Al Cleinman's Blog

Hey, Help an Uncle Out!

My nephew, Jordan, is 15 and is a car nut.  He's a very bright young man with lots of entrepreneurial energy.  He's been writing a blog about high performance cars for some time.  I told him that I'd make him famous...so I need the help of my readers.  Please check out Jordan's blog.  It's full of information, videos and interviews about really cool cars.  Your encouragement may help to launch the career of the next Lee Iacocca.  Thanks!

Jordan's Big Bad Auto Blog

First Impressions Count!

The other day, I found myself in Marlborough, Massachusetts for one of our Business of Eyecare Forum events.  This program, a one-day practice leadership "university," is loaded with lessons on how to deliver a lasting and memorable patient/customer experience.  The event was held at the Best Western Plaza Hotel and Trade Center, apparently about the only facility available in the area and large enough for our event.

This facility is on a large property, so the driveway is quite long.  As I turned off the highway into the driveway, I'm met with a large BANG!  My first impression of the hotel is a pothole.  From the sound, I was convinced that it was the size of a Volkswagen and that I'm now in need of a front-end alignment.  As I proceed up this quarter-mile long drive, I begin having to reach back to my country-road driving experiences; dodging pothole after pothole.  The driveway is a virtual obstacle course.  Needless to say, having just bought a new car, I wasn't very pleased with the fact that my expensive high-performance tires were taking a beating.  Worse, though, was my concern for the 200 participants of the Forum.

This first impression set the stage for my entire hotel experience at the Best Western Plaza Hotel and Trade Center in Marlborough, Massachusetts.  If management/ownership is so blase about their driveway, the very first thing that a visitor encounters, what else were they missing.  Well, I certainly began noticing all that was wrong with the physical plant (yes, it's old and tired).  And, in spite of the good service by attentive staff, my overall impression of this facility and it's management was very, very poor. 

My negative perspective of the hotel was exacerbated when I placed a call through the front desk and tried to meet with the General Manager, Mr. Rick Skinner, to share my concerns over the driveway.  In spite of the fact that we were the only significant customer at the hotel that day; and in spite of the fact that we were spending tens of thousands of dollars at his hotel, Mr. Skinner chose to respond to my query with what amounted to "I'm busy...have him speak to someone else."  Now, Mr. Skinner had the entire afternoon to respond to my query and chose to do otherwise.  Like the potholes, his attitude didn't sit very well with me.  Perhaps he was busy filling potholes or making arrangements for their repair, but I don't think he was demonstrating very good leadership...to his team or his customers. 

Yes, I had the choice of speaking to another hotel employee about my concerns.  I also had the choice of not doing anything.  After all, I'm sure that Mr. Skinner and his owners are aware of the potholes and the overall condition of their hotel.  But, instead, during my morning workshop on Secrets of High Performers (and likely during the 20 or so similar events that we'll have over the coming year), I used the hotel's condition and Mr. Skinner's approach as an example of how important it is to maintain a quality environment...to see your facility through your customers eyes...and to be open to listening to your customers. 

And, of course, I'm now using this experience as a lesson on brand-destruction for my loyal readers. 

In the old days, a negative experience was thought to have been told to about 15 people.  In this particular case, I'm sharing it with over 30,000 readers.  Blogs, Facebook, Yelp, etc. have totally changed the power of your customers ability to impact your brand; both positively and negatively. 

First impressions count.  Listening to your customers counts.

What Words Should You Use?

In English, as with many other languages, the same word can mean many different things.  As just one example, the word "set" has over 450 meanings in the Oxford dictionary.  Words like run (396), go (368) and take (343) also have many, many meanings. 

Likewise, subtle changes in our languaging of marketing messages can have a dramatic impact on results.  I remember reading a study which reported that when stores changed their greeting from "may I help you" to "have you been in before" sales jumped by 15%. 

In marketing, thinking like your reader and communicating in terms they understand is key to generating the responses you desire.  For instance, many of your websites list "conjunctivitis" as something that you treat.  While the use of the word is technically correct, reality is that consumers understand "pink eye" far more than "conjunctivitis."  Further, when you communicate in emotional terms, results will soar.   We buy on emotion.  We rationalize our purchase with fact. 

This short video has a variety of profound messages, including the power of the careful use of words in your marketing messaging.  Enjoy!

