Are You Selling What Clients Think They’re Buying?

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Welcome back.  My summer sabbatical is over and I’m ready to resume my work here on the blog with a renewed vision and refreshed energy!

In case you’re thinking, “Oh no!  He’s going to belabor the old ‘feature vs. benefit’ issue . . . I get it . . . people want ‘holes’ not ‘hand-drills’ . . .”  To which I’ll simply say, “PUT A SOCK IN IT!”  That’s so basic I’m not going to insult you by seeking to make that point . . . again.  Actually, I have something far more subtle and important to share on this.

“It’s Not Really About You”
I’ve  been noticing something that’s happening . . . a lot  . . . especially over the summer months.

I call it the “It’s Not Really About You” viewpoint that so many people in business and the professions are adopting.  And it’s not endearing them to their prospects and clients.

Here’s an example of how this played out:
I was talking with an attorney one of my clients had hired to help him resolve a minor legal matter.  Not serious.  But it had to be addressed.

At one point, I asked this attorney to explain the basis for the statement that my client just received.  I wasn’t challenging his bill, I was truly curious about what it represented.

Long story short, the attorney explained how he had to do this (and charged .5 hours for it) and then he had to do that (and charged 4.2 hours for that), and so on.

At the end, I just asked, “So tell me, after all this work . . . did the client get what he asked you to do for him in the first place?”. “Uh, not yet . . . but I’m working on it!”  True.  And he was very proud of the effort (and, time-consuming activities) he’d done on behalf of our mutual client.  But the client still did not have what he engaged this attorney to do for him in the first place.

In my own world, we’d had some work done on an online service (software) a developer built for us. At one point, it needed some ‘maintenance’.  So we hired a firm to correct the ‘bugs’ in the software.  At one point, we still had some issues — and a hefty bill from the developer.  I asked, “Why?”  The reply was essentially, “Look, we had to put in all kinds of time trying to figure out why the software wasn’t working as it should and THAT . . . is why we billed you for X hours of our time”.  The fact that my reason for hiring this firm hadn’t been addressed was (apparently) secondary to the primary interest of this firm to be paid for it’s time.  This firm had a legal right to be paid.  But their focus on their time vs. our outcome . . . was an emotional ‘wrong’ — to us as the clients.

It’s Way Beyond “Holes vs. Drills” . . . It’s About EMOTIONAL FULFILLMENT!
In both these cases, the providers of the service were ‘top shelf’ quality providers of their respective expertise.  I never doubted (still don’t!) their expertise.  But it seems to me that there is an inherent tendency to focus on WIIFM (M = ‘me’ as a provider) rather than WIIFTC (TC = ‘the Client’).

We can all take a lesson from the ‘contingency’ or ‘PI’ (personal injury) attorneys.  They’re a great example of professionals who are converting their expertise into compensation (roughly 33% of any damage award they win for a client).  While they do charge for expenses, that is not (or, shouldn’t be) the main basis for their compensation.  They are paid, pure and simply, for their . . . PERFORMANCE and RESULTS . . . that follow from their performance.

KEY POINT:
Focus more on what your client wants to receive by hiring you . . . and less on the time or activity their request may require.  The Result . . . is what your client wants, the Activity is what you want . . . just be sure you don’t lose sight of why you’re being paid  . . . to go into the swamp in the first place!

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Building Valued Client Relationships

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When you think about what makes for a valued relationship between two people, I think EMPATHY has to be a key factor.

Empathy Invites Emotional Engagement and Commitment
Jane Wurwand, Founder of Dermalogica wrote an article and cited author, Daniel Pink who argues that empathy is a right-brain quality.  Jane feels empathy is more ‘feminine’ than ‘masculine’ and it’s why, more often than not, highly successful business people seem to possess this quality and exercise it liberally.

Empathy Is a Key Factor in Business Success
Wurwand’s article reminds us of how both the masculine quality of ‘assertive energy’ as well as the feminine quality of ‘connective energy’ are necessary for reaching effective decisions and building consensus to implement them effectively.

Gertrude Bell’s Legacy:  Rim-Walker
Gertrude Bell was woman ahead of her time.  A graduate of Oxford University in England, she was an advisor to Arab kings, European heads of state and spoke several dialects of Arabic.

