Customer behavior gives you more information than asking questions May 31, 2007
Posted by Jeff in Client Value, Client retention, Communication, Decision-Making, Highest and Best Use.1 comment so far
My “buddy” Ankesh created a clever plug-in for WordPress blogs. It offers you the opportunity to donate a beer if you find value in a blog post. This isn’t the first time I’ve encountered this tactic. Ankesh has also included a feature that provides a non-alcoholic option. If I had my druthers, I would have a “baby needs a new pair of shoes” plug-in.
Our daughter is growing sooo fast!! 
.
She has already grown out of these shoes and another pair inside of two months.
In this particular post, Ankesh defends the plug-in’s value.
“It Helps You Know What People Like
If a few of your readers are willing to pay you $3 or $5 for a blog post, you can be pretty sure that many others will pay $10-100 for a more comprehensive report or an e-course.The beer plugin works as a signal – showing you which topics you should focus on more often.”
Here is the lesson
You may not be a tech-head or blogger, but if you want to have a better relationship with your clients, there is an important lesson here. The plug-in models “The Law of Two Feet.”
You can see the Law in action at a party. Imagine you walk into a large party. On one side of the room is the bar. On another is the band, with a dance floor in front. The food spread is on one wall. People playing board games are on another wall. (Hey, if I’m missing your favorite party activity just fill in the blank ).
Now, imagine if you are greeted by your host at the front door. He gives you one of two greetings:
- “Welcome, help yourself. Enjoy.”
- “What would you like to do first?”
What greeting is going to be easier to respond to?
As the party host, you never have to answer this. All you need to do is to see where people go. Clients take their two feet and walk themselves to the activity that interests them the most.
Behavior has a purpose: Need fulfillment
People behave to serve their needs. For your clients, acting on their needs and interests is much easier than answering questions. If you want to know how to frame a service for greater consumption or whether to offer a new product, provide your clients with options.
You will get much richer information than simply asking. And if you can charge for the option, that will make your market research that much more robust.
Someone you serve by any other name: customers, clients, or patrons May 23, 2007
Posted by Jeff in Bias, Communication, Conversation, Decision-Making, Highest and Best Use.1 comment so far
Adam, raised in important question about what term you use to identify the folks you serve.
The ensuing conversation completely reframed the way I view people who come in and out of my business. Isn’t it just semantics? Hardly.
The way we orient to an idea will shape how we view it, the identity we give it, and the actions we take in relationship to it.
Adam goes on to share the common definitions/usage of customer, client, and patron. The point he makes is well worth heading. The language you use strongly influences how you relate.
But I felt compelled to raise the following concern.
There are two sources of orientation
One source is yours.
The other source is your . . . well . . . the folks you serve.
In both cases, there is not only the “dictionary” definition, but also personal orientation. Let me give you an example of how much weight personal orientation can have.
My wife and I have this running argument (completely in jest, I assure you, it’s one of the games we play 
). We argue over how many uncles I have. As far as my wife is concerned I have none. My dad is an only child. My mom has one sister who has been divorced for many years. What I have, according to my wife, are great uncles. The male siblings or in-laws of my grandparents.
My parents are short on siblings. My wife’s family is different. Her mom has two sisters. Her dad has two brothers and two sisters. My wife needs to make the distinction because the room at Thanksgiving is crawling with all manner of relative. For me, the distinction is completely unnecessary.
As another example, when I hear the word, “patron.” I hear the Spanish word for boss, “patrón,” from my days managing a multi-cultural staff that included many Mexican natives.
Whichever term you choose, customer, client, patron, I think you have to go a step further than just use a term that best suits your feelings for the folks you serve.
Tell your story
Declare to the folks you serve why you choose the term you use.
Help your . . . folks you serve . . . reframe the value of the term that communicates your orientation to them (whatever you want to call them).
If it is important enough to you to choose how you refer to the “folks you serve” with great care, it should be just as important to communicate this orientation in a meaningful, integrated, reinforced way.