Change Your Message

Milk for Twice the Price

During my lectures around the country, I often discuss the importance of branding and delivering value.  My audiences are often surprised when I describe that every consumer seeks luxury and that even to a homeless person, luxury is important...and might be defined as a clean pair of socks.  I talk about $40 a bottle water and $5000 hamburgers.

Those that think luxury is dead are grossly mistaken.  And those that think the new economy has eliminated the role of luxury are missing tremendous opportunity.  What's largely missing in our industry, is that we don't describe or offer our products using  luxury terms.  BOGO and discounting are easy; but these tactics only serve to destroy our universal industry brand.  To the average eyecare consumer, our industry is thought of as just above that of the proverbial used car marketplace.

Well, here's another example of how savvy marketers use luxury to define their product and...charge accordingly.  Enjoy the read.  And take action with what you learn.

Luxury Milk

Workin' Nine to Five...NOT!

I grew up in a very historical little village in upstate New York.  My parents were the grocers in town.  They generally worked 777...that's 7am to 7pm seven days a week.  Their biggest income year would have placed their earnings at somewhere just north of $9 an hour in today’s dollars.  They toiled at their trade for over 30 years; with my mother carrying on after my father’s passing.   

I remember the phone ringing one evening near 11pm.  “Helen (my mother’s name), I don’t have milk for the kids for breakfast, would it be too much trouble for you to open the store?”  I watched my mom get redressed and head off to open the store for a $2 sale on which she would have made about 10 cents. 

My parents store was, at times, the town coffee shop, community center, telephone booth and babysitting service.  On the side, my mother also owned an antique business in partnership with her sister.  The Valley View Antique shop started in an old chicken house in our backyard and ultimately was moved next to my parents grocery store in what is known as "The Gilbert Block (photo above).  It was run daily by my grandmother, who continued to work every day until she was in her late 80s.  My mother could often be found selling her wares at antique shows and flea markets on the weekend.  My father was always selling something door to door; be it shoes, greeting cards or candy.  On several occasions, when times were really tough, my father would take a hated factory job to make ends meet.  When Webster searched for an example of the word “frugal,” my parents and grandparents were on the short list.

Literally starting with the money in their pockets, my parents built a business that worked for them.  They raised 5 productive kids, purchased and maintained a modest home, supported a community and, while never really being close to “middle class” economically, led a highly independent life.  When you own a grocery store, you never starve.  My mother ultimately sold her small store at age 62 for enough on which to fund a reasonable retirement when combined with her SSI and her penny-pinching persona (she then became a "professional" gambler...but that's another story).   

From my parents and grandparents, I learned how to work.  And I learned that it isn’t just what you do during business hours that makes the difference; but what you do when everyone else isn’t and when most others won't.  I learned the concept of WOW service from my parents.

 

“Work Hard and Smart.  Success is not from 9 to 5, but from 5 to 9.”

 

 

Small is BIG!

Consider what's been important to you...the really amazing memories. If you're honest, the things you value most are NOT big, in terms of cost, effort or time. Sure, you like the big house, the nice car, the boats, the big trips...but you won't remember them tomorrow.  No, the important memories are likely very small...the handwritten card from your 5 year old; the used book that a friend found just for you; the small gift from someone whom you've helped; the kind word from an associate.  It's those gifts; whether tangible or intangible, that we value most. And even more important than receiving, it's the giving that really touches our heart.  Tomorrow, do something small for someone...a pat on the back; a note of thanks; a small gift. 

Small is BIG!

Beware The Non-WoW!

Business is built by word of mouth ("wom") and the objective of every business is to create "ambassadors."  Ambassadors are those folks who run around the countryside (literally or in cyberspace) telling stories about the good (or bad) services that they receive.  I'm sure you know a few and you know how valuable they are.  In today's wired world, with the likes of Facebook and Yelp, a positive or negative can be put before literally millions in nano-seconds.

For twenty years or better, I have been telling my clients that what patients/customers desire is to be WOWed. It is really only through a WOW that you create an ambassador. Thus, no WOW...no ambassador. 

Now, the tricky part is to understand what will WOW your customer; and to avoid what I call the "non-WOW."  Here are a couple of examples.

