So You're Really Good at What You Do?

On a referral, I called Rick, the account executive, to make an appointment while I was in New York to learn if his consulting firm could help our company. He suggested that we stop by his office at noon, and he'd "work us in." Ten minutes into the conversation, he threw up his hand to interrupt our explanation of the potential project: "Excuse me, I'm hungry. I'm gonna' get Susan to order in lunch; do you mind?" He picked up the phone, placed his order with his administrative assistant, and then covered the receiver, "You want her to bring you something too?" Twenty minutes later, his deli sandwich and pickles arrived, and he ate his lunch while we watched.

For several reasons, we decided not to work with him on the project. But we kept hearing rumors that his company is really good at what they do. So, two years later, we investigated his services again. I called the main number and left a message that I had another potential project to discuss. Two days later I received a phone call from Jim, "investigating" what I wanted. I told him. He handed me off to Susan who, he promised, would phone me later in the day. Susan never called.

Two weeks later, I phone Jim again. "Susan didn't call?" Jim probed. "She must be busy; I'll put together a quote for you myself by March 31." The quote arrived mid-April. It was boilerplate, which confirmed that he'd listened to nothing I'd told him about the project. I awarded the contract to his competitor.

In May, Jim called to "follow up," saying he'd be in town and wanted to drop by to discuss the project. "You've already made a decision, huh?" Jim didn't seem too upset about the prize going to the competitor. "Better late than never. Catch you next time."

Two years later, the same comments from mutual colleagues: "But they're really good at what they do." I tried for a third time to do business with the firm. This time I got the CEO on the phone. I gave him my name and overviewed the project. His response: "Sounds good. Send me your stuff, and I'll take a look." I sent it. He faxed a contract for me to sign, asking full payment upfront. I phoned and got his administrative assistant. "Do you typically ask for full payment upfront?"

"No," she said, "I don't know why Rick did that. I'll have him call." He called. I protested. He recanted. "OK, I know you. Just cross that part out." (He "knew" me from the earlier two failed attempts.)

I signed and faxed his contract back to him with a completion date of one month. At the two-week point, I'd heard no further word from him. I called Rick for a status report. Laura returned the call to tell me Rick had handed off the project to her. One week later, I phone Laura for a status report. She's vague but "working on it." I phone Rick to discuss my dissatisfaction. He never returns the call. Laura calls the night before the due date to say she'd be overnighting the work to me. The work is delivered on the agreed upon date, So You're Really Good at What You Do? and it meets the minimum standards. The invoice arrives before the thank-you letter or call.

An atypical story? I don't think so. They're a $40 million company, and some people think they're really good at what they do. But Rick broke every rule in the book, and most businesses wouldn't survive with that kind of nonchalance (not when competitors flood the field, when dissatisfied customers talk, when buyers demand more). Being "really good" at the core business can take companies only so far. Proper sales etiquette, though, is a quality that never goes out of style.

• Acknowledge calls promptly. Delays of four hours should be the maximum without some further explanation to the client.



• When you "hand off" a customer, follow up to make sure that the "tagged" person does make contact and that the customer feels good about and understands the reason for the transfer.
  
  
• Give periodic status reports.even when not requested. "No news" is not good news. Even if things are standard or you don't know the answer yet, your customers will always appreciate your being proactive in keeping them informed along the way.
  
  
• Don't gouge the customer (with price or less-than-expected terms or services). Even when recanting for whatever reason, you're conveying to the customer that price and service is determined by the situation or mood of the moment.
  
  
• Ask questions of your customers and listen to their answers. You may have "heard it all before," but customers do not enjoy "take a number" treatment. Customize. Customize. Customize.
  
  
• Be as prompt with your quotes as you are with your contracts.
  
  
• Meet deadlines.all of them.
  
  
• Stay in touch with customers. Ask them directly the type and frequency of contact they expect, so you understand the difference between being a pest and being persistent.
  
  
• Say thank you often.
  
  
• Put your customers' preferences and schedules ahead of your own.
  
  
• Keep the lettuce from between your teeth.
  

ARTICLE TAGLINE FOR DIANNA BOOHER

870 words
© Dianna Booher, Booher Consultants, Inc.

Author of 42 books (Simon & Schuster/Pocket, Warner, and McGraw-Hill), Dianna Booher, CSP, CPAE, delivers keynotes, breakout sessions, and training on communication and life-balance issues. Her latest books: Speak with Confidence®, Your Signature Life®, Your Signature Work®, E-Writing, and Communicate with Confidence®. For more information on Dianna and her programs, visit www.diannabooher.com or contact her firm, Booher Consultants, Inc., at 800-342-6621.

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