Ultimate Guide to Productivity May 22, 2007
Posted by Jeff in Decision-Making, Highest and Best Use, ulimate guide to productivity.9 comments
If you have ever seen the movie, Ground Hog Day, starring Bill Murray, you will know what I mean. If you haven’t, here’s a brief summary. Murray’s character plays a man who is forced to repeat the same day, over and over, until he gets it right.
Each morning, Murray’s character is reminded that he gets to start Ground Hog Day anew by hearing the same, lame radio shtick that awakens him at 6:00 AM.
Sometimes, productivity is about what you do not do
I couldn’t help but think of Ground Hog Day when I was invited by Karin to contribute to Ben Yoskovitz’s Ultimate Guide to Productivity meme. Now, to be honest, I’m still getting my feet wet with the world of blogging. Karin tagged (is that what you call it? J) me, but I am still a little confused about this meme thing. Fortunately, Chris Garrett was kind enough to educate me.
With Karin asking me (amazing the power of a simple request, eh? J), Chris educating me, and my favorite West Virginian Monk, Adam, contributing, I thought I’d offer my take.
Ground Hog Day without the alarm
“There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”
-Peter Drucker
As a student of human behavior, I have always taken an interest in how decisions beget decisions. Life presents you with options. Each decision you make influences the options you have later. Some decisions close options. Some reveal options you didn’t anticipate.
The value of looking at decisions and actions in patterns is that your efforts can be leveraged in a way that makes you more productive.
As an example, let’s assume you have a client that makes an annoying request of you. You have two options:
- Say nothing to the client and find a way to blow off some steam.
- Confront the client about the behavior.
Catharsis Loop
Saying nothing and blowing off steam is entry into the Catharsis Loop. As a result of the catharsis, your emotional brain has the notion that you have taken corrective action. Of course, nothing has changed for the client.
When your client interacts with you again, you respond with an elevated level of annoyance. You find yourself in the Catharsis Loop.
Ground Hog Day, but without the alarm.
Confronting the client
Confrontation can be done compassionately. Doing so gives you options that responding in silence does not. Confrontation also gives you an opportunity to condition future behavior and manage expectations. At the absolute best, you can serve your client in a truly meaningful way (read: help your client overcome unproductive habits).
Of course, this isn’t often efficient. The most immediately efficient response is silence and catharsis. It is also the easy way out.
My productivity tip helps you make the right choice.
Define your hierarchy of needs
In the throes of an interaction with your client, you are likely to have several needs:
- Keeping your valuable piece of mind,
- Serving the needs of your clients,
- Achieving your highest and best use,
- Utilizing your precious resources for optimal effect.
That’s just the tip of the iceberg. You likely can come up with many more.
So, the challenge is how to make the best decision in the present. Not everyone has a quick enough wit to confront compassionately in the moment.
You can only do this by identifying your prime need, and ordering your needs in a way most meaningful to you. Your decisions and actions will have a cumulative effect. If serving the needs of your clients is your highest priority, and you continue to maintain that priority in each episode, you can leverage your efforts.
Each decision begets decisions
Define and prioritize your needs. The more that you can be consistent in your priorities, the easier it will be constantly mindful of them.
The more that you can be mindful of your priorities, the easier it will be to do what should be done.
Leverage your actions.
And when that alarm wakes you up the next day, you’ll find yourself looking at February 3rd and a whole new life.
Tagging forward
Case Study: High Value Client Relationships: Nasal Strips May 8, 2007
Posted by Jeff in Client Value, Decision-Making, Highest and Best Use.add a comment
Sorry I’ve been so quiet lately. I caught a nasty virus that had me down for almost two weeks. Very rare for me. On the off occasion that I do get sick, it’s usually for just a day or two (not a week or two).
The last time I had a virus was a couple of years ago. At the time, there was this terrific little item: Breathe Right nasal strips with Vick’s VapoRub. The Vick’s was right in the nasal strip. How convenient!
