Achieving Business Excellence with John Spence

How Do You Want To Feel?

Here is a very brief video on two good books and one awesome question. I hope you will take a few minutes to try to answer this question and please feel free to share your thoughts in the comments section below…

I wish you every possible happiness and success – John

In case you have not watched it, here is a link to my recent video on:

The Five Keys To Business Success in 2016

 

I Am Never Right

Business IdeaWhen I first got into the training and consulting business I really believed that it was critical that I demonstrate an exceedingly high level of competence and a strong confidence in my ideas. Often times when a client felt that I was wrong, I would argue with them and defend my position with vigor in an attempt to prove that I was right and they were wrong. Then one day I had an epiphany…

I was not right.
Actually, I am never right.

The truth is there are often multiple right answers. My ideas are based purely on my opinion and every person in my classes has a right to their opinion too. Each of them has a unique background, with unique experiences and they have seen, read and learned all kinds of things I have never been exposed to. No matter what my answer is to a question, it is extremely rare that my answer is the only right answer.

As soon as I realized that, everything became easy.

I no longer had to defend, argue, persuade or attempt to prove that I was right – because I knew I wasn’t. Sure, I’ve had a lot of business experience, read thousands of books, worked in hundreds of different companies all over the world – but still, at the end of the day, I’m just giving a thoughtful guess as to what I think the answer might be. I could be completely wrong, I have been several times in the past, and I will be several times in the future. However, there’s also a very good chance that I will be right, or at least my idea will work well, perhaps as well or better than other people’s ideas.

Adopting this position allows me to be fearless, because it is impossible for me to fail.

I offer my opinion, I give some feedback, I suggest the very best ideas I can possibly think of, and then is up to the other person if they want to accept my idea or reject it. It’s just an idea. If they hate it, that does not matter at all, they are perfectly welcome to think that my idea is terrible. But here’s the most important point: that doesn’t mean I’m terrible or stupid or incompetent, it just means they didn’t like my idea. Big deal.

Luckily, the people that hire me are typically inclined to be interested in my ideas and most often think they are pretty good and even sometimes excellent. Again, that’s nice, but it doesn’t crush my soul if someone feels I’m completely off-base and have no idea what I’m talking about.

It’s just an idea…big deal.

I look forward to your thoughts – do you think I’m right?

On The Intolerance Of Mediocrity

5117ec57cab7b.imageI have spent the last 20 years of my career studying excellence. I have read dozens if not hundreds of books on the topic, interviewed CEOs, Olympic gold medalists, artists, musicians and other people who have achieved preeminence in their field. I especially enjoy spending time with world-class chefs who are insanely focused on producing only the finest dishes they can humanly make. Recently I read an article from one of the top chefs in the world that discussed how he built his restaurant into one of the most revered eateries on the face of the earth.

His simple four-step formula for excellence?

  1. Strive every day to be the best in the world.
  2. Be completely intolerant of mediocrity.
  3. Constantly innovate and push the envelope.
  4. Deliver a truly world-class dining experience to every customer.

I read that list and thought to myself that you could pretty much copy it, change number four a little bit, and it would apply to being excellent in nearly any business. But I have one big problem, its number two, something I believe in very strongly, but can cause a tremendous amount of stress in your life.

For those of us who want to be highly regarded at what we do, I believe it takes a complete intolerance of mediocrity, both in yourself and in those you work with. However, taking on that attitude means that you will often be frustrated and sometimes be seen as too aggressive or even a bully. I have been mentoring a young man that wants to be one of the top 10 chefs in the world and during a recent breakfast he asked me, “If I become one of the best chefs in the world, will any of the people that work for me like me?” And I quickly answered, “No, they will think you’re an asshole.” I know it sounds harsh, but it’s the truth. In order for him to demand near perfection and be completely intolerant of anything less than excellent, he will have to step on a lot of toes and bruise a lot of egos.

Which brings me back to…me.