A few years ago, I received a holiday gift from a business owner who was pushing for my referrals.  This was a very personal situation, in that I had been referring business to this firm for a number of years and then, for reasons secondary to this article but of a personal nature, my referrals stopped.  The business owner recognized that he was no longer receiving my referrals and put on a full-court press to get back in my good graces.  He reached out to me and we had a chat or two about the reasons behind my shift in thinking.  He sent me a note.  And come the holidays, he sent me a gift of chocolate.  A big, big box of fancy smancy chocolates.  Now, on the surface, perhaps I should have been grateful.  But, for me, the gift represented the very disconnect that had caused my change of heart to begin with.  You see, I'm diabetic.  And giving me chocolate (in this case) only exacerbated the fact that this owner didn't take the time to learn about me and why I was no longer making referrals.  Normally, such a gift would have been well-received and I would have gladly shared my largess with my team.  The sender would have received a "thank you" and all would be good.  But in this particular case, the gift actually represented the very disconnect that had arisen between us...and it turned into a Non-WOW.

Yesterday, I checked into the Hyatt Regency in Kansas City in preparation for today's Business of Eyecare Forum.  Our curriculum is all about WOW, so this subject is top-of-mind for me.  As our firm spends tens of thousands of dollars for each of these events, I often receive a nice amenity in my room; fruit and cheese; a bottle of wine, etc.  In this particular case, the catering manager left her business card next to the gift.  The gift consisted of two bottles of evian and a box of Carr's Water Crackers.  Not to be ungrateful, but for the life of me I cannot understand why a catering manager would deliver bread and water as an amenity.  And if you've ever had a Carr's Water Cracker, you know how dry they are.  You'd think the catering manager would want me to experience some of the wonderful offerings that her department puts forth; perhaps examples of what they would serve to our guests today. 

Simply stated, what might have been thought of as a WOW turned out to be a Non-WOW.  They'd have been better off with nothing.

My message is simple.  Think!  A WOW is an unexpected surprise.  Make sure it's well thought out and truly connects with the recipient.  In both of these cases, a bit of research would have made a big difference.

 

No One Can Compete with Memories

Why does our industry continue to destroy it's overall brand through discounting?  Why do ECPs, who can't possibly compete on price, even make the attempt?  In the absence of anything else, yes, price prevails.  But it's so easy to deliver something besides price! 

One of the key messages that I deliver to my audiences as I travel around the country speaking is the importance of delivering memories.  I often say, "it's not just an eye exam, it's an eyecare experience."  Perhaps that's one reason why our clients realize growth at 4 times that national average?

Here's a video from Ken Blanchard and Barbara Glanz about an unusual individual and his simple tool for delivering memories...and bringing back customers for his employer...lots of customers.  Please note that you won't hear the word "price" mentioned in this video.

What can you do to deliver a memory...and great eyecare?  Enjoy...and share this message with your team. Then empower them to deliver.   Delivering Powerful Memories    

Success through Failure

Back in the mid 1980’s, I had the good fortune to visit 3M’s headquarters in St. Paul, Minnesota.  Sitting in the reception area, awaiting the start of my meeting, I noticed a large sign, containing the venerable firm’s Mission Statement.  While the totality of the statement is lost in my memory, I’ll never forget this part:

"25% of our annual business will result from products that were not in existance five years ago."

That message, to me, was an epiphany.  3M, after all, is a HUGE company.  How could such a mega-organization commit to such a lofty goal?  Sure, 3M is world renown for their product development.  Everyone’s heard the story about the glue that was designated useless…as it wouldn’t firmly attach to anything.  That glue became Post-It Notes and an entire brand of products.  Often, innovation is about never giving up…uncovering a break-through from something that didn’t work for its original use.  3M’s innovation list is a mile long (including our industry’s LEAP blocking system).  How do they do it? 

I decided to try and understand 3M’s innovation system.  With a little research, I didn’t find a system…but uncovered that innovation is the very foundation of the firm’s entire culture.  You see, a guy by the name of William McKnight joined Minnesota Mining and Manufacturing Co. in 1907 as an assistant bookkeeper. He quickly rose through the company, became president in 1929 and chairman of the board in 1949.  He retired in 1966 after 59 years with the firm.  Many believe McKnight's greatest contribution was as a business philosopher, since he created the corporate culture of which we’re speaking; one that encourages employee initiative and innovation.

His basic rule of management was laid out in 1948:

"As our business grows, it becomes increasingly necessary to delegate responsibility and to encourage men and women to exercise their initiative. This requires considerable tolerance. Those men and women, to whom we delegate authority and responsibility, if they are good people, are going to want to do their jobs in their own way.