Her ability to connect with her clients was incredible.  She knew how her clients saw the world because she lived as they did.  After graduating from Oxford, she learned Arabic by living with the Bedouin tribes in North Africa for several years.  When King Faisal of Iraq (it was 1921) sought her counsel, she not only understood Arab culture, she spoke his language.

If western culture was in one ‘bowl’ and arab culture was in another, Ms. Bell was able to ‘walk the rims’ of each — seeing what both had  to offer (or, protect!).  Her role as advisor and liaison to powerful world leaders resulted from her being highly effective at providing empathetic counsel and using it to gain consensus from extremely disparate parties.

What You Can Learn From Happy Clients
Ask clients of highly regarded / desired advisors, “What do you like most about your advisor?”.  They’ll tell you.  Usually, it’s some variation on “S/he understands our business, our culture, our industry, our competitors but most of all . . . me”.

This makes it easy to ensure any recommendations you may make will be more acceptable and more likely to be implemented. But it all hinges on your ability to understand your client’s world, hopes, fears, concerns and desires.

KEY POINT:  
Get out of your world long enough to get into your clients’ world and business

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How Can You Help People DO Anything?

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After a week of being out of computer due to a myriad of mundane mistakes that produced a major disruption in my life, I’m back.  Thankfully.

Learning What Motivates Clients
Today, I want to recognize an insight prompted by a Duct Tape Marketing Colleague of mine in Davenport, IA — AJ Perisho.  (Check out his potent post right here!)

A Simple Three Prong Approach
AJ recently conducted a survey of his target audience — i.e. small business owners — about how they feel about ‘marketing’.  Specifically, AJ asked people for three (3) things:  “With respect to ‘marketing’, what are your biggest FEARS . . . FRUSTRATIONS . . . DESIRES?”

That’s a powerful question that YOU can use to learn more about what moves your prospective (and, existing!) clients to act on your value proposition.

People Act for Their Reasons, Not Ours
A wise person one told me, “People tend to maintain the status quo more than they are inclined to take actions and make changes”.  I tend to agree.  What I’ve also learned, however, is that changes are made when the need to do so is clearly understood . . . in a context defined by the person him or herself.

THAT . . . is why knowing what makes someone feel ‘less OK’ than they like . . . may hold the key to helping them take action with you.

KEY POINT:
If people do things for their reasons, LEARN THEM . . . and use them to help them take actions that make their lives better! 

 

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What Do Clients Truly Want?

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In the end, clients want . . . a valued result.  That’s what they’re buying from you.

How you make that desirable result happen for a client, while important, is less critical to generating a client than understanding what they want and why that’s important to them.

“I’m Getting a New Knee”
Some years ago, I received a call from my mother who had moved to Ft. Lauderdale, FL for her retirement.  She said, “I’m going to do it, Bill!”  Mom seemed rather excited and I was very confused.  “You’re going to do WHAT, mom?”  That’s when I learned that ‘it’ was a ‘total knee replacement’ –– a serious surgical procedure.

I was a little freaked out at hearing that.  I asked, “Why are doing that, mom?”  “I just want a new knee”.  Again, I asked, “Why?”  Mom replied, “I just want to dance again, Bill”.

How It All Happened
Mom told me she’d been invited to a ‘lunch ‘n learn’ session sponsored by her church.  As she entered the gym/theater of the church, she heard music playing and saw all these people (some of whom she knew) dancing upon on the stage!  As people continued to arrive, the music and dancing continued.  Apparently to the delight of those in attendance, I’m sure.

The Shortest and Most Expensive Presentation . . . EVER!
Mom told me that once everyone was seated, the minister welcomed the guests and introduced the doctor who was speaking that day.  “Dr. _______ (name not used to protect the guilty!) is an orthopedic surgeon at the Holy Cross Hospital here in Ft. Lauderdale.  He’s an expert on Total Knee Replacement surgery. Blah, blah, blah . . . so now, without further ado, I give you . . . Dr. so-and-so”.