I struggle mightily with this idea. I coach all my clients to stop tolerating mediocrity and to remove anyone on their team that is not a solid contributor to the success of the organization. According to a recent test I took, I literally broke the scale on self-competitiveness, so I obviously have no problem (or perhaps it is a problem) in pushing myself very hard to achieve excellent results. But I will say that my focus on making myself and my company absolutely the best I possibly can does make it extremely hard on the people that work with me and the vendors we do business with. I am accused by many of being too harsh, unrealistic and overly demanding – which part of me takes is a great compliment and the other part of me feels almost embarrassed about because I know how difficult it can be to work with me.

In the end though, I know that to achieve a high level of success I must be unwilling to settle for mediocrity. On the other hand I am coming to the realization that the distance between “Mediocrity – Good – Great – World-Class” has a lot of room for delivering fantastic work, without having to be constantly stressed and frustrated over not delivering world-class work. I understand now that driving for near perfection can often times drive people into the ground, yet if I challenge them to deliver the best they possibly can a level that I can accept as really, really great work – then I don’t have to be an ass. It’s a tough lesson to learn, but one that I’m working on.

What about you?

 

*** By the way, I have written a short and focused e-book with my best ideas and tools to help you build and sustain a winning culture in your organization. It sells for just $4.99. If you’d like to learn more about the book here is a link: Winning Culture e-book

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Three Business Fears

12311745_10153134220142466_849282776_o (1)I have just returned from a trip to Kraków, Poland where I was invited by the US Consulate to be the keynote speaker at the Polish American Innovation Bridge event. I also had the opportunity to give a speech at the Polytechnic Institute. I found the Polish entrepreneurs I met to be very energetic, enthusiastic and passionate about building businesses. However, there was one theme that ran through all of the comments and questions which was, “What happens if I fail?” There seemed to be an overwhelming fear of failure across the groups I spoke with. The event organizers asked me to focus on two special areas, how to handle failure and how to successfully network with other entrepreneurs and business people. It also seems that the current Polish entrepreneurial culture does not support the idea of win/win networking. Many of the students and entrepreneurs I talked to were very worried about sharing their ideas with anyone else and did not believe that other entrepreneurs in their community would be willing to help them, so in large part they decided to go it alone.

Earlier this year I spent a good deal of time in Australia and New Zealand working with business people and entrepreneurs there. I find it fascinating that they had almost the opposite fear: the fear of success. There is a saying that they have in Australia and New Zealand, “The tall poppy syndrome.” If you, as a poppy, grow too tall compared to the rest of the poppies, they cut you down to size. In these cultures if you are too successful it agitates the people around you who are not as successful and you are put under a great deal of peer pressure to conform to the societal norms of not sticking out. The question I kept getting in Australia and New Zealand was, “How do you think so big in America?” They just couldn’t understand the idea of wanting to grow a billion-dollar company or the desire to be hugely successful, and said that in their business culture colleagues often tried to keep you in a more “reasonable” frame of mind when talking about business growth.

Let me be very clear, I was extremely impressed in Poland, Australia and New Zealand with the very bright and talented entrepreneurs I met. They were curious and wanted to find out how to improve themselves and their businesses. And not everyone I met fits in the categories I mentioned above, but I did find it interesting to see the stark differences in the different cultures. What’s even more fascinating is that I have run into all of the same issues working with entrepreneurs in America. They are fearful of failure, afraid to be too successful and reluctant to share their ideas and ask for help from the other entrepreneurs and business owners around them.

So my question to you is, do you suffer from any of these three entrepreneurial fears?

I look forward to your thoughts – John

The High Cost of Poor Leadership

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I was recently asked by one of my clients to put together some statistics on the cost of bad leadership and the upside of excellent leadership. He needed this information so that he could help support an investment in hiring me to do an advanced leadership training workshop for his organization. I think that intuitively, most people understand that subpar leaders/managers obviously have a negative impact on the organization. However, when you look at how big the cost of poor leadership really is, then you begin to re-examine the importance of leadership development within the company. In order to review the high cost of poor leadership, I am sharing the information I sent to my client:

Poor leadership practices cost companies millions of dollars each year by negatively impacting employee retention, customer satisfaction, and overall employee productivity.