"Mistakes will be made. But if a person is essentially right, the mistakes he or she makes are not as serious in the long run as the mistakes management will make if it undertakes to tell those in authority exactly how they must do their jobs.

 "Management that is destructively critical when mistakes are made kills initiative. And it's essential that we have many people with initiative if we are to continue to grow."

What I interpret Mr. McNight to have done was take a strategic approach to the development of his people and create the foundation for a culture of innovation; of continuous change.  He recognized that investing in people, and their mistakes, builds an innovative and confident enterprise.   

So, what happens in your practice when someone takes initiative?   By its very nature, initiative requires making mistakes.  Do you celebrate mistakes (i.e.; celebrate initiative) or do you and your team beat new ideas and improvement suggestions back in a variety of overt and covert ways?  Do you find yourself injecting “wisdom” so as to avoid mistakes by your team?   Do you have a culture of “tried it; it didn’t work.”  

Creating a culture of continuous improvement requires significant open-mindedness and objectivity.   Most of the individuals on your team are likely high on the “steadiness” scale (see “Right Person; Right Job) which means that they’re less likely enjoy a fast-paced, highly changing organization.   For these individuals, if you’re not careful, they can see the desire for change to be a criticism of their work.  Organizationally, you must separate the two.  Asking your team to look at everything they do with an ongoing eye for improvement is distinctly different then criticizing what’s been done to date.  The analogy that I extend is that your team is that of a child just learning to walk.  You can see it in your mind’s eye.  The little rug rat crawls over to the edge of the chair; reaches up with their tiny arm; grabs the edge of the chair with their iron-like grip; and pulls themselves up on wobbly legs for their first effort at standing.  They stagger for a moment then…plop…they topple over.  And what do we say when we see this happening?  We say “atta girl’, “way to go,” and other forms of endearing and personal encouragement.  We don’t say, “you know, if you’d done it this way, you would have been able to stand.”

Encouraging self-confidence by allowing and celebrating mistakes is a critical component of organizational and personal development.  Without mistakes, the team can’t learn success.  And if you’re there at every turn, attempting to prevent mistakes, you’ll never develop an innovative and learning team.

Ego...The Two-Edged Sword

Ego is the proverbial two-edged sword.  Can’t live with it; can’t live without it.  But if ever I’ve seen something get in the way of someone’s success, myself included, its failure to understand and manage our ego. 

Ego is our inner voice; that voice in our head that speaks to us continually.  It’s our consciousness, which most immediately controls our thoughts and behaviors, and is most in touch with external reality.

Ego is both good and evil.  On the negative side, ego shuts us off from listening and learning.   Ego drives us to make decisions that are not in the best interest of our whole.  Ego causes us to react to stimuli in negative and sometimes very self-destructive ways.  Ego gets us into trouble.

On the softer side, we experience the negative of ego often in group settings.  You know this well, as I’m sure you’ve experienced a meeting participant who has something to say about everything.  It appears that these individuals are self-possessed to tell stories of their own success.  They rarely listen to the wisdom of others.  They’re often in a “one-up” mode; having to beat your story with theirs.  Peel back the layers of these ego-centric individuals and you’ll often find trouble.  But these individual’s ego won’t allow them to see it or to seek help from others.

Have you EVER walked into a team meeting and said to your team; “I don’t know how to solve this problem.”  Can you show your vulnerability to your employees; your friends; your family?  I believe that the ability to be open about challenges; to trust those around you by being vulnerable; is the true test of whether one’s ego is in the right place. 

It’s OK to have a strong ego; it’s doubtful that one can be truly successful without it.  But a leader must lead; and a manager must manage.  To do so, I believe that it’s equally important to show strength by showing that you need the help of others.

This concept is summarized for me in what’s become known as the Stockdale Paradox.  James Stockdale (Ross Perot’s VP running-mate) was the highest ranking POW during the Vietnam War.  His seven-year captivity was particularly brutal; he was locked in leg irons in the equivalent of a bath stall, where he was severely tortured.  To maintain a positive attitude towards his eventual release, Stockdale resolved:

Stockdale communicated confidence to his team that, eventually, they would be released.  At the same time, he communicated the reality of their situation.  It was that ability to balance resolve with reality that kept them alive. 

 Keep your ego in its proper place and use it sparingly.