by John Miller @ http://qbq.com . July 14, 2010 . 5:59PM
Personal Accountability … Bengy Style!
Need to buy a car? If so, then here’s where you go:
Mountain States Toyota, Denver, Colorado.
Why? Because they are outstanding!
Ask for Bengy Martinez—the happy salesperson with the big smile (email him at Bengy.Martinez@mountainstatestoyota.com). Let me tell you, Bengy is a star. And like every star, he has a supporting cast. In his case, sales manager, Matt Marr, and General Manager, Tim VanBinsbergen.
Some background: My wife, Karen, and I were not planning to buy two new vehicles this year, but a horrific May hailstorm—like none we’ve ever seen in our dozen Denver years—destroyed her Honda Odyssey mini-van and my fav “candy red” Toyota Tacoma longbed!
So, long story short, off to Mountain States we went, because we’d bought there before and have always been treated with dignity and respect. Well, low and behold there was a “pre-owned” (back in the day we called them “used”) Nissan Xterra for me—almost candy red—and another Odyssey van for Karen.
We bought. And all was well.
A few days later, I noticed the Odyssey’s back right tire looking soft, so I put some air in it. Honestly, I never thought much about it, until a June Saturday evening when our 22-year-old son, Michael, drove Mom and Dad to the Denver Int’l Airport to fly out for that long-planned cruise from Seattle to Alaska to celebrate our 30th. It was then on busy Peña Ave.—the only highway into DIA—we heard a “bam!” and a “bonk” and pulled over to find a flat tire. Yep, right side, rear.
Stupid! I thought. Should’ve gotten that tire fixed!
Decision time: Change the tire on the shoulder, call for a tow from the roadside, or try to go two more miles to DIA and let Mike handle it all. But Mike spoke up with, “Come on, Dad, let’s change the tire.”
“Oh, fine.” I responded, with absolutely no heart in it.
But then—wait for it—the problem that would lead to Bengy, Matt, and Tim becoming heroes presented itself.
There was no spare. Nor was there a Honda-specific tool to remove the wheel lugnuts.
My first thought was, I know it’s a used car that we purchased “as is,” but who sells a car with no spare and no lugnut wrench!?!?
So while calling for a tow truck, we limped on to the airport. Once there, we hugged Mike goodbye and headed to our gate. Fun way to begin the trip!
The next day, before we left Port Seattle, I emailed Bengy this note (abbreviated):
“Bengy, we bought the Odyssey from you and it had a bad back right tire from the start which blew out last night as Karen and I were being driven to the airport. We had to have the car towed to our home where it sits. Karen and I are now heading to Alaska and I’d like to ask what can you do for us? It’s not normal to sell an expensive vehicle without a spare and no way to remove the lugnuts, is it!? Thank you!”
After I sent my polite, frustration-laced note, I feared Bengy and Cast had only three choices:
1. Apathy. Do nothing.
2. Point fingers at the prior owner who kept the spare tire or at the “other department” who took the car into the dealership and didn’t check for a spare. And then do nothing.
3. Do something to help us, but charge us.
I did not really think there was a fourth choice, but that’s what outstanding organizations and people are all about:
Surprising and delighting the customer!
This, of course, causes the customer to send out a QBQ! QuickNote to 28,574 people. It also prevents customers from firing the organization!
So there we were, enjoying life on the “high seas” while the problem back in Colorado was getting solved. As Mountain States Toyota moved fast to excel, son Michael later texted me a suggestion: “Dad, you should write this story up as a QuickNote!” As a father, just that observation makes me proud, because we can’t be outstanding, till we can see outstanding. I’m glad he saw it.
So, what was Bengy’s solution? Mid week, a tow truck was sent 18 miles to our home to pick up the car, tow it to the shop, and repair the tire. Cool, right? But then, on that Saturday night, Bengy, the sales guy, personally drove Karen’s van to our home, parking it in our driveway. When we arrived home Sunday, there it was—ready for “Mom use.”
The next day, joyful, helpful Bengy told me, “Finding your house in the dark out in the boonies was not an easy trick. I bet I passed it five times before I knew it was yours! But, no biggie—glad we got it to you!”
That’s Bengy, a happy guy who loves to serve—and sell cars. And that’s a good thing, since most of us need one.