Evidence of the High Cost of Poor Leadership

According to research from the Blanchard Company:

  • Less-than-optimal leadership practices cost the typical organization an amount equal to as much as 7% of their total annual sales.
  • At least 9% and possibly as much as 32% of an organization’s voluntary turnover can be avoided through better leadership skills.
  • Better leadership can generate a 3-4% improvement in customer satisfaction scores and a corresponding 1.5% increase in revenue growth.
  • Most organizations are operating with a 5-10% productivity drag that better leadership practices could eliminate.

From other sources:

  • It’s a sad truth about the workplace: just 30% of employees are actively committed to doing a good job. Gallup’s 2013 State of the American Workplace report indicates that 50% of employees merely put their time in, while the remaining 20% act out their discontent in counterproductive ways, negatively influencing their coworkers, missing days on the job, and driving customers away through poor service. Gallup estimates that the 20% group alone costs the U.S. economy around half a trillion dollars each year. The single greatest cause for employee disengagement? Poor leadership.
  • Authors Rosen and Brown, for their book Leading People, compiled findings from more than a dozen studies that focused on leading companies from the Forbes 500, Fortune 500, seven hundred privately-held firms, and interviews at the three thousand largest companies in America, and Rosen and Brown found that current leadership is costing American companies more than half their human potential. To put that another way, improved leadership alone could double worker productivity. This translates directly to the bottom line. The single biggest influence on employee commitment and performance is the leadership skills of their managers.

From Harvard:

Quite simply, the better the leader, the more engaged the staff. Take, for example, results from a recent study we did on the effectiveness of 2,865 leaders in a large financial services company.

You can see a straight-line correlation here between levels of employee engagement and our measure of the overall effectiveness of their supervisors (as judged not just by the employees themselves but also by their bosses, colleagues, and other associates on 360 assessments). So, as you can see at the low end, the satisfaction, engagement, and commitment levels of employees toiling under the worst leaders (those at or below the 10th percentile) reached only the 4th percentile. (That means 96% of the company’s employees were more committed than those mumbling, grumbling, unhappy souls.) At the other end, the best leaders (those in the 90th percentile) were supervising the happiest, most engaged, and most committed employees — those happier than more than 92% of their colleagues.

*By Jack Zenger and Joseph Folkman

Employee Engagement croppedPreventative Action for the High Cost of Poor Leadership

It would be easy to deliver another twenty pages of statistics showing both the negative and positive impact of leadership. Even if some of these numbers are skewed, the impact of the high cost of poor leadership is still so significant that it warrants serious attention. I would suggest that for most companies today, a focus on improving leadership skills and creating a winning culture that engages employees is likely the single greatest area for organizational improvement, and the fastest way to decrease costs and increase profitability. The high cost of poor leadership cannot be ignored.


Free eBook Link for Building and Sustaining a Winning Culture by John Spence

How To Get More Customers

Small-Business-Owner-Regrets-and-DifficultiesRecently I’ve had several friends who own small businesses ask me how to get more customers. Since this is an issue that nearly every small business owner struggles with I decided to grab an article I wrote several years ago about “How to Win in a Local Market,” and updated with some new ideas and suggestions.

1. Figure out exactly who your key target customers are – the part of the market you want to own. The best way to do this is to look at your current customer base and identify the customers that you absolutely love, the ones that are easy to deal with, really like your products and services a lot, see value what you offer, are glad to pay the full price – the ones you wish you had lots and lots of more customers exactly like them. Then take the time to write down everything you can possibly think of that clearly identifies this specific target group or groups of customers. What is their age range? What kind of car do they drive? What do they buy from you now? What is their education level? Where do they get their information – magazines, TV shows, social media platforms, and websites? What groups do they belong to? What are their hobbies? Do they have kids? What sort of jobs do they have? (if you run a B2B company you’d want to learn everything you can about their business, who there customers are, how they are positioning their business in the market and who are their top competitors).The more you can understand about your specific target market and what motivates them – the better job you can do of serving them and capturing more customers just like them.

2. Another great way to understand what motivates your target audience – is to ask them! Again, identify a group of your very best current customers then send them a brief survey with these questions:

• What, specifically, are the top three or four reasons you chose to do business with us?

