I thought it would be. Things seemed
aligned to serve my needs, to fit my desires, and fulfill the financial rewards
I’d set as goals. As it turns out, they’re not at all, and I have got to get this off my chest.
I was very intentional about this
business: help as many contractors as you can follow a better marketing path,
and success will find you.
Each year, customers increased,
staff grew, alliances strengthened, and the “returns” from input improved. I
haughtily looked over financials to see what we brought in, what it cost, and
count what was left. I felt that the success that found me was because I
must’ve showed it the way.
In
year three, it finally hit me.
There was something I had missed in
the early, overly-eager years that I feel would’ve forever altered this course,
changing the chemistry of this calling forever:
This business is not for me. It is
for others.
If you’ve ever been in a
relationship with someone for whom it was “all about them” (or even you!) then
you realize this is a short-circuit to disaster. Yet, if you’ve ever been
crazily in love, in a love that lasted – be in friendship, family, marital, or
your favorite pet – you’ll realize it wasn’t about “you” at all. It was how you
could serve, help, support, encourage and even be the “tough one” who spoke the
truth…in a sense of love that is hardly even aware of itself.
After this realization here, everything
became more about the customer and less about the dollars. We wouldn’t even
allow a sales meeting to mention dollars. Odd I know, but the only numbers were
people, customers, how many ‘items’, but never how many dollars. To me, this
elevated the focus.
I admit here before God and all of
you that we – meaning “I” – have failed sometimes. We’ve royally fouled up an
order, ticked somebody off for something, but have kept the “customer as owner”
mindset about things.
Soon, our guarantees became so
slanted for customers it was like I asked YOU to write them. It became fun to
think of business from your side of the desk.
In
year seven, it hit me again.
This spread into our positive desire
to inspire. During the economic “R” of 2007, we would not allow that word to be
spoken. To me, that word became pallbearer to the platitudes of excuse. Often during
that time I’d hear someone in business say, “If it weren’t for the ‘r’”, and
I’d think, “No, if it weren’t for YOU flailing at the wind of a condition…”
That was not said in arrogance, but in love of teaching a man not only to fish,
but fish deeper, smarter, more selectively.
This was the year I quit doing “on
site” consulting. At $9,800 for 2 days, I felt like Mr. Smug high-priced consultant
until I realized two things:
1.
The travel was getting to me (I missed a child’s
birthday, exactly once) and
2.
The price was a hurdle for those who really
needed it.
Using the “not for me” approach, we
introduced a few lower-priced products and launched our Coaching Program at $39
a month. This opened the door to hundreds more, and kept me and the Delta ticket
counter at a more comfortable distance.
In
year thirteen, it hit me again.
(Good thing I only need 5 or so year
between ideas.)
We formalized our Profit Sharing
plan for all staff. We went from an “Adams is Santa” approach to check
distribution at year end, to a rather more structured “Pay for Performance”
that reaches company-wide, measuring all on 5 solid performance ideals. Before,
the profit was for me; how much to distribute was for me to choose. The
accolades? Well, for me and my subconsciously prideful self.
I’ll not bore you with the details of this plan – because
essentially they bore me – but after 6 or so months, the changes are
significant. No, we’re not driving gold-plated Bentleys, but people speak
differently. They see efficiencies. They feel
customer loss. They celebrate testimonials and retention numbers. In other
words, more like owners. (Thank you Sandy Steinman, www.profitabilitypartners.com.
I am positive more positive changes
are coming, because this business is not for me.
As you tip back from your chair,
consider that the relationships you want to flourish are not “for you”.
Customers are not walking wallets, but people with needs you can fulfill.
Consider your staff not as overhead
anchors (though I’ve known a couple that I’d have volunteered to moor the
Titanic) but as mission multipliers. They are your hands, feet, eyes, and ears
where you cannot be, helping serve those in need. Even Jesus couldn’t be
everywhere; the ultimate outsourcer.
Your vendors are not the evil ones
milking and bilking their way into overcharges and underservice. (Unless of
course they are, in which case you’re CONDONING this behavior. We put a knife
in a $97k revenue stream earlier this year because of the horrific customer
service problems caused. Don’t ask.) Good vendors are your partners, further
extending your service platform.
This may all sound as if I am attempting
to lay claim to an idea documented as early as Solomon, but when you live it,
words become more real. I’ve made lots of mistakes, have many more to make.
It’s funny, experience is a tough teacher: you get the test first, and the
lesson later.
This last week, it hit me again
Fortunately, some lessons are
learned through those who serve as examples and mentors. A fast track to
learning. Last Sunday, a living example for me left this world.
And last week, we laid to rest a man who
was my father-in-law for 28 years. His kindness, extreme generosity, his
62-year marriage, and the inspirational example of love passed to his children,
prove unequivocally you can be accomplished and humble. You can be wealthy beyond
dollars. You can be great by making others feel good.
Your business is not for you. Your
marriage is not for you. Your gifts and talents are not for you. A gain awaits
those willing to give them to the rightful owners.