The doctor then stood up and gave a 1 minute presentation to the people at mom’s church:

“I won’t bore you with all the details of knee replacement surgery — as fascinating as that is to me.  Instead, what I’d like you all to learn today, before you return to your lunch, is this:  Everyone you saw dancing on this stage when you came in today . . . is a patient of mine.  They had been unable to dance BEFORE they had knee replacement surgery. Many of them attended a lunch ‘n learn similar to this one today and, like many of you, required canes, walkers and even wheelchairs to simply get around.  After surgery, they’ve been able to dance and do many other things they feared they’d lost the ability to do ever again. 

Then, he ‘closed’ his presentation very simply (and highly effectively!):  “If you have any questions about whether you may be a qualified candidate for knee replacement surgery . . . please see me before you leave.  Thank you”.

And THAT . . . is all it took to get my mom to ‘go for it!’ and get the surgery.

KEY POINTS:
•  Prospects for your services want to know the RESULT you offer, not the way you create it
•  Gaining access to quality prospects in an ‘endorsed’ manner is a huge help
•  Be laser-focused on your point — it means a shorter message and . . . better results!

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Skilled Expert or Valued Advisor?

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There’s such a DIFFERENCE!

Skilled Expert:  Going DEEP
Like most of us, you probably began your working career in some field — e.g. law, accounting, financial planning, etc. and developed a professional reputation and regard for ‘knowing your stuff’.  Expertise in your primary field is a foundation . . . on which to build your professional reputation and regard.  But it’s not enough if you aspire to build a long-term, trusted advisor relationship with your clients.

Valued Advisor:  Going WIDE
Building on the foundation of being really, really good at what you do — i.e. ‘solving problems for your clients’ —  you’ll next want to gain knowledge that is not directly applicable to the field of your primary expertise.

The primary value — to you — of gaining an education about topics outside of your primary expertise is so that you can see things from an entirely different perspective — unlike a skilled expert who ‘knows it all’ . . . and not much else.

An Example:  “Learning To Fly”
Some years ago I had the privilege of learning how to fly.  Fortunately, I also had the aptitude to do so effectively.  While not critical to my later work as an advisor to salespeople and managers in the financial services industry, my pilot training proved to be an ‘edge’ that other ‘equally skilled’ experts did not enjoy.

At one point, an agency manager I was working with asked me, “How will I know that my training of a producer on some skill was adequate?”  What he really wanted to know was, “When can I ‘stop worrying’ about my producer and ‘assume’ she’s developed the competency I’ve been training her to have?”.

It was a good question.  Fairly common, too.  Because of my earlier flight training, I recalled — and shared — what I learned on the day I ‘soloed’ my training aircraft.

Aviation Navigation and E-6 Flight Computer

It was a cold January day in New England.  Snow squalls were coming in from the west.  Grey, overcast day.  The kind you like to think about while you’re on a Caribbean cruise!

“Today’s your lucky day, Bill!”
My flight instructor had me doing the usual take-offs and landings (known as ‘touch-and-go’) in the airport’s landing pattern.  Nothing too eventful.  I felt I was doing OK.  “Make the next landing a ‘Full Stop’ . . .”  I wasn’t sure why.  I soon found out, though!

We taxied back to the hangar area.  My instructor opened the door and said, “Bill . . . you’re ready . . . do three take-offs and make a ‘full stop’ after each.  Taxi back to the active (runway) and do it again.  I’ll be watching you from the hangar . . . don’t worry, you’ll be fine.  Now GO!”  With that, he got out of the aircraft and walked off toward the hangar area.  I was not expecting that!  But I felt excited at the thought that today I would fly the aircraft all by myself.  Woo hoo!

The three take-offs and landings were (with one exception) ‘uneventful’ and (obviously) successful.  After my third landing I taxied back to the hangar area.  I got out of the aircraft and asked my instructor, “How did you know TODAY . . . was THE day to let me ‘go solo’?”

He told me, “Well, I sit in the right seat and I observe you.  I want to see if you’re able to hold a steady heading and altitude.  If you do, that’s evidence of your SKILL.  If you stop holding either one, I want to see if you notice.  If you do, that’s evidence of your AWARENESS.  Finally, I watch to see if you correct the situation by using the controls and power to restore your heading and altitude.  If you do, that’s evidence of your MASTERY.  Once I know that you can:

1.  make the aircraft do what it’s supposed to be doing,
2.  spot it when it’s not, and
3.  correct in a timely manner . . .

you really don’t need me to sit in the ‘right seat’ and today . . . you demonstrated all three factors so . . . I got out of your way of becoming the pilot I know you’re going to be”.