• How did you find out about our business?

• Is there anything we could do to improve your experience in doing business with our company?

You might want to add a few other questions, but the goal is to look over all of the replies and see if there is a clear pattern. If there is (and there almost always is), the answer to question number one is your brand. Your customers have just told you exactly why they buy from you, which is likely the reason that other customers like them would buy from you too, so make this the main focus of all of your advertising and marketing. The answer to question number two tells you where to invest your advertising and marketing dollars – these are the places where your target customers are looking to find out about businesses like yours. Question number three tells you exactly what you need to go back and fix right away to increase the loyalty and engagement of your current and future customers. This is extremely powerful information and unfortunately very few businesses ever take the time to actually ask their best current customers why they are customers and what they could do to increase their loyalty. It is always been one of my top business mantras: Whoever owns the voice of the customer owns the marketplace. Take this to heart!

3. Once you get all this information back, create a very detailed “Ideal Customer Profile” to help you understand and stay focused on the people who will make your business successful. Clearly describe exactly who your target customers are, why they do business with you, how they found out about you, and what you can do to continuously delight and surprise them – and then make sure everybody in your company understands that critical information and uses it to guide their daily actions and behaviors when interacting with your customers — and you use it to build your business and branding strategies.

4. Determine who your top competitors will be for those specific target customers, who is already servicing them right now? Then study those top competitors to deeply understand how they position themselves – what services they offer – what promises they make – what sort of value proposition they are currently bringing to the marketplace that is, for some important reason, winning over the customers that you want to win way from them!

5. Figure out how to clearly differentiate yourself from your competitors in a way that will raise the bar and recalibrate the customer’s expectations, and be sure that the way you differentiate yourself is of true value to your customer, as defined by the customer, not by you. Understand this: All effective strategy is just Valued Differentiation multiplied by Disciplined Execution. In other words, to win in the marketplace you must offer something that is unique, exciting and compelling – that is differentiated from all of your competitor’s offerings, hopefully in a way that is defendable so it is not easy to copy – that your customers truly value and are willing to pay money for… and then you must execute on that flawlessly each and every day for each and every customer. It’s a fairly simple and straightforward idea that is exceedingly hard to do successfully. This will be one of your biggest challenges in gaining new customers and running a sustainably successful business.

6. Create strategic alliances with people who, by the nature of the business they are in, can become wonderful sources of referrals to you. You want to get as many people like this on your team as possible… but you especially want to identify the top four or five “Opinion Leaders” who are the most influential sources of referrals for you so that you can get these very important individuals on your team and creating a constant stream of high-quality, targeted referrals that represent your Ideal Customer Profile. The best way to do this is typically to define the people who have the same general customer base as you and that you feel do an absolutely fantastic job at delivering something to these target customers – that is not in competition with what you do – or even better is a complement to what you do. For example, if you are an expert in building high quality pools, you can easily partner with many of the local builders in your area. If you make custom clothing, partner with your local dry cleaners and high-end shoe dealers. If you own an accounting firm, you want to be connected with the top bankers and financial advisors in your area. If you owned a boat dealership that sells high-end boats – partner with a local Mercedes-Benz dealer. These sort of symbiotic relationships with people who are highly connected to your target customers is priceless.

7. Also determine people that are in your direct area of competition – but that you do not want to compete against, and try to form strategic alliances with them so you can work together and be in co-opition instead of competition. For example, you own a great Italian restaurant but there is a fantastic Chinese restaurant on the other side of town, why not share gift certificates to share customers. No one is going to eat Italian or Chinese every single time they go out, so rather than competing, why not share the top customers and help each other be more successful. This is why you often see five or six furniture shops or restaurants in the same mall, they are all attracting more customers to their “destination” and thereby everybody gets more business. Can you do this with some of your friendly competitors?

