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BUSINESS IS PERSONAL MARK RIFFEY
HOW IMPORTANT ARE THE
WLITTLE THINGS?
and care taken for the rest of each home? Your impression might be wrong – but changing that impression is tough. A business with poor “curb appeal” may never get a chance to improve the impres- sion they’ve left.
That’s exactly what little things can do. They have a knack for sending a big message to your clients.
Prioritization by Impact
Big things matter. If you think back over your career, I’m sure you can think of a number of big issues that started out as little things that were left to fester. But which ones? It’s critical to separate the little unimportant things from the little things that can fester into big ones. And how exactly do you do that? One of the most important prioritization skills you can develop is the ability to determine which of these little things are unim- portant and which need to be dealt with before they create big problems.
I tend to look at the impact, rather than the size.
If something small is likely to impact a number of people, it won’t be small for long. That’s the kind of little thing that requires short-term attention. Little things to you, your team and your busi- ness might be big things to your clientele, which speaks to your awareness of client needs, wants and expectations.
If something small isn’t communi- cated, it can become something big sim- ply by not letting your clients know about it – and know that you’re aware of it. Even if you believe it’s a little thing, commu- nicate anyway. This gives the client a chance to say “Thanks, no problem” or “Hey, it’s not a big deal in and of itself, but it’s going to create another problem that causes a big impact.” The incremen- tal cost of that brief advisory to the client is tiny. The return on investment on that communication can be sizable if it helps keep a small issue from morphing into something ugly.
The return on investment is obvious if...
• You only identify one of these situa- tions per year and it results in keeping a client you might have lost.
• You retain one sale a month by cat- egorizing these little things and taking action on the important ones.
E OFTEN LET LITTLE things go because we have “bigger sh to fry.” We priori-
tize tasks, clients, products and services over others of the same sort because we have to. Prioritization of what’s import- ant today over what might be important tomorrow, or even later today, is perfectly normal. We have to do it.
The challenge with little things is that they add up, particularly when they’re repeatedly set aside. They have a way of ganging up and creating momentum, as if they were a colony of ants. Together, a colony can move things much larger than any single ant.
“We cannot allow any error in judgment to delude us into thinking that ‘letting the little thing slide’ would not make a major di erence.” - Jim Rohn
What Little Things?
What sort of little things come to mind for you as important for your business?
For me, the little things that mat- ter are those things that tell me what the business thinks is important. Every business says the customer is important, but how do they prove it? Do their words match their actions? Little things are a great place to sort this out.
Little things explicitly communicate what’s important to the owners of the business. They tell me about the culture of the business and paint a picture of what’s important to the business’ man- agement team. These things indicate how hard the ownership and management has thought about what their customers need, want and expect.
Their consideration of and empha- sis placed on these things is re ected in the sta ’s behavior. Their behavior is an indicator of the quality of manage- ment. It signals management’s emphasis during sta training, as well as the qual- ity and frequency of that training. All of this points at the importance placed on serving their clients’ needs, wants and expectations.
Think about the curb appeal of a house. Consider your impression when stopping in front of a home with a weedy, un-mowed yard. Now think about the impression you have when viewing a nicely manicured one. What does that tell you about the upkeep, maintenance
“IF SOMETHING SMALL IS LIKELY TO IMPACT A NUMBER OF PEOPLE, IT WON’T BE SMALL FOR LONG.”
Want to learn more about Mark or ask him to write about a strategic, operations or marketing problem? Email him at mri ey@ atheadbeacon.com.
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SEPTEMBER 21, 2016 // FLATHEADBEACON.COM