Oh, and guess what? I later found out that the Odyssey model we have does not come equipped with a spare. This makes Mountain States’ actions even more impressive. Clearly, they could’ve said, “Sorry, not our problem!”
So, do you need a car? If so, go to Bengy and see what personal accountability and outstanding service look like wrapped in a really big smile.
John G. Miller
Author of …
QBQ! The Question Behind the Question®
Flipping the Switch … Unleash the Power of Personal Accountability
Outstanding! 47 Ways to Make Your Organization Exceptional
by John Miller @ http://qbq.com . May 11, 2010 . 7:04PM
QBQ! QuickNote®
Integrity Begins With Me!
On a December Saturday years ago, the Millers piled into our van and headed for the mall. It was lunchtime, so we stopped at McDonald’s. Waiting at a red light in front of the restaurant, we saw a man standing at the intersection. In his mid-40s with a full beard, he was wearing a well-worn army jacket, ripped jeans, tennis shoes, a skimpy wool hat, and gloves with holes in their fingers. He looked cold.
He was also holding a sign that said, “Food for work.” Our kids had a lot of questions. Karen and I did our best to answer them. “Yes, kids, he’s probably hungry. Yeah, I guess he’d work for food, not just money. No, he probably has no place to go tonight. Yes, I’m sure he’s poor. No, he probably does not have a home. I’m sure he’s cold. You’re right, it’s very sad.”
Finally, the light changed and we turned into the home of “880 Billion Served,” or whatever the sign said that year.
After 30 minutes of heavy eating and light conversation, we walked out. I was carrying a leftover cheeseburger, still warm in the wrapper, untouched. We got into the van, turned around, and pulled up to the same red light. The “Food for work” guy was still there.
Suddenly, Kristin—the missionary in our family and now a brand new mom—who was nine years old at the time, asked the question I did not want to hear. From the back of our van she shouted, “Daddy, can you get out and give that guy our cheeseburger? We don’t need it.” I froze. And then did some fast talking, saying, “Well, Kristin, it’s awfully cold. The light’s about to turn green. Might cause an accident. I’ve got lots of cars behind me. I’m sure he wouldn’t accept charity, anyway!” An eternity passed and the light turned green.
As we pulled away, the man and I exchanged a glance, and then we were gone.
Many years later, I vaguely remember his face, but there is another face I cannot forget. In my rear view mirror, I saw the face of a nine-year-old with freckles, dazzling green eyes, and a tear coming down each cheek because she’d just seen her daddy refuse to feed a hungry man. There was no refuting, denying, or wishing it away. She saw what she saw.
For a moment, let’s put aside our politics, our opinions on social programs, and our temptation to wonder whether the man would have taken the food. People have said to me, “Well, maybe he was a con man,” which honestly had never occurred to me. Even if that were true, it’s beside the point. What this moment in time represented was a daughter watching her daddy not stand on his stated values. Not live what he said he claimed to believe. Not follow his own teachings. Not demonstrate integrity. It was not an outstanding moment for me.
You see, at home, in a nice, warm kitchen full of food I had been throwing around words such as “sharing,” “giving,” “tithing,” and “helping those less fortunate.” But my actions in that moment were completely inconsistent with those words; I didn’t share, give, or help.
As unpleasant as that memory is, it helps me remember the big difference between my words and my actions. I realize I need to be vigilant if I want to live a life I’m proud of and be a good role model for those around me. I think poet, Edgar Guest, said it best:
Sermons We See
I’d rather see a sermon than to hear one any day.
I’d rather one should walk with me than just to show the way.
The eye is a better pupil and more willing than the ear;
Advice may be misleading but examples are always clear.
And the very best of teachers are the ones who live their creeds,
For to see good put into action is what everybody needs.
I can soon learn to do it if you’ll let me see it done.
I can watch your hand in motion, but your tongue too fast may run.
And the lectures you deliver may be very fine and true,
But I’d rather get my lesson by observing what you do.
For I may misunderstand you and the fine advice you give,
But there’s no misunderstanding how you act and how you live!
So let’s each remember to not ask, “Why don’t others walk their talk?” but rather The Question Behind the Question (QBQ), “How can I today practice the principles I espouse?”