8. Identify your key “Moments Of Truth” — the handful of key things that absolutely have to go right in order for you to be able to meet and exceed your customer’s expectation —  and create processes to make sure that they are delivered flawlessly — flawlessly – – – every single time. For example, although there are hundreds of interactions every time you go out to have a meal, pretty much every restaurant on the face of the word only has 4 moments of truth:

• Food quality

• Service quality

• Price / value

• Cleanliness

If a restaurant does lots and lots of other things right but messes up any one of these four items badly, they will go out of business. On the flip side, if they do these four things exceedingly well every single time, customers will overlook failures in a few other minor places. So here is the BIG question: What are the moments of truth for your business? The three, four or five things that you must do exceedingly well in order to create highly satisfied, loyal and engaged customers. Figure out those key moments of truth and make sure that everybody in your company works tirelessly to deliver them perfectly all of the time. (This is one of the most powerful business success ideas I know – if you can determine what your key moments of truth are and deliver them flawlessly you will build a strong foundation for a highly successful and profitable company. Make sure you work on this).

9. Position yourself as an expert, trusted advisor, partner and peer to your customers by continuously delivering them REAL value. If you are in a B2B Sales, add real value and assistance to your customers by helping to make them look really good and delivering massive value to their customers. The key idea here is the only person that can decide what is valuable… is the customer. It does not matter what you think is cool, exciting, fun, unique or valuable – it only matters what the customer thinks. So invest the time and energy necessary to get as close to your customers you possibly can and thoroughly understand exactly why they think that what you offer is special, unique, differentiated and valuable to them.

10. Be sure that every single time you do a superior job – and your customers tell you that you are fantastic – follow up instantly with a request for referrals. If they say “You’re awesome, thank you, thank you, thank you”… tell them that the very best way they can thank you is to tell 10 other people about how fantastic you are and recommend that they do business with you. Positive word-of-mouth referrals, are the single most valuable advertising/marketing vehicle there is on the face of the earth. A significant amount of new research indicates that 43% to 78% (that is basically half to three-quarters) of all purchasing decisions today are made by referral – word-of-mouth, social media, texting, email – people ask their friends and colleagues who they should do business with and basically “crowd source” even major purchasing decisions. You can pay hundreds of thousands of dollars to buy ads in every magazine in the world – but a handful of strong personal referrals from key opinion leaders will drive much more business than those as ever could. (By the way you still need to market and advertise – but word-of-mouth referrals, especially through social media, is incredibly powerful and will only get more so).

11. Keep close to your best customers. Check in with them regularly – talk with them – ask questions and LISTEN. Learn everything you can about why your best customers are loyal, and make sure you give them what they want, while them, delight them and consistently exceed their expectations (just slightly – you do not want to erode your profit margin by delivering more value than the customer actually wants). Then gently began to ask these fanatical “customer evangelists” to help you spread the word about how great your business is. If they love you and the products and services you deliver, they will be happy to tell their friends, family and colleagues about how awesome your business is. Turning your best customers into your marketing department is an incredibly powerful strategy, because no matter how good your advertising and marketing is, people will immediately believe their friends recommendations far above even your very best ad. Happy customers who tell everyone they know about how great you are can completely change the future of your business. This is another area you should focus on intently.

**I think this is a good place to make important point: For most of you reading this article the future success of your business will depend very, very, very heavily on the quality of the people that you can get, grow and keep on your team. Great products with terrible customer service = bankruptcy. Hire the best talent you can, train them constantly, treat them fairly, pay them fairly (10% above or below what they would make to do the same job at another company) and empower them to go out and take care superb of your customers. Here is an extremely important point: The customer’s experience one never exceed the employee’s experience. 

“Hire top talent – create a winning culture that engages and empowers them – focus them intently on delivering superior customer service – then hold them accountable for executing on your moments of truth every single day for every single customer.”

12. Become a student of every other business you interact with. What are they doing well that you can adapt to your business? What are they doing poorly that you want to make sure you’re not doing to your customers? Every time you buy something, go out to dinner, order something online, interact with a vendor – it should be a lesson on things that you can steal and apply in your business – or things to avoid at all costs in your business.

13. Track everything I just told you about. Don’t go on instinct or gut feelings, collect data and facts on what is working and what is not – as measured by customer satisfaction scores, profitability and other key metrics. It does not matter what you “think” is working, it only matters if your target customers think is valuable and are willing to pay money for!