Not only could I have my nasal passages held open, but I also had the blast of Vick’s. I always had the best sleep. Just what the doctor ordered when you are sick. I thought those little nasal strips were very helpful when I was recuperating.
It just wasn’t meant to be
For reasons that remain a mystery to me, this happy little marriage wasn’t meant to last.
The first thing I noticed is that they stopped making the nasal strips with Vick’s in large (my size). Anyone who thinks I could have squeezed my nose into the small/medium size the drug store had left on the counter has never come face-to-face (er nose) with my beak.
When I finally found the nasal strips with Vick’s, it was no longer Vick’s, but some mentholated substitute.
Sure, they are nasal strips. And, Yes, they are mentholated.
But, nothing beats the original.
I’ve spent the last two weeks doubling up on nasal strips and Vick’s so that I could get a good night of sleep.
A high value client relationship
Chris Garrett asked an excellent question on his blog, “Who is your blog for?” The point Chris came to is a valuable one whether you write for a blog or not.
What purpose does your work serve?
That purpose should be mutually beneficial. Beneficial for you. Beneficial for the client.
A case of lost value
The Breathe Right / Vick’s marriage had tremendous value. This was a case where a strategic alliance between two products produced value. Customer’s, like sick-ol’-me, reaped a benefit.
I can only infer that there was some loss of value for the folks at Breathe Right or Vick’s.
I’ve certainly experienced the impact on the quality of my life over the last two weeks.
Highest and Best Use
Another way to interpret Chris’s question is to challenge you to find your highest and best use. Your highest and best use is that place where your contribution to highly valuable client relationships is at its most optimal.
More on Highest and Best Use, and some of the unanticipated barriers to you achieving it.
Decision making out of annoyance April 26, 2007
Posted by Jeff in Decision-Making.add a comment
From the Lifehacker blog (plog, Amaz-og; whatever those Amazon kids are calling it these days) at Amazon.
Stand up to speed up meetings
2:08 PM PST, March 2, 2007
Weblog OrganizingLA suggests that the key to shorter meetings might be losing the chairs.
Instead of sitting at a traditional conference table, we took the chairs out of the room and ran meetings while standing on our feet. Well, the length of the meetings DRASTICALLY dropped, because people didn’t want to stand for long. Meetings went from 30-60 minutes to roughly 1/2 of that while still delivering meaty content.
So maybe you don’t want to stand up at every meeting you go to, but if your 15- and 30-minute meetings are more often turning into 1- and 2-hour affairs, instituting a few stand-up meetings here and there might be a smart solution.
In fairness, the Stand-up meeting suggestion was qualified. But, I doubt I’m alone among corporate refugees out there who participated in meetings where the topic of the meeting was to shorten the meetings. Why? So, folks can get their work done.
Dibert-ian irony aside, I always thought the purpose of a meeting was to get something done that could not be done by keeping everyone locked to their corner office . . . er . . . office . . . er . . . cubicle . . . er . . . bullpen desk . . . er . . . chair.
It seems to me that meetings should be evaluated on what they accomplish, not what frustrates you about them.
The next time you formulate a clever response to a problem, make sure you are addressing the right problem.
Who else has a hand on your wheel? April 26, 2007
Posted by Jeff in Decision-Making.add a comment
Owners Manual: Your Business
Chapter 1, Decision Making
You are the captain of your ship. You are sailing at sea. In command. Steering your vessel to wherever you want. You alone have your hand on the wheel.
Are you absolutely sure about that?
Do you know how you arrive at your decisions?
How do you know?
A cruise through your decision making process
Let’s assume the ship you are sailing is real, not a metaphor. (And you have no issue with motion sickness.) You are sailing in an archipelago and decide stop at Deer Harbor (a real harbor on Orcas Island).
Why Deer Harbor?
Because you are the captain of your ship.
