Jack Mitchell is the Chairman of the Mitchell Stores. These high-end apparel boutiques provide such exceptional customer service, that Mitchell Stores is a case study at Harvard Business School.
What makes Jack Mitchell and his stores so special? The fact that they hug their customers. Mitchell says, “In some instances, we physically hug the customers—I’ve seen sales associates actually give customers a bear hug and then dance with them around the floor—but we mainly metaphorically hug them by showering them with attention in a way that every business ought to but doesn’t. […] That’s what Mitchell’s is about: making people say ‘Wow!’ ” And it’s true, I kept thinking wow! many times as I read through Hug Your Customers.
Mitchell defines hugging “as a mindset more than a physical act. It’s a way of thinking about customers… in the simplest sense, a hug is anything that exceeds a customer’s expectations.” For instance, Mitchell recalls a time when the new Chief Financial Officer of a large corporation went into his store. He (Mitchell) greeted him and congratulated him on his company’s stock rising $5 the previous day. Needless to say, the CFO was blown away. That’s what he means by a metaphoric hug.
And just as clothing, hugs come in all sizes: one time Mitchell flew a suit on a corporate jet to Tokyo for the son of a customer who needed it the next day. He also recalls lending his very own top coat to a customer who needed it right away (and happened to be the same size) while the customer’s coat arrived two days later. And at another point a customer brought in a dress she had purchased at another luxury store to get it altered in a hurry, and they did it for her.
It’s important to highlight that everyone hugs differently, “and that’s the way it should be,” says Mitchell. “You adopt the hug that works for you and your customer… Some people are comfortable giving a bear hug. Others recoil at anything too physical. That’s fine. Those people like to shake hands, or give a high five, or look you in the eye, or send personal notes.”
Mitchell states that one of the best hugs is a letter of thanks, and it’s a bonus hug if it’s handwritten or if you handwrite a note on the side of a typed letter. As an exercise, he once sat down to write a list of different hugs and got to 33 before his hand started cramping. I suggest you do the same for your customers or clients. What can you do for them that will create that wow! response? I’m adding below some of the hugs in Mitchell’s list hoping they will spark some ideas in you (some of them won’t apply to your business, but think about equivalents that work for you).
Offer someone a beverage or snack
Carry their bags to the car
Send a birthday card
Send an anniversary card
Remember names
Sew on a button
Press pants
Call when you say you will
Send flowers on a holiday
Send flowers after a big sale
Call and invite to lunch at the store
Make reservations for someone at an exclusive restaurant
Get tickets to a ball game or the theater
Open the store after hours for private appointments
Have a liberal return policy that allows you to give money back with a smile
Call another store to get something you don’t have
Show product knowledge
Smile
Resolve credit issues instantly
Give a firm handshake
Look a customer in the eye as a friend who cares
Exchange business cards
Telephone someone who’s sick to show you care
Send an email (especially to people who travel internationally)
Listen
Happy hugging!
ACTION
TODAY: Make a list of the ways in which you can hug your customers. You’ll be surprised as to the difference that even small details can make!
FUTURE: Adopt the hugging mindset. Keep your list of hugs handy and keep adding to it. Get together with your team and brainwrite ways in which you can hug your customers more and more often. Determine which hugs you can turn into policies so as to serve your clients better and offer an exceptional experience.
Know someone who needs a hug? Send this post to that person! You can do so via email, Facebook or Twitter, thanks!
We all have an ego, and that’s a good thing. It pushes us to do bigger and better things, it fuels our desire to win, and drives us to succeed. But if we let it take the lead, it becomes a destructive force that “clouds our judgment and prevents us from seeing the world as it is,” say Leif Babin and Jocko Willink, authors of Extreme Ownership.
Further, if left unchecked, “ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism… Often, the most difficult ego to deal with is your own.”
As philosopher and writer Michel de Montaigne said “I have never seen a greater monster or miracle than myself.” So, if ego has these two sides, how do we make sure that it doesn’t hijack us to take over but stays on the miracle side instead?
The authors say that it the ego must be in check at all times and we must operate with a high degree of humility. “Admitting mistakes, taking ownership and developing a plan to overcome challenges are integral to any successful team… strive to be confident, but not cocky.”
Babin relays a story of one of his clients: this was a manager faced with a superintendent subordinate who had more knowledge and experience than him. The subordinate had taken action—without running it first by the manager—that would cost the company lots of money.
