LEADERSHIP: CUSTOMER PROFILING AND MUCH MORE

Published: 2007-04-10   please add a comment below

I've got clients I've worked with for decades.  This may reflect badly on their judgement.  But, for me, it’s a source of great pleasure.  I understand them and their organisation; and, how they think; what they value; when to listen and when to talk; and, in some cases, when to shout.  This enables me to add greater value.

One of the joys of being a sole trader is being able to excuse yourself politely from submitting a proposal or doing repeat work for a client, whose approach or values you can't respect.  In a large organisation, such decisions need wide consultation, but are equally important.  Unless you can commit fully to a client, distributor or alliance partner, you shouldn't do business.  The only good revenue dollar is the happy one.

A client relationship is a one of deep trust.  You must be willing to put their interests first, and go the extra mile.  But, what does this mean, day to day?

Here're a few suggestions.  For each, ask yourself what mark (say, out of ten), your customers would give you.  Get to know their organisation as well as your own.  Listen to their needs - spoken ones (like specifications) but also unspoken ones (like challenges they may have).  Tailor your products and services to meet their needs.  Recognise personal (as well as corporate) outcomes - not offering enticements but, for example, making deliveries convenient.  Finally, monitor satisfaction and act on it: apologise, if necessary, but above all address their problem!

Effective leaders, whom I've worked for, know and understand their customers, distributors and other key relationships.  But, it goes way beyond profiling.  They champion their interests and set an example for everyone else.  Do you?  What would your team say?

Here's a way to strengthen those relationships!

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®