Let’s test your decision making
In order to evaluate your decision to sail into Deer Harbor, you can do what most people typically do. Test your decision making after the fact. So, you have purchased supplies, had a sumptuous dinner, and enjoyed a quiet walk.
Feeling better about your decision?
Sure you do. But, it’s likely not because your choice turned out so well. Robert Cialdini’s consistency principle suggests otherwise. The human need to be consistent (read: appear rational) leads us to find justification for our decisions after the fact, regardless of how we made them. So, testing your decision after it is made is not as valid.
Let’s take a look at when you made the decision
If we turn the clock back, we can see who has a hand on your wheel. What are the influences of your decision at the time you make it? If you are the captain of your ship, you make the decision to steer for Deer Harbor, because you “felt like it” or because “you can.”
But if we study a snapshot of you at the moment you made the decision to head for Deer Harbor, we can take note of a few other factors:
- You are short on supplies
- It’s getting late
- You are familiar with Deer Harbor
- Deer Harbor has the best steak in the archipelago
- Deer Harbor is a short trip from your present location
- Your travel companion insists, and knows how to find the choicest berth in the harbor
That’s a lot of hands on your wheel, isn’t it?
Decision making is about choices. Sensible for one can be folly for another. The difference is criteria. When it comes to where you weigh anchor for the night, this analysis might seem a little trivial.
When it comes to how you make decision about your business or strategic issues about your clients, understanding your choices and how you come to them is absolutely critical.
Let’s assume you are vacationing as a sailor, but your day job is graphic design. How do you make critical decisions about your business?
By choosing your influence
Influences on your decisions can be plotted within a six cell matrix.
Loosely adapted from the six cell attribution matrix in Crucial Confrontations.
The items on the side (self, other, thing) describe the source of the influence. The items along the top (intent, ability) describe the method of influence.
How do these six influences impact your decisions (steer your ship)?
Will – (Self/Intent)
- This is the place where you really are the captain of your ship.
- The captain in you selects the port because of choice.
- The graphic designer in you chooses to take on a project because it looks like fun.
Capacity – (Self/Ability)
- This is the place where you do because you can.
- The captain in you selects the port because you possess the skill to navigate into harbor.
- The graphic designer in you agrees to take on some copywriting for this new fun assignment because you have some training.
Influence – (Other/Intent)
- This is where a decision is made because another persuades you.
- The captain in you chooses Deer Harbor because it is the closest port and your companion is eager to stretch her legs.
- The graphic designer in you accepts an assignment because your client appeals to your need to feel needed (i.e. “I need your help”).
Support – (Other/Ability)
- This is where a choice is made because another facilitates or impedes your decision.
- The captain in you chooses Deer Harbor because your travel companion knows how to find the choicest berth in Deer Harbor.
- The graphic designer in you accepts the copywriting portion of the fun engagement because you have a friend who is a terrific editor who has agreed to help.
Stimulus – (Thing/Intent)
- This is where a decision is made based on an inducement of some kind.
- The captain in you chooses Deer Harbor because it has the best steak in the archipelago.
- The graphic designer in you chooses to take on an assignment because you need the piece for your portfolio or the client promises follow-on work.
Bridge – (Thing/Ability)
- This is where a decision is made based on the basis of ease or difficulty.
- The captain in you chooses to berth in Deer Harbor for the night because it is the closest port.
- The graphic designer in you turns down the fun project because your schedule is full for the next eight weeks.
Why is it important for you to understand how many hands are at your wheel?
Every decision you make takes you closer or further from your highest and best use.
Being present during your decisions is critical.
Understanding the influences on your decision helps provide a base for your perspective. When you understand your perspective, you can change it when necessary.
