Seth is wrong

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Photo by Daquella Manera

Well, maybe it is not very creative. Maybe I am an imitator. But some of the most successful people in the world built their careers on imitation. What am I talking about? The title of this post, is a spinoff of Seth Godin’s post titled: “Malcolm is wrong“. In that post Godin said that it doesn’t happen to him a lot. For those of you who follow this blog, you might know that this does not happen to me a lot too

But I really think he is wrong. What I am talking about. Godin’s post: “Wining on the uphills“. Here is the gist of it:

The best time to do great customer service is when a customer is upset. The moment you earn your keep as a public speaker is when the room isn’t just right or the plane is late or the projector doesn’t work or the audience is tired or distracted. The best time to engage with an employee is when everything falls apart, not when you’re hitting every milestone. And everyone now knows that the best time to start a project is when the economy is lousy. Most of your competition spend their days looking forward to those rare moments when everything goes right. Imagine how much leverage you have if you spend your time maximizing those common moments when it doesn’t.

This is not a sustainable strategy. If all we do is try and concentrate on trying to fix something that we have broken, even if we do the best fixing job possible, in the end – the customer will give up. If you get me upset once and fix it – you will buy my loyalty. If you constantly make me upset and then fix it, I will go somewhere else. I am willing to settle for a little less to avoid the trouble.

The focus should not be on the rare moments when everything goes right. It also shouldn’t be on maximizing those common moments when it doesn’t. It should be on making sure that those rare moments, when everything goes right, are not rare. That they are the standard. This, off course does not mean that a recovery plan in case things go wrong is a bad idea. But each and every such occasion should be directed to making sure you won’t have to go to your back up plans. To making sure the systematic failure is fixed. To making sure that the moments everything goes right are not rare.

Don’t fix problems, prevent them.

Elad

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