Can't make everyone happy

Jan. 1, 2020
Most people that have never run their own business automatically assume that those people who do sit around all day as we count the endless amounts of money that magically pour in the front door.

Most people that have never run their own business automatically assume that those people who do sit around all day as we count the endless amounts of money that magically pour in the front door. They might see that part of the operation, but they have no idea how much of that money flows out the back door as a result of trying to make everyone happy. Sometimes, if the front door and the back door are opened at the same time, such a vaccum is created it will literally pull the merchandise from the walls, leaving no profit and bare shelves. I recommend putting automatic closers on both doors. Let me explain.

If you have an account that cannot pay , why are you selling to them? If you have a customer that wants you to price match your competition in a relentless fashion, why are you doing it? If you have customers that want you to warranty everything they buy, why do you subject yourself to this abuse? If it's an employee that is so needy it drives you insane, why do they get away with it? All of this behavior results in, to quote H. Ross Perot, a "giant, giant, sucking sound" as all of your profits leave the building through the closest opening.

During a recent counseling session with my employees over internal issues, I very openly explained to them that if I treated them the way that they treat each other, they would quit due to the fact that I was unbearable, unrealistic and in general a @#%&! I then proceeded to demand that they — at the very least — treat each other with the same amount of respect they wish to receive in return. I had an instant understanding of the human condition. We all run amuck because the "rules of engagement" are not enforced, well defined or are non-existent.

Our customers may demand special treatment at times, but please, not all the time. Our employees may have unique needs and wishes, but thankfully, not every day. As managers and owners, we sometimes must do something special, but a lot of us are trying to do something special far too often and for every reason imaginable. It is my new honest opinion that being steady and predictable are more virtuous characteristics than providing spontaneous preferential treatment.

So how do we change some of the issues of dealing with customers and employees that have plagued us forever? It's easier than you think — plain and simple communication that details your expectations. If some of your customers are taking advantage of your especially good nature, so much so that you dread dealing with them, I don't think you would be amiss in telling them you expect something in return. Whether it be trying a new line that you carry, taking advantage of a pre-pay discount or simply providing all of the information about the car and not guessing anymore. If it's a vendor that calls every month the morning of the 9th at 8:02 a.m. reminding you that your payment is due on the 10th, ask for an early pay discount and removal of some of the ridiculous fuel surcharges and delivery fees.

In regards to employees, having established policies and methods for handling everything — and I do mean everything — is very necessary. If you have ever watched the "Dog Whisperer,"he will tell you that even a dog wants to know and understand how it fits into the pack. Your employees are not dogs, but they do possess a pack mentality at times. What I mean is that if they do not clearly understand what you want or expect, they will all get together and decide among themselves what all of your grumbling, swearing and hand gestures really mean. Shortly after this meeting, two of them will come to you to inform you that they need to leave early, another will want an advance in pay, still yet two more have swapped days of scheduled work resulting in unplanned overtime and your new delivery guy just wrecked the company vehicle while using it to go get everyone else's lunch while he was out dropping his girlfriend off at the mall. I hear you laughing.

PAGE 2

If you truly want to avoid things that cost you money, time and aggravation, you must have simple but functional policies to handle every situation. If you do not have an employee handbook, you'd better start putting one together. Another good idea is to have a written personal agreement that outlines what you will do for your wholesale customers that have charge accounts, and what they must do in return for the priveledge (i.e - pay me at least close to on-time). When dealing with a new vendor, establish the guidelines of what you expect, and what they should expect in return. All of these things affect how much money you get to keep at the end of the month, so leave no stone unturned.

Now, after you have gone through this soul-searching process of eliminating or reducing the many ways you can lose money, sit all of your employees down and explain to them that THIS is the way we do business and why we do it this way. They will all be better employees, you will be a more effective manager and your customers will treat you with a little more dignity. Guaranteed.

If you are sitting in your office, brewing over the problems of the day while trying to figure out how the heck you are going to pay all of the bills on time and you feel a bit of a draft, amend your policy handbook to include keeping all doors closed when not being used, especially the back door.

