Sometimes, Virginia, There is no Santa Claus: Motivating
Future Success
by Barry Maher
Published on this site: December 8th, 2005 - See
more articles from this month
Jack was the head of a small high tech scientific instrument
company. One of his best clients, let’s call them Amalgamated
Bio Tech, wanted to place a very substantial order: between
10 and 14 of the company's latest machines.
Unfortunately, the machines really weren't designed for the
specific application the customer had in mind. They would
have done the job, but marginally. Still, the head of Amalgamated
had great faith in Jack's company. She pressured Jack to go
ahead with the deal. And she called two of Jack's partners,
and they pressured Jack as well. After all, their machines
were what the customer wanted.
Jack flew out to Amalgamated and actually demonstrated why
the competition's less expensive machines would meet this
particular need better than his machines could.
"We're not in business to provide you with equipment
you won't be 100 percent happy with," he insisted. The
competition got a very nice sale without having to lift a
finger.
Of course that was the last time Amalgamated ever bought
anything from Jack's competition. They buy more from Jack's
company than they ever did before. But what's really boosted
sales is that in the last few years the woman that runs
Amalgamated has become extremely influential in industry groups.
Her recommendations have turned what Jack's partners once
called "the order Jack was too good to sell," into
what Jack calls, "the most profitable deal I never made."
That's the “Miracle on 34th Street” tactic. You
become Santa Claus, sending the customer to Gimbel’s
even though you're with Macy's: because that's best for the
customer. Still, While it worked for Kris Kringle in the movie
and it's worked
for Jack's company and countless others, I can't guarantee
the results you might get.
I know a middle manager who talked his superiors out of offering
him a lucrative promotion because he knew he wasn't properly
qualified for the job. I wish I could say he's first on the
short list for the next promotion he is qualified for, but
I can't. Refusing the position hurt his career. Though probably
not as much as taking the job he knew he wasn't qualified
for would have.
All that said, obviously few things build credibility like
doing what's best for someone else rather than grabbing something
that appears to be in your own short-term interest. The only
thing that could ever stop me from doing business with the mechanic who told me all I needed was a $7 part when
I took the car to him for a new transmission was his retirement.
We’ve all known businesspeople who earn so much trust
from customers that those customers would never want to take
the risk of buying from anyone else.
What would it do for your career if you were trusted that
much by the people you work with?
Barry Maher speaks and writes on communications, motivation,
management and sales. His books include “Filling the
Glass,” honored as “[One of] The Seven Essential
Popular Business Books, ” “No Lie: Truth Is the
Ultimate Sales Tool” and the cult classic fantasy novel,
Legend. Contact him and/or sign up for his newsletter at http://www.barrymaher.com/
or call him at 760-962-9872
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