Meanwhile, please enjoy our Be Outstanding! show titled “Integrity: An Idea That Works!”
John G. Miller
Author of …
QBQ! The Question Behind the Question®
Flipping the Switch … Unleash the Power of Personal Accountability
Outstanding! 47 Ways to Make Your Organization Exceptional
Twitter: QBQGUY
Facebook: The QBQ
by John Miller @ http://qbq.com . April 28, 2010 . 10:07PM
QBQ! QuickNote®
Outstanding Happens in Moments
Our QuickNote story is from Antonio in Indiana, an Outstanding! reader.
—————————————-
John, I ordered Outstanding! the minute it was released, and have applied the principles to my personal and professional life. My staff has done the same—and we have seen our business move in an outstanding direction. So, I want to share an “outstanding” story with you that I experienced!
I phoned in a “carry out” lunch order to our local McAlister’s Deli for two grilled chicken salads. The gal on the phone told me they would be ready in five minutes. When I arrived ten minutes later the place was packed with a line of customers reaching the sidewalk.
Slipping up to the counter, I learned from the cashier my order had gotten lost. She apologized for the mistake and told me she’d resubmit it “priority” status. When I moved to the side to wait, the Be Outstanding! Moments began.
Be Outstanding! Moment #1:
As she continued to take orders, the cashier offered me a drink on the house. She had already addressed my problem, but rather than ignore me waiting in the wings, she made sure I did not feel forgotten.
Be Outstanding! Moment #2:
Not more than two minutes later the manager came by and apologized. I never even asked to see the manager about this issue. It just wasn’t that big of a deal!
Be Outstanding! Moment #3:
The manager gave me two complementary meal cards for my next visit, saying, “Please come back and see us again. Next time we’ll get it right.” He offered no excuses about being busy or some “trainee” making a mistake.
Be Outstanding! Moment #4:
The manager started walking up and down the line of patrons. I wondered what he was doing. When he got closer I was able to hear for myself: He was taking drink orders for people and apologizing for the wait. The manager himself was out with the customers. The most outstanding part was nobody was complaining! He was doing this, I assume, because he knows it’s the right way to treat his customers.
Be Outstanding! Moment #5:
My order was ready. After grabbing it and heading toward the door, I realized I had not paid. When I turned and asked the cashier for my total, she said, “Don’t worry about it; your lunch is on us today!”
John, every action I saw them take was designed to avoid what you write about in Outstanding! where you say, “People fire organizations.” Not wanting their customers to vote with their dollar and go somewhere else the next time they’re hungry, this organization went the extra mile at every turn.
Not only do I intend to continue giving McAlister’s Deli my business, I have told countless people about my positive experience. The fact they lost my order is the furthest thing from my mind. That stuff happens. It’s how an organization reacts to their mistakes that will determine if it is “Outstanding!”
—————————————-
Antonio, you’ve said it well. Organizations do not become outstanding overnight. Nor do they fail in a day. Outstanding moments lead to outstanding experiences which lead to the building of outstanding organizations. Remember to make the moments exceptional.
And, if you believe in exceptional customer service, enjoy this week’s guest on the Be Outstanding! show. Lisa Ford is a delight—as well as an expert in this arena. Our next show will be up Monday May 3rd and features author and life coach, Dan Miller. If you’re still looking for the “work you love”—tune in!
http://webtalkradio.net/shows/be-outstanding/
Lastly, on a personal note, my wife of thirty years, Karen, and I became grandparents last week! Yep, our oldest of seven—Kristin Lindeen—and my speaker colleague here at QBQ, Inc., gave birth to Joshua. And believe me, he is an outstanding little guy in every way!
John G. Miller
Author of …
QBQ! The Question Behind the Question®
Flipping the Switch … Unleash the Power of Personal Accountability
Outstanding! 47 Ways to Make Your Organization Exceptional
Twitter: QBQGUY
Facebook: TheQBQ
by John Miller @ http://qbq.com . March 30, 2010 . 8:00PM
Read this story and then tell us by commenting on this blog YOUR worst customer service experience and you might just win a free Outstanding! book!:
Question Behind the Question) QuickNote
Never Forget Who Pays the Bills
Do you ever imagine how things could be? I do, though not so much about changing the world or what it’ll be like when I reach some big goal. My dreaming is often about . . . well, how things ought to be.