14. Once you figure out what works best for you – what truly leads to gaining real market share and significantly increasing profitability – focus like crazy on that area and get better and better at it every day.

15. Lastly, never stop doing everything on this list. Markets exchange, new competitors enter the market, customer’s requirements change – and you have to be able to change with them. Things move really, really fast so agility, adaptability, continuous improvement and ALWAYS listening to your customers is essential to the long-term success of your business. What makes customer’s super happy today, might very well make them very angry next month – so you have to stay on the very cutting edge by knowing more about your customers and your market than anyone else you compete against. Although extremely difficult to do – this is not optional!

I hope you found some of these ideas helpful and that you will share them with anyone you can think of in your network that you feel would find value in them too.

As always, I look forward to your feedback, ideas, comments and suggestions. Thanks so much — John

How to Build a Personal Advisory Board

mentor advisor, mastermind business successI received an email this morning from a colleague who was asking about how to expand their network and specifically how to create an “Advisory Board,” of key individuals with specific expertise that could help him be more successful in his career. I get a lot of inquiries about this subject so I thought I would give you some brief advice about how to at least get this process started.

Step One: Determine exactly what you are interested in learning about. It does you no good to simply connect with people hoping that they might be able to add value to you, so it is important that you take the time to sit down and think through the skills, capabilities, information and expertise you hope to gain through your advisory board.

Step Two: Once you have a very clear idea of exactly the kind of person you want to meet, send a clear and focused note to everyone in your current network asking them if they know anyone who possesses the skills and experience you are looking to learn about and might be willing to assist you as a mentor or on your Board of Advisors (Basically a group of mentors).

Step Three: When one of your current contacts identifies a potential advisor, do as much homework as you possibly can on that person before you get introduced to them. Google them, check their LinkedIn profile, see if they have a Facebook profile, ask your contact for any and all information that they will share with you – before they make the introduction. And then create a very clear and specific outline of what you hope to learn from this person so that your contact can make a solid and compelling introduction on your behalf.

Step Four: Once the introduction is made be extremely respectful, do not waste one minute of their time, explain exactly what you’re hoping to achieve, and then ask them what they are interested in learning more about so that you can work as hard as you possibly can to help them gain new information and ideas that would be of value to their personal and/or professional growth. Remember, for a networking or advisory relationship to be successful you must give as much or more value back to the person who is advising you as they are offering to you. You have to make a significant effort to constantly be on the lookout for ways that you can help them, bring them new ideas/information and introduce them to other people that they might find value.

Step Five: Once you create a solid advisory/mentoring relationship with this new contact, and you feel comfortable that you have gotten to know each other fairly well, ask them if they would introduce you to three people they feel would also add a lot of value to your growth and who would enjoy spending time with you and find value in the kind of information you would bring to them.

Step Six: With each of these new contacts go back to step three and repeat the process over and over again. If you do this diligently, and always strive to add as much value as you possibly can back to your mentor/advisor, you will look up in a few years and your network will have grown exponentially and you will have a handful of very key advisors who could literally change the trajectory of your career and life!

I hope you found this helpful, and if you did please share it with everyone in your network.

Thanks so much – John

Do You Really Want To Be The Best In The World?

Business tips and helpDuring the past 20 years I have done hundreds of strategic planning retreats and often times when crafting a vision statement my clients will decide that they should set their BHAG (Big Hairy Audacious Goal) to become number one in the world in their field. This sounds really nice, and for a very few organizations it is attainable, but most organizations will never, ever be number one in the world at what they do. And to me, that is absolutely fine.

Yes, you just heard a guy who teaches excellence for living say that it is perfectly acceptable to be slightly above average. The hard truth is, it is insanely difficult to become the world leader at just about anything. It takes massive amounts of work, huge sacrifice, incredible focus and a truckload of grit and persistence. Just take a look at anyone who has achieved the top slot in the world at what they do and you will see someone who has dedicated their entire life to the attainment of true excellence in their field.