Most people that have never run their own business automatically assume that those people who do sit around all day as we count the endless amounts of money that magically pour in the front door. They might see that part of the operation, but they have no idea how much of that money flows out the back door as a result of trying to make everyone happy. Sometimes, if the front door and the back door are opened at the same time, such a vaccum is created it will literally pull the merchandise from the walls, leaving no profit and bare shelves. I recommend putting automatic closers on both doors. Let me explain.

If you have an account that cannot pay , why are you selling to them? If you have a customer that wants you to price match your competition in a relentless fashion, why are you doing it? If you have customers that want you to warranty everything they buy, why do you subject yourself to this abuse? If it's an employee that is so needy it drives you insane, why do they get away with it? All of this behavior results in, to quote H. Ross Perot, a "giant, giant, sucking sound" as all of your profits leave the building through the closest opening.

During a recent counseling session with my employees over internal issues, I very openly explained to them that if I treated them the way that they treat each other, they would quit due to the fact that I was unbearable, unrealistic and in general a @#%&! I then proceeded to demand that they — at the very least — treat each other with the same amount of respect they wish to receive in return. I had an instant understanding of the human condition. We all run amuck because the "rules of engagement" are not enforced, well defined or are non-existent.

Our customers may demand special treatment at times, but please, not all the time. Our employees may have unique needs and wishes, but thankfully, not every day. As managers and owners, we sometimes must do something special, but a lot of us are trying to do something special far too often and for every reason imaginable. It is my new honest opinion that being steady and predictable are more virtuous characteristics than providing spontaneous preferential treatment.

So how do we change some of the issues of dealing with customers and employees that have plagued us forever? It's easier than you think — plain and simple communication that details your expectations. If some of your customers are taking advantage of your especially good nature, so much so that you dread dealing with them, I don't think you would be amiss in telling them you expect something in return. Whether it be trying a new line that you carry, taking advantage of a pre-pay discount or simply providing all of the information about the car and not guessing anymore. If it's a vendor that calls every month the morning of the 9th at 8:02 a.m. reminding you that your payment is due on the 10th, ask for an early pay discount and removal of some of the ridiculous fuel surcharges and delivery fees.

In regards to employees, having established policies and methods for handling everything — and I do mean everything — is very necessary. If you have ever watched the "Dog Whisperer,"he will tell you that even a dog wants to know and understand how it fits into the pack. Your employees are not dogs, but they do possess a pack mentality at times. What I mean is that if they do not clearly understand what you want or expect, they will all get together and decide among themselves what all of your grumbling, swearing and hand gestures really mean. Shortly after this meeting, two of them will come to you to inform you that they need to leave early, another will want an advance in pay, still yet two more have swapped days of scheduled work resulting in unplanned overtime and your new delivery guy just wrecked the company vehicle while using it to go get everyone else's lunch while he was out dropping his girlfriend off at the mall. I hear you laughing.

{C}
PAGE 2

If you truly want to avoid things that cost you money, time and aggravation, you must have simple but functional policies to handle every situation. If you do not have an employee handbook, you'd better start putting one together. Another good idea is to have a written personal agreement that outlines what you will do for your wholesale customers that have charge accounts, and what they must do in return for the priveledge (i.e - pay me at least close to on-time). When dealing with a new vendor, establish the guidelines of what you expect, and what they should expect in return. All of these things affect how much money you get to keep at the end of the month, so leave no stone unturned.

Now, after you have gone through this soul-searching process of eliminating or reducing the many ways you can lose money, sit all of your employees down and explain to them that THIS is the way we do business and why we do it this way. They will all be better employees, you will be a more effective manager and your customers will treat you with a little more dignity. Guaranteed.

If you are sitting in your office, brewing over the problems of the day while trying to figure out how the heck you are going to pay all of the bills on time and you feel a bit of a draft, amend your policy handbook to include keeping all doors closed when not being used, especially the back door.

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