First, the reality part of the story: It was 8:57 on a Saturday morning. I was standing in front of what the Miller kids call a “haircut store.” I needed a trim, but waiting forty-five minutes in a busy hair salon on a weekend to get one is not one of my life goals. So, as I always do, I arrived just before they opened at 9 a.m. And then, surveying the parking lot and seeing how many other people had a similar idea, I slipped out of my truck and went to lean on a pillar in the store’s entryway, trying to look casual and not too obsessed with being first in line. At 8:58, I noticed a woman hurrying along the sidewalk toward me with key in hand. She came right up to where I was, did not acknowledge me, put her key in the salon door, unlocked and opened it just a bit, and then quickly squeezed through the newly created opening. When I moved to follow her, she turned and curtly said, “We’re not open yet,” and proceeded to shut and relock the door from the inside—right in my face.
That’s when I began to dream.
“Good morning, sir! Wow, so, so good to see you! Isn’t it just a fine Colorado day? And it’s not just about the weather—it’s about you, because I know why you’re here. You’ve come to fork over some hard-earned cash so that my colleagues and I can pay our bills, put food on our tables, and send our children to college. You, sir, at this moment, are the most important person in my world! We open in a few minutes. Would you like to come in and have a seat while you wait? Do you like coffee, sir? Great, I’ll get a pot brewing right away. Welcome!”
Wouldn’t that have been terrific? That’s the sort of thing I dream about: organizations treating their customers like they’re the most important people in the world. Unfortunately, for too many organizations—like my haircut store—it’s only a dream. And the woman who shut and locked the door on my nose? She was the manager!
In Flipping the Switch, I suggest that service—real service—is simply doing for others that which we don’t have to do. And it’s true: Whenever a customer is absolutely delighted, it’s because someone did something for them that they didn’t have to. Organizations have spent untold dollars, time, and energy on customer service training, and yet all we really need to do is follow this simple—and profound—idea. Keeping it in mind will help each of us remember to go above and beyond for the people who pay our bills.
The salon manager didn’t have to let me in, and, of course, she didn’t. But think of the impression it would have made on me if she had.
Whether it’s a nonprofit working with donors, a church and its parishioners, a government entity serving citizens, or a corporation moving products around the world, we all have customers and without them, no organization would exist. I know that may seem like an obvious thing to say, but it’s easy to forget sometimes, especially for those individuals who are higher up or deeper inside the organization and don’t deal directly with customers each day. But here’s the deal: Outstanding organizations never forget who pays the bills.
Who pays your bills? Whoever it is, visualize them as wearing a flashing neon sign around their neck with twelve-inch-high letters that read MAKE ME FEEL IMPORTANT!—and then do something for them you don’t have to do.
(Excerpted from Chapter 24 of Outstanding!)
by John G. Miller
Author of …
QBQ! The Question Behind the Question®
Flipping the Switch … Unleash the Power of Personal Accountability
Outstanding! 47 Ways to Make Your Organization Exceptional
by John Miller @ http://qbq.com . March 15, 2010 . 4:25PM
Be Outstanding! radio show with host John G. Miller coming March 29!
Dave Ramsey/FOX TV interview with John on Outstanding!
Purchase the new Outstanding! book here.
QBQ! (The Question Behind the Question) QuickNote®
Be Outstanding!: Make No Excuses
Daughter Tara, while a high school senior, came home one weeknight after I’d turned in and typed out a note on my laptop. This is exactly how it looked and read: “Dad, I’m sorry for not calling to let you know I wouldn’t be home by ten. I understand things like this can take away the trust you have in me. I won’t even make excuses, because I know I need to have Personal Accountability!”
I remember thinking, Wow, great note. She really gets it. What a good kid. Then I saw a P.S. that said: “Of course, there are always reasons if you want to hear them.”
Life teaches us all—whether we’re a child, a teen, or an adult—that we cannot control what other people say and do, or most events occurring around us. The only thing we really have control over is ourselves. And this is exactly why personal accountability is so critical, and why people and organizations who demonstrate accountability stand out.
