Ask yourself, Do I know for sure what my customers believe and express about my company? Is mine the "supplier of choice" in the category beyond price or program dollars? How does my company measure up against competitors in specific areas of selection, supply and service? And what really was the basis for that lost account or opportunity?
Many customers tell us that you have no idea. And what they say about your company and what you think they say about your company is usually the difference between a race horse and a mule.
Last week, I spoke to a CEO who did not think a clean, unbiased read on his customers' perspectives was necessary. Translation: I am not concerned with what my customers really think. His company's market share was slipping, business was being lost, new accounts were costly, slow to acquire or hard to come by. Translation: I am in denial about customers' changing needs. My company is no longer considered a partner in helping them meet their competitive challenges. His sales team was frustrated with eroding customer relationships and lack of results in delivering their numbers. Translation: Our leader is isolated, out of touch, disconnected, and I am working harder than ever just to hold business. But jobs are in short supply so I better keep my head down and not be too frank with him about our company's failures.
This CEO’s boots were probably under his desk, still in their box, beautifully shiny but unworn. He took out his shiny boots from time to time to show his customers and team but they were clearly without wear and tear reflective of the hard, difficult task of listening to important straight talk. So his customers and employees smiled, commended him on his shiny boots and secretly concluded that this company was not really blazing new trails suitable to what some today call the Death Valley Days.
The most successful captains of our industry are those who make decisions based on accurate, unbiased feedback straight from the mouths of their customers. Yes, it takes courage to listen. But successful leaders insist on being absolutely certain about what past, current and future customers believe and express about their company as a supplier in a contracted economy. Only then can they get on higher ground to make clear-eyed adjustments that remove obstacles, shorten the sales cycle, retain and capture new business.
Higher ground comes only when you getcha boots on.