Needless to say the manager was very upset. His ego had taken a hit because the subordinate had not cleared the action with him. With Babin’s help, the manager was able to check his ego and realize that the action may not have been deliberately done to hurt him or to see how much the subordinate could get away with. The manager said, “I’m sure he [the subordinate] thought he was doing the best for the immediate situation as it presented itself.” Over the ensuing conversation, Babin and the manager came to the conclusion that the subordinate acted in good faith, yet was unaware of the big picture. Thus, the subordinate’s action, taken without running it first by the manager, had cost the company hundreds of thousands of dollars.
It was the responsibility of the manager to explain the overall plan and mission to all subordinates, so that they could see the impact of their actions.
Had Babin and the manager not spoken, the manager would have likely confronted the subordinate and it would have resulted in a clash of egos. Instead, Babin recommended to the manager to take Extreme Ownership and not point fingers, but take full responsibility. Here’s what Babin said to the manager:
“This isn’t his fault, it’s yours. You are in charge, so the fact that he didn’t follow procedure is your fault. And you have to believe that, because it’s true. When you talk to him [the subordinate] you need to start the conversation like this: ‘Our team made a mistake and it’s my fault. It’s my fault because I obviously wasn’t as clear as I should have been in explaining why we have these procedures in place and how not following them can cost the company hundreds of thousands of dollars. You are an extremely skilled and knowledgeable superintendent. You know more about this business than I ever will. It was up to me to make sure you know the parameters we have to work within and why some decisions have got to be run through me. Now, I need to fix this so it doesn’t happen again.’ ”
Our egos don’t like to take blame, so it’s natural for anyone in a leadership position to find where the blame lies when something goes wrong in the work of a team. However, it’s incumbent upon us to check our egos and to make sure everyone knows how their actions fit in the big picture. The bottom line: “It’s about the mission and how best to accomplish it.”
Happy leading with ego in check!
ACTION
TODAY: Are you the leader of a team or part of a team? Do you and everyone on your team know how each individual’s work fits into the big picture? If not, explain to all or ask your leader. This will save you and your team much heartache!
FUTURE: As you embark on new projects, always seek to communicate to your team what the overall mission is and how each member fits within it. Take full responsibility and extreme ownership of everything that happens. Operate with humility and check your ego constantly, that way you’ll ensure it will drive you to succeed.
Know someone who needs to check their ego? Please share this post with that person via email, Facebook or Twitter, thank you!
In The Compound Effect, Darren Hardy tells a tale of a wise teacher who was walking through the forest with a young student. They both stopped and the teacher instructed the student to pull up a sapling, which the student did easily with his fingers. Then the teacher pointed to a taller sapling, about knee-high to the student, and instructed the boy again to pull it up. He yanked it up and out came the taller sapling with its roots. The teacher then pointed to a third tree, yet this one was as tall as the student. With much effort the boy pulled it up. The youngster had to throw himself mightily into the task and do it with all his body weight, as well as with sticks and stones to pry up and loosen the roots.
The teacher pointed next to a tall and majestic oak tree. The boy, seeing the oak and assessing the tremendous struggle he had just gone through to pull up the previous (and much smaller) tree, replied, “I am sorry, but I can’t.” To which the teacher said, “My son, you have just demonstrated the power that habits will have over your life! The older they are, the bigger they get, the deeper the roots grow, and the harder they are to uproot. Some get so big, with roots so deep, you might hesitate to even try.”
“We are what we repeatedly do.” – Aristotle
We are all creatures of habit, and I love this story because it paints a great picture of the power and strength of our habits. Hardy writes, “Psychological studies reveal that 95 percent of everything we feel, think, do, and achieve is a result of a learned habit.” The key here is learned, because we weren’t born with habits… “Since you learned every habit you have, you can also unlearn the ones that aren’t serving you well.”
Easier said that done indeed, but it can be done. We might need a crane, many chainsaws and a full crew to chop down a big proverbial tree (as in this video of a real tree), but “with enough practice and repetition, any behavior, good or bad, becomes automatic over time.” Might as well make it a good behavior if it’s going to get that deeply rooted!
Hardy embodies good habits himself and, as the former publisher of SUCCESS magazine, has met and worked with many great achievers, CEOs, and superstars. He says that the one thing they all share is a routine with good habits. “That’s not to say they don’t have bad habits; they do. But not many. A daily routine built on good habits is the difference that separates the most successful amongst us from everyone else. And doesn’t that make sense? […] Successful people aren’t necessarily more intelligent or more talented than anyone else. But their habits take them in the direction of becoming more informed, more knowledgeable, more competent, better skilled and better prepared.”
