Motivating People: What They Don't Know Can Hurt You

03/06/07

If you expect new hires to work well with customers instinctively, you’re probably expecting too much. That’s the consensus of most business owners, I know. Managers need to describe and demonstrate the kind of behavior that keeps customers coming back.

A recent experience reinforced this point. I took our classic car back to the restorer for some additional work, and a new employee checked it in. He said he’d try not to tear out the transmission or spill beer on the seat when he test drove it. Was he kidding? I wasn’t sure.

When I returned a week later, I was astonished. The new guy reintroduced himself, shook hands, and outlined the work they did like a pro. I asked the owner, I’ll call him Mike, what caused the turnaround. “I did,” he said. “The kid’s a good worker and eager to learn, but our customers don’t like comedians. His jokes made them nervous. Most of our business comes from customer referrals, so we can’t afford to alienate anybody.”

Mike took him aside and told him what he should do and say to make a good impression on customers and earn their respect. “He didn’t cop an attitude,” said Mike. “He just nodded and said, ‘You know, I never really thought about it that way before.’ The next day I noticed a difference. You confirmed it.”

The point? New hires, especially those with little experience, may have no clue how they come across to customers. Fortunately, all you may need to do to inspire the best and brightest to change is to lay it on the line tactfully but clearly. Spell out the behavior and comments that make a good impression when customers first hit the door. Then make yourself a role model by walking that talk every day. The most alert and ambitious people—your diamonds in the rough—are likely to respond like Mike’s employee did. In time, they can become your company’s greatest assets both behind the counter and in the shop.