Case Study, Toxic Behavior: Mike Nifong and Duke Lacrosse April 12, 2007
Posted by Jeff in Client Selection, Decision-Making.add a comment
The exoneration of three Duke Lacrosse players by North Carolina AG, Roy Cooper, in an alleged rape case and the “tragic rush to accuse” by District Attorney, Mike Nifong inspired this suggestion for a new term be added into the toxic behavior lexicon.
ni-fong / : [naye-fahng]
–verb (used with object)
- to levy accusation for purpose of fostering one’s own personal or political ambitions.
- to systematically withhold factual information that would reveal the truth.
- to accuse another of an egregious or criminal offense (such as physical violence) without any physical evidence or corroborating eye-witness accounts.
- form of toxic behavior whose damaging effects harm the lives, livelihoods, and communities of thousands.
[Origin: 2006-2007; see District Attorney for County of Durham, State of North Carolina)
]
—Related forms
ni·fonged, past-participle
ni·fong, noun
ni·fong·ly, adverb
—Synonyms: accuse, indict, incriminate, impeach, destroy, toxify.
—Antonyms: exonerate, tell the truth, maintain the public trust, act responsibly.
Humor aside: this is an astonishing, highly public, and costly example of the far-reaching damage that could occur from a single toxic act. Highly unlikely you will ever be nifonged, but even minor forms of toxic behavior can damage your life and business.
Fire Don Imus: The perils of emotive decision-making April 12, 2007
Posted by Jeff in Bias, Decision-Making.2 comments
If you haven’t heard of talk radio host, Don Imus, before, there is a pretty good chance you have heard of him now. For nearly 40 years, Imus has been an unapologetic equal opportunity offender. His crass, racist comments about the predominantly black Women’s Basketball team at Rutgers University have set off a firestorm of controversy.
The Rutgers team had an improbable run in the Women’s Collegiate Basketball Championship before losing in the Final game. Rather than basking in their accomplishment, they have been subjected to comments, that as a father, I would never want to hear about my daughter.
What I find notable, are the calls for Imus’ dismissal from Al Sharpton, Jesse Jackson, Democratic candidate for president, Barack Obama, and others. So, let’s consider the message being sent if Imus is fired.
Make a racist comment = Suffer the consequences (as in lose your livelihood).
Is this really the best course of action? Isn’t merely sanctioning words just a bit short-sighted? Do the consequences amount to little more than censorship?
How is the cause of confronting racism and bias best served?
By addressing the words OR addressing the thinking?
Does the end of bias come more readily from exercising the thought process?
Seems to me that an exercised mind is an open mind.
An open mind sees the character of a person, rather than the race or lifestyle. (bias exorcised)
Don Imus should pay a price. But his firing might send the wrong message.
What does this mean for you and your clients?
Think through your decisions.
Carefully consider your desired outcome.
Take the long view.
Don’t decide out of emotion.
Are You Operating on Interactive Autopilot? July 14, 2006
Posted by Jeff in Decision-Making.add a comment
I was sitting in my local bookstore/coffee shop reading . . . well . . . a book, when a lady came up to me and politely asked if anybody was sitting in the seat next to me. As another lady had left the seat a few moments ago with her belongings and had not indicated she was coming back, I politely offered, “not at the moment.”
To know me is to understand my response to this polite exchange.
I started chuckling. I had to contain my laughter so that I would not draw attention. I found this exchange—and my participation in it—absolutely hilarious.
If you put aside the courtesy motives, it was a perfectly useless exchange as both her question, “Is anybody sitting there?” and my response, “Not at the moment.” were plainly self-evident.
While our motives were courteous and friendly, this exchange belies the autopilot that humans often engage in when interacting.
This autopilot can sometimes lead you off-course.
Take the example of a client who acts inappropriately urgent. Sometimes this urgency—no matter how ungenuine—can leave you vulnerable to responding to a request at face value. In other words, to respond with your interactive autopilot.
Instead of acting on autopilot with your clients, you should always see motivation as part of the message. Learn what drives your clients behavior, and you can build far more mutually beneficial relationships.
One method of uncovering your client’s motives and needs is to facilitate the building of a needs hierarchy.