Happy habit formation!
ACTION
TODAY: Take a look at your habits and decide if there is one that you need to build or uproot. Determine what is the smallest action that you can take in that direction and do that today.
FUTURE: As you establish a completely new habit or change an old one, make sure you keep track of your actions in that direction. Keeping track will help you determine whether you are on the right path or further changes are necessary. Also, you may want to get an accountability buddy to help you out.
Know someone who could use a daily routine with good habits? How about sharing this post with that person? Send it to him or her via email, Facebook or Twitter, thanks!
TODAY’S IDEA: 9 Lessons I learned from my mom about leadership and business
Happy Mother’s Day!
From a very young age, mothers teach us many of the most important lessons that we will need in life, and also in business. As we grow up, our mothers are our leaders, and we look up to them to learn and emulate. It’s only fitting that today we thank them for everything they’ve taught us and everything they’ve done for us. As a tribute to my mom, whom I love and adore, here are 9 of the myriad lessons she’s taught me and how I use them today for leadership and business.
1. “Always take a sweater,” and “always pack a bathing suit.”
No matter how well informed you are up front, always plan for the unforeseen, best- and worst-case scenarios.
2. “Always say please and thank you.”
Common courtesy goes a very long way anywhere you go.
3. “Don’t do good things that can be perceived as being bad.”
As a leader, the only things you have are your name and your reputation. Protect them. Don’t hang out with the wrong crowd, even if you’re just trying to be nice. When they do crazy stuff, it won’t matter if you didn’t do anything, you’ll be guilty by association.
4. “Take care of yourself, you only have one body.”
YOU are the most important thing you have. Take proper care of yourself: your health and your wellbeing are first and foremost, always.
5. “If your trip is going to be a whirlwind and you don’t know what the schedule will be like, go to the bathroom when you can, and eat when you can—even if it’s not the time for it. And don’t forget to take with you water and snacks.” In the face of uncertainty, make sure you are well, and your basic needs are taken care of. Then you can tackle everything else.
6. “Think twice before giving away your toys.”
Once you give something away (from a beloved toy to equity in your company) it’s going to be very hard to get it back, if ever. Think twice before you give anything away that is precious to you, but when you do, do it gladly and fully convinced that you made the best decision.
7. “If a decision backfires, don’t blame yourself. Know that you made it with all the information you had at the moment and with the best intention in mind.”
Take your time before you make an important decision to deeply ponder all aspects of it. Ask for expert points of view, and use whatever is helpful from those opinions in forming yours. Make sure the decision is ultimately yours, and make it fully convinced that the course of action you choose is the best one for your circumstances. This is the best way to be OK with yourself and to solve things if something goes wrong or backfires. Only when you are OK with yourself can you move forward with a clear conscience and a focused mind.
8. “You can always change your mind.”
You are not bound to anything and you can always change your mind to make your circumstances better. Part of that change may involve anything from small tweaks (returning an item to the store), to big, bold and sometimes uncomfortable challenges (such as changing jobs, lifestyles, partners, getting out of a contract, etc.). Don’t ever feel stuck: there are always options for the better if you just give yourself the opportunity to search and ask for them.
9. “I’ll always be here for you.”
It’s so important to have someone in your life that you can always rely on and who is 100% dependable and trustworthy. Be that person for your loved ones. Be that person for your friends. Be that person for your team. Be that person for your clients. You will find that, in return, they’ll do the same for you and strong bonds will emerge. Cherish and celebrate those bonds.
ACTION
TODAY & FUTURE: Celebrate your mom, yourself if you are a mother, and other mothers around you—it’s the world’s toughest job! Check out this great (and funny) video below, and please share it via email, Facebook or Twitter, thanks!
Dave Kerpen, author of The Art of People tells a story in which the members of his eight-person entrepreneurial group kept missing each of their goals.
This was a group that met monthly, and over the previous year, the members of the group had been working on achieving some personal goals. However, these eight successful and driven, otherwise super-achievers, were not hitting the mark.
As they were wondering what was happening for them to keep coming short of their goals, one of the members named Ben said, “We’re not hitting our goals because we’re not accountable enough. Starting today, we’ll each have a goal accountability partner. You are to check in with your partner at least once a week. First up, reassess all goals together and make sure they’re SMART goals (Simple, Measurable, Attainable, Realistic and Timebound). Then, instead of you updating the group at our monthly meeting with your progress, your partner will update the group on how well you’re doing and you will update the group on how well your partner is doing.”