A great example that has been used a lot lately is the United States Navy SEALs. I have seen countless articles in recent months about SEAL discipline, SEAL leadership, SEAL dedication and all of the other factors it takes to be an elite Special Operations soldier. Here’s the deal, the reason they call these people “elite” is because very, very, very few people are willing to pay the price necessary to become a Navy SEAL… and the same goes for an organization that wants to become, as one of my clients said in their vision statement, “The intergalactic expert on_______.”

Now don’t get me wrong, I think excellence is, well, excellent. I think that every organization should strive to be the very best they can be. But I also think running an above average business, that is highly profitable, takes great care of their employees, delivers real value to their customers and contributes to their community – is just as excellent.

So don’t stress so much. You don’t have to be the biggest or best in the world, you just need to run a good, solid and sustainably successful business. That is a major accomplishment in and of itself, so be very proud of it.

What are your thoughts?

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Delivering Business Excellence

11127664_10152747300417466_255902195476459028_nI recently stayed in the best Best Western in the world. I was in Hamilton Canada to give several speeches and stayed at The Best Western Premier C Hotel by Carmen’s and was absolutely delighted. As someone who spends more than 200 nights a year in hotels, I’m a very seasoned and somewhat cynical guest, to me the hotel and restaurant business just does not seem that complicated, yet so few of them seem to understand that. Here is all I really want…

Hotel: easy check-in, professional and friendly staff, clean rooms, free high-speed Wi-Fi, double pane glass so my room is quiet, and a uber-comfy bed.

Restaurant: good food, very good service, reasonable prices, exceedingly clean, quiet with a relaxed ambience.

You deliver these things and I will love you forever, and the folks at the Best Western Premier C absolutely nailed them. So here’s my question for you…

What are the handful of things that you must do consistently do to delight, enthrall, surprise and satisfy your most important customers?

Let me break that down a little bit…

Handful of things: the three, four or five Moments Of Truth that make or break your relationship with the customer. Every business has a few limited things they absolutely MUST do flawlessly to create loyal, engaged, and satisfied customers. What are they in your business?

*By the way, there are external Moments Of Truth that you must deliver your customers, but there are also internal Moments Of Truth that your staff needs to deliver to each other… in order to be able to deliver the external Moments Of Truth to your customers.

Consistently: it does no good if you only deliver the Moments Of Truth every now and then, it must be every single time for every single key customer. This is why I teach at all of my classes that: if you want repeatable success, you must have process. You have to have the systems, checklists, processes, procedures AND training to ensure that your employees know exactly how to deliver the Moments Of Truth flawlessly.

Delight, enthrall, surprised and satisfy: the goal here is to deliver what is most important to your customer in a unique and highly valued way. However, the only person who really knows what this entails… is the customer. That’s why one of my very favorite quotes is:

Whoever owns the voice of the customer, owns the marketplace.

Most important customers: not all customers are created equal. If you’re going to spend the time, energy and effort to deliver the Moments Of Truth flawlessly, you want to try to do this for all of your customers, but it is essential that you do it for your most important target customers. These are the customers that value what you deliver, are willing to pay for it, are easy to deal with and have the ability to tell lots and lots of people about how great you and your business are.

While in Hamilton I interacted with the staff from the Best Western Premier C Hotel by Carmen’s, the Baci Ristorante and the Hamilton Convention Center by Carmen’s and was truly delighted, enthralled, surprised and satisfied in all of my interactions. From front desk staff, to the servers, to the housekeeping crew… everyone was professional, extremely customer focused and had a great positive attitude. Can you say the same about everyone that works for you?

As someone who teaches business excellence for a living, it was a joy to see an organization that clearly understood how to deliver exceptional service and a wonderful guest experience. Here’s the kicker, when I talked to the manager he made it clear that the main reason for their success was to cut out all the clutter and just focus on the fundamentals. When I stepped off the elevator on the third floor to go to my room I was greeted by a giant quote painted on the wall (which just so happens to also be on the back of my business card!) that summarized their philosophy:

Simplicity is the ultimate sophistication.” – Leonardo da Vinci


Free eBook Link for Building and Sustaining a Winning Culture by John Spence