Is your business “essential”? I don’t mean the Federal distinction. I mean in view of those who you serve, because those are the only ones who matter. No matter how bad the economy or anything else in the future might get, is your business serving essential needs for your clients?
The people you’ve hired are a big part of what makes your business essential to your customers. Finding, keeping, and training people who love to take care of your customers is real work. Taking “good care” of them includes training, coherent management, “real wages” and benefits.
A business doesn’t pay “real wages” and benefits because someone else wants them to. They do it because it puts their team at ease, allowing them to focus on the quality, speed, and value of their work. A team that’s not worried about their job has more headspace to attend to their work. It puts a fence around them, making it hard for others to poach them.
Reach out to your very best customers. Call them or write an email that’s very clearly personal and not mail merged. Find out what their concerns are. Do they assume you’re going to be around? Remove any doubt. If you’re having problems, be square with them. You should be asking them if there’s anything causing critical problems right now. Are they things you can help with? Tell them specifically how. If you can’t, can you suggest someone who can? Be the one helping, not the one just trying to make a transaction happen.
You probably know the customers who are most on the edge. What can you manage to do for them? Even a small gesture that buys them a little more breathing room is worthwhile and will certainly be remembered.
Made in your image
When I see a company doing things that make them less essential than they could be, I tend to break down what they do well and what can they do better. In many small businesses, the capabilities and behavior of the businesses mimic the capabilities and behavior of the owner. Most owners are essential to our business – at least until our business matures. Some of this “made in your image” thing is good. Some isn’t. I battled it for years, as many of us do. One of the battles was over bookkeeping.
I’m not a fan of accounting. Accountants are fine. The actual work of accounting and bookkeeping always made me crazy. I know, I know. Seems silly given what I do. It is. Ever have one of those things you know you need to get better at even though you really don’t like it? That was accounting for me.
The thing is, accounting isn’t there solely to keep the tax man happy. The quality of your business decisions will improve substantially as your understanding of your numbers improves. No, I don’t mean the tax code and all of that. I mean the numbers that fall out of day to day operations. They all fall to your books. They’re metrics, but not the normal kind I talk about. Lots of metrics tell a story – and accounting does too. If you don’t listen to the numbers (including the accounting ones), the story won’t go how you want it to.
Mirrors reflect everything
I tell this story to reinforce that my company was a direct reflection of me during my “bleah, accounting” phase and that was not a good thing. It was important to work on (or delegate) the things that I don’t want to be reflected from me. Becoming essential means doing those things for your business.
Unless you’ve worked at it, your business reflects the things you’re good at, as well as those things you need to work on. The mirror reflects everything in front of it. Your business doesn’t have to, but you have to make a conscious decision that this is going to happen.
You have to choose which of your behavior your business reflects and which ones it does better than you. This will, of course, require some delegation or some training, or perhaps both. For me, it was both.
Your customers decide whether or not your business is essential to them. The behavior of your company and the value it provides to your customers is how they decide.
Mark Riffey is an investor and advisor to small business owners. Want to learn more about Mark or ask him to write about a strategic, operations or marketing problem? See Mark’s site, contact him on LinkedIn or Twitter, or email him at firstname.lastname@example.org.
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