What do you think happened over the next months? Yes, everybody hit their goals.
Instead of us holding ourselves accountable, Kerpen says, “we should be letting others hold us accountable for our successes and failures. Why? Because when you are accountable to another human being you trust and respect, it makes you want to work harder to achieve the goals you set.”
An additional advantage of being accountable to another person is that you realize how lame your excuses are: while in your mind a rainy day sounds reasonable enough not to go to the gym, your accountability partner won’t let you get away with it. Also, one accountability partner to help you and whom you can help is ideal, says Kerpen, because “when you’re accountable to too many people, it’s like being accountable to no one.”
This accountability-buddy system works particularly well in a business setting too. Kerpen gives us three keys to making this happen:
Assign accountability partners who trust and respect each other.
Check in at least once a week, ideally twice a week, with one another.
Whether for business or personal goals, this last point on checking in doesn’t have to take long, a quick email will do—the important part is to be accountable to the other person.
Happy accountability!
ACTION
TODAY: Think about the benefits of finding an accountability partner. What goals are you struggling with that you’d like to see achieved with your buddy’s help? Make a call or send an email, and invite that person to help you in exchange for you helping as well. You don’t have to have a larger group to report to, it can be just the two of you. And it doesn’t have to take too much time: you can check in every week via email and visit by phone, video or in person once a month.
FUTURE: An accountability partner will help you achieve your goals and you will do the same for him or her. But how about those times when you have a very specific goal in mind? Think about a combo accountability and guidance. Could you find a partner to keep you accountable who can answer specific questions and guide you too? Could you do this for him/her too with your experience and expertise? This may need a bit more digging to find the right person, but it could be immensely helpful for both because you are exchanging accountability and expertise at once.
How about sharing this post with your accountability buddy? Send it to him or her via email, Facebook or Twitter, thanks!
We’ve all been there: we have a lightbulb moment with what seems to be a fantastic idea, and we feel such a rush that we want to stop everything and focus solely on bringing our idea to life.
Jason Fried and David Heinemeier Hansson, authors of Rework, say, “By all means, have as many great ideas as you can. Get excited about them. Just don’t act in the heat of the moment.”
Why not?
“The enthusiasm you have for an idea is not an accurate indicator of its true worth. What seems like a sure-fire hit right now often gets downgraded to just a ‘nice to have’ by morning… and [it] isn’t worth putting everything else on hold. […] So let your latest grand ideas cool off for a while first.”
The authors suggest writing down the ideas and coming back to them a few days later, when we can evaluate them with a calm, cool mind.
Seth Godin, marketing guru, wrote in his blog, “Someone asked me where I get all my good ideas, explaining that it takes him a month or two to come up with one and I seem to have more than that. I asked him how many bad ideas he has every month. He paused and said, ‘none.’ And there, you see, is the problem.” (Source) “Good ideas come from bad ideas, but only if there are enough of them.” (Source) And in his book Linchpin, Godin writes, “All the creativity books in the world aren’t going to help you if you’re unwilling to have lousy, lame and even dangerously bad ideas.”
Fried and Hansson make a very good point. And when combined with Godin’s, that enthusiasm should fuel us to keep coming up with ideas, without regard for whether they are good or bad. Once we write them down and examine them later, we can prioritize the ones that truly have merit.
To sum up, don’t be afraid to have bad ideas. Just don’t act on them when they first arrive, because at that moment they seem fantastic. Keep your enthusiasm for producing more and more ideas: the more bad ideas you have, the better your good ideas will be.
Happy ideating!
ACTION
TODAY: Stuck on something and at a loss for ideas? (Remember there’s no such thing as a shortage of ideas.) How about trying deliberately to come up with 3 horrible and terrible ideas? Once you’ve picked yourself up from the floor and stopped laughing, then you’ll be able to come up with a more sensible list to help you out on whatever you are trying to do. That list will still have many bad ideas, but simply look for the good ones as you separate wheat from chaff.
FUTURE: Make a list of as-many-ideas-as-you-can-come-up-with to help you out on whatever you are stuck. Park it somewhere for a day or two, and then come back to sift through the ideas. The benefit of letting the ideas sit for a period of time is that your mind will also be clearer on what you need. Then you can start evaluating the merits and worthiness of each idea you had, and after that you can start to implement the very best.
Know someone who needs ideas? Please share this post with them via email, Facebook or Twitter, thank you!
TODAY’S IDEA: Hugging is a mindset
TODAY’S IDEA: 9 Lessons I learned from my mom about leadership and business