In truth, there actually are reasons things go awry: people make mistakes, the ball gets dropped, stuff happens. Life can be complicated, confusing, and complex. Because of this, any one of us on any given day could go on and on with “reasons.” But when we attempt to exonerate ourselves with explanations, all they sound like are excuses—and, of course, that’s all they really are. What we need to do, instead, is look to ourselves and ask, “What can I do?” and get to work solving the problem. In other words, practice personal accountability.
Certainly there are situations in life where we pull out the swords of Facts and Logic and wield them mightily in our defense. But when we are tempted to do so in front of anyone we call “customer,” we might want to remember the country song that says, “Here’s a quarter, call someone who cares.” Never forget: The customer does not care to hear our reasons and excuses.
Just ask Alan Farnsworth, head of customer service worldwide for Bausch & Lomb. He’s been on the receiving end of the better approach and shares it in this story:
Connecting through the Paris airport, I was on a bus full of travelers heading out for a remote boarding on a distant tarmac. When we reached our plane, we weren’t allowed to get out. Instead, an Air France person came onto the bus to let us know the airplane cabin wasn’t ready. I wasn’t concerned about the delay since I was not in a hurry, but I could see other passengers getting increasingly annoyed as the minutes passed.
Once we were finally on the plane and settled in, forty minutes behind schedule, the captain came over the speaker. Honestly, I expected the standard, canned, insincere airline spin such as, “Sorry for the delay, but it’s due to the late arrival of the incoming aircraft” or some other routine excuse. Instead, here’s what the captain said: “I’d like to personally apologize for this delay. It was due to our failure to get the cabin ready on time, and as captain, I am responsible for that. I didn’t get the job done. This is inexcusable. Our practices will change to ensure this never happens again, at least not with any team for which I am responsible. This is not typical of Air France, and I hope you won’t hold this against us, because we can do better—and you deserve better. Now, please sit back and enjoy the flight. We may be late, but we’ll make it as pleasant as possible for you.”
I have never heard such honesty like this in circumstances like these. You should have seen the passengers’ response. It was fascinating to observe. Nodding heads, smiles, and faces that clearly said, OK, that’s pretty nice. I feel better now. People’s agitation and irritation seemed to be replaced by acceptance and relaxation. While observing all of this, it occurred to me that candor and accountability like this are exactly how every organization ought to deal with their customers. After experiencing it—after feeling it myself—I know it works!
Question: How complex is it for an airline to get a plane off the ground on time?
Answer: Extremely.
And more often than not, the crew is as frustrated as the passengers. They want to get going, too! But if this Air France pilot had shared “The Five Reasons You Can’t Blame Us” with his customers, what would that have accomplished? Nothing positive, that’s for sure. So he took the High Road of Personal Accountability and simply said, “No excuses.” Outstanding!
Alan’s tale is a terrific example of one individual taking responsibility for a problem in a surprising and inspiring way—but that’s probably not the whole story. Since individuals often act within the context of their organization and its culture, I can’t help but wonder what might have been in the captain’s training and the organizational environment that contributed to his behavior.
More important, what can each of us do to engage in the same behavior in our organization today?
(Excerpted from the new Outstanding! book)
John G. Miller
Author of …
QBQ! The Question Behind the Question®
Flipping the Switch … Unleash the Power of Personal Accountability
Outstanding! 47 Ways to Make Your Organization Exceptional
by John Miller @ http://qbq.com . February 18, 2010 . 4:08PM
Today we sent out a QBQ! QuickNote on coaching, along with our short YouTube video. Please comment here by sharing with us your example of “The Best Coaching Moment Ever” and/or “The Worst Coaching Moment Ever”! The best examples, in our humble opinion, will win an autographed Outstanding! book by John G. Miller!
by John Miller @ http://qbq.com . February 17, 2010 . 7:01PM
by John Miller @ http://qbq.com . January 24, 2010 . 6:36PM
Enjoy a quick 4 minute interview on new book “Outstanding!” with author John G. Miller.
by John Miller @ http://qbq.com . January 24, 2010 . 11:35AM
John talks about Chapter One of “Outstanding!” titled “Be Fast!” here. Don’t worry, at 1:22 – it’s fast!
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