly the most valuable commodity that your organization has. So treat them right.

The Brooks Group is a leading sales and sales management training firm, home of the IMPACT Selling System, offers public workshops as well as in-house training for your team.  Visit their website.

February 24, 2010

Create a Powerful, Effective Follow-up Communication Campaign–A Free Webinar on March 23

Are you teaching your prospects and clients to pay attention to you–or to ignore you?

What do your follow-up communciations with your prospects and clients say about you and your value to them?

Every time you communicate with your prospects and clients, whether a phone call, a newsletter, an email, or direct mail piece, you’re teaching them to pay attention to you because you bring value to them or to ignore you because all you do is waste their time.

Join me on Tuesday, March 23 at 1PM Central for a FREE 1 hour webinar to learn how to make networking work.

You’ll Learn:
” Why your communications define who you are and what you’re worth
” Why you must have a formal, disciplined follow-up communication program
” Why you have to have several different ways to communicate
” Why you must NEVER send a canned, commercial newsletter
” How to create valuable communications that increase your value to your prospect or client

This isn’t a come-on to sell products or coaching. You’ll learn real strategies that produce results.


The webinar will be recorded, so if you miss it live, you won’t miss a thing.

Register HERE

January 19, 2010

Guest Article: “Why Customer Service Destroys Salespeople,” by Mark Hunter

Filed under: Customer Service,sales,selling — Paul McCord @ 10:30 am
Tags: , , ,

Why Customer Service Destroys Salespeople
by Mark Hunter

One position that has not been impacted by the economy is sales.  Ask any CEO and you will hear that one of their biggest issues is finding and retaining good salespeople. Something happened on the way to a sour economy: Too many companies learned the hard way that their salespeople didn’t know how to sell. Instead, their salespeople were good at taking orders and providing customer service.  There is nothing wrong with this approach, as long as the marketplace is always going to serve up new customers and keep current customers in business. Does that kind of marketplace always exist? Unfortunately, no.

As a sales consultant who works with a wide number of companies, I am not surprised with the current state of sales.  In the past 20 years, books and soothsayers have inundated us with advice saying that the best way to grow your company is through great customer service. (Think of companies like Disney, Marriott and Honda, just to name a few).  These are certainly great companies, and I’m personally an avid customer of each one.  However, if great customer service is all that is needed to win, then why is each of these companies struggling in today’s economy?

I don’t offer up this example to generate an in-depth discussion on economics and market share.  Rather, I put it out there to say that customer service alone is not going to help a company achieve its growth targets.  It is essential for salespeople to be focused on selling as their first priority and providing customer service as their second priority.

Selling is about digging in and working with customers to help them see needs they didn’t realize they had.  It’s about helping customers see how the solution for which they are looking can be found in what you are offering.  Selling is not about sitting back and taking orders based on what the customer wants.  If that’s selling, then there really is no need for a salesperson.  The entire process could be done on the internet or over the phone.  I know that observation just hit a sore spot to many of you reading this. Possibly, you’ve watched your industry be decimated by the power of the web. Nowadays, many customers can get what they want, when they want it and how they want it, all through their computer.

If your job was lost because of the internet, then let me share something that you may not like to hear, but is simply true: you weren’t selling; you were merely taking orders.  I am not putting myself on a pedestal, because one of my first sales jobs I thought I was a salesperson (at least, that’s what my business card said). In reality, I was doing nothing more than going around to grocery stores and taking orders from store managers.  I wasn’t selling. I was conveying information and providing customer service.

Today’s economy is crying out for salespeople. Are you someone who is willing to be assertive in making phone calls, meeting with customers, and spending time doing what I refer as the “deep-dive” with high-potential prospects to secure the really big business.  If a salesperson is not willing to go face-to -face with a customer, then they have absolutely no right to be in sales.  The only thing they are doing is hurting themselves and their employer.  The fastest test I know to measure a person’s aptitude towards selling is to ask them to explain in detail how they develop leads and handle cold calls.

When a company looks to outsource the lead generation process, or spend so heavily in advertising to try to create enough leads for everyone, then they are setting themselves up to fail.  Over time they will wind up with a sales team focused on capturing the easy sales. They do this by making everything a customer service moment.  This is akin to a pro-athlete thinking because they are a professional, they no longer need to stick to a physical workout program.   When a pro-athlete stops their conditioning program, they may not experience a falloff in performance immediately. Over time, however, the decline will be evident. The same is true for salespeople who are not routinely in the game of prospecting and developing new customers. They will lose their edge. The decline will be so slow that they won’t realize it is happening, let alone why it is happening.

Each client with whom I have the privilege to work hears this message:  The responsibility of finding and retaining new customers is the responsibility of every employee.  Salespeople by the very nature of their position must take the lead and be assigned weekly, monthly and quarterly goals of prospecting calls they must make.  Management owes them the tools that encompass an effective sales process. This process must include employees outside of sales whose primary responsibility it is to provide customer service. After all, salespeople should focus first on selling.  They need the time to achieve this realistic expectation.