Wow!  That was brilliant.  I shared both that story as well as the lesson it taught me . . . with my agency client.  Technically speaking, learning to fly had ‘nothing’ to do with getting his producer to generate more revenues for the practice.

But it had a lot to do with helping my client become more effective as an agency manager whose success reflected the quality of skills his producers were learning from him –– just as my own piloting skills reflected my talented and caring flight instructor from many years before.

KEY POINT:
Go deep AND wide.  Deep = expertise in your primary field.  Wide = broadening experiences in other (often unrelated!) fields. You’ll be more of a Valued Advisor and . . . more difficult to replace!

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Professional Advisors are Personal

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doctor patient meetingTheoretically, you could walk into a Best Buy store and buy a Sony flat-screen TV.  The location of the store really doesn’t matter.  The salesperson who helps you shouldn’t matter, either.  And THAT . . . is a big reason why Best Buy refers to the people it serves as ‘customers’ and not ‘clients’.

It’s a Matter of Balance
When the solution being sold is more or less understood and tangible in nature — like a flat-screen TV is a ‘solution’ to not experiencing the Super Bowl in an exciting manner — it’s easy to see that buyers of that solution are more likely to be viewed as ‘customers’ than ‘clients’.

But when the solution being sold is more reflective of the applied expertise and insight of the provider of a problem-solving service — like the physician counseling her patient in the above image  . . . then the relationship is less ‘customer’ and more ‘client’.

Advisors . . . Have Clients, Not Customers
When a solution requires an accurate assessment and expert insight into the buyer’s needs and situation . . . as well as the technical aspects of the solution being rendered . . . the relationship is decidely more ‘client’ than ‘customer’.

Consider the fact that if you were about to undergo a surgical procedure, you might be unhappy if you discovered — as you’re being wheeled into surgery — that your regular doctor had to leave on a personal emergency and ‘some other’ doctor would be performing your surgery.  Granted, the ‘other doc’ is licensed by the state to practice medicine and has staff privileges at the hospital but the fact that you don’t know WHO this replacement doctor is . . . might be unsettling to you.

KEY POINT:
It’s your personal relationship with someone — as well as the technical expertise of whatever solution you offer — that makes you an advisor. And the people who seek you out for the solutions they want and you offer . . . are clients rather than customers.

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Trusted Advisor or Technical Expert?

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There’s an old joke that goes like this: Two affluent ladies are meeting for lunch.  One of them, who’s about to have her home remodeled with a professional decorator, asks the other, “What’s the difference between a bathroom with a motif and a bathroom with a theme?  Her friend, who’s been there / done that before replies, “About $20,000”.

Being a Trusted Advisor  vs. merely being an expert in your field — is kind of like that, too.

“Trusted Advisor”
This term is so overused, it’s become a cliche.  But there is serious financial benefit and value in being seen as one regardless of the professional field you happen to be in — law, accounting, financial services, consulting, etc. 

Relationship vs. Transactions
Advisors who earn the professional regard and respect of their clients are truly different from other vendors offering the same problem-solving expertise but without a deeper relationship in place.  Being in the right place at the right time with the right answer will probably suffice to generate a transaction with you.

Being a preferred provider — being someone whom a client would, all things being equal, prefer over others is probably the only sure way to operate profitably and productively over the long haul.  Why?  Because almost any thing a competitor in your field can offer a client  creates a level playing field.  That removes the competitive distinction between you and your alternatives.  So what’s left?  The unique relationship YOU offer a prospect or client.

In future posts, we’ll be exploring more about this opportunity to differentiate yourself in the eyes of your prospects and clients by becoming (or, more effectively communicating!) that you are a Trusted Advisor and . . . a Preferred Advisor, as well.

KEY POINT:
Experts who solve problems are going to get sales.  Experts who solve problems and build relationships are going to get clients.  

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