Mark Hunter, “The Sales Hunter,” is a sales expert who speaks to thousands each year on how to increase their sales profitability.  For more information, to receive a free weekly email sales tip, or to read his Sales Motivation Blog, visit

October 2, 2009

Guest Article: “Client Service, Not Client Servility,” by Charles H Green

Client Service, Not Client Servility
By Charles H. Green

Most client-serving organizations I know make a pretty big deal about client service. For consulting, law, HR, IT, accounting, software, and salespeople in complex businesses—client service is right at the top of their list of virtues. And rightly so.

But—sometimes, things can get a little twisted.

What do you make of:

The administrative assistant who picks up the Officer’s laundered shirts and delivers them to him at the airport at 9PM. Regularly.

The project manager who hauls the whole team in on Sunday to re-work the slide deck. Regularly.

The senior officer who drops in on the staff meeting to “send a message about how much leadership cares,” but leaves early because “when the client calls, you know…” Regularly.

The salesperson who cuts price at the drop of the hat when the client demands. Regularly.

The VP who cancels his end-of-day wrap-up meeting with the new hire candidate on the final interview round because “I had no choice, the client changed our meeting date.” Regularly.

The manager who joins the training session late and slips out to take calls between blackberry-checks, because “we’re in the middle of a really tough client issue.” Regularly.

(The presidential candidate who, in mid-speech, stops to take a phone call from his wife on his cellphone from the podium. More than once.)

The key word is, of course, regularly. Any one of those examples can be held up as a case of client heroism. If, that is, it’s an isolated event. The problems come when it’s not isolated.

That’s when client service gets perverted into client servitude. And when we become servile, three things happen:

We continue to insist that we are in fact meeting the highest standards of service;

The client (or team, or associate) no longer respects us.

When respect is gone, our ability to be trusted advisors is quickly compromised.

Client Service Is Not Client Servitude

Great client service is doing things above and beyond; behaving in unusual ways when faced with unusual situations; and doing so selflessly, for the sake of the client.

An act of client service is an act freely chosen. In the long run, we do it because we believe in it as a way of doing business. But in the short term, in those cases where we might be better self-served by doing something else, and we still choose client service—that is true service.

Being servile is quite another thing. It means seeking out options to give faux service, so we can get credit. It means doing things not for their own sake, but for the credit it may garner us in the eyes of the client. It means getting our priorities wrong—seeing things as how we can help ourselves, not one’s clients or partners.

Synonyms for servile include sycophant, brown-noser, suck-up, flatterer, lickspittle and toady. Adjectives we use to describe the servile include obsequious, smarmy, devious, slimy, flattering and fawning.

We suspect those who are servile of dishonesty—of speaking falsely in an attempt at self-aggrandizement. Their motives are therefore bad. And ironically, their servility costs them in terms of respect from the very people they are most trying to impress. We don’t trust such people. And we don’t respect them.

We don’t respect them because they seem to have a low estimation of their own worth. They seem to need the approval of others to feel good about themselves. And if someone doesn’t value himself highly, then they could be wrong either about their worth—or wrong in their estimation. Neither is good.

What client takes advice from someone who doesn’t respect the worth of his own advice? What team member believes a senior who always subordinates all other value-adding activities to servility, calling it “client service?”

Clients take our advice for various reasons, but basically because they believe in our expertise, and they believe we have their best interests at heart. Being servile destroys both of those: because it is clearly self-motivated, it draws into question even our competence. After all, if our motive is client approval, might we not shade the data?

Most clients don’t want servants, they want partners. They want professionals who have self-respect, who have the courage of their own convictions, who can be trusted to speak the truth because it is the truth, not because it will get them approval.

It’s not that client service is unselfish. If I’m honest, there’s always a tiny touch of servility lurking around the edges of most client service I perform. It’s hard to be unaware of the value of being perceived as client-serving

The trick is to not be overcome by a need for recognition as one who serves clients. If we become slave to that recognition, then we have to that extent abandoned client service.

To be client service oriented is to do the next right thing, and to be detached from the outcome; particularly whatever benefit might accrue to me from doing the right thing.

This is the heart of it, I think. Client service is doing good for the client. We are not surprised when we get credit for doing it. But expecting good from it is Station One on the slippery slope, where the End-Station is doing it only in order to get credit for doing it.

Charles H. Green is founder and CEO of Trusted Advisor Associates. The author of Trust-based Selling and co-author of The Trusted Advisor, he has spoken to, consulted for or done seminars about trusted relationships in business for a wide and global range of industries and functions.  Centering on the theme of trust in business relationships, Charles works with complex organizations to improve trust in sales, internal trust between organizations, and trusted advisor relationships with external clients and customers.

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