By Sharon Drew Morgen

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The Business of Kindness

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In the media recently I’ve been hearing the word ‘kindness’ discussed by business folks.

Kindness – not a word historically associated with corporations, those bastions of male verve – is now being equated with the bottom line. How times have changed. In the 90’s when I gave keynotes titled ‘Sales as a Spiritual Practice’ I would get asked: “Yes, but how would we make money?”

Imagine embracing the desire to be helpful and considerate, compassionate and generous as part of accepted business practice. We all know what happens when it’s ignored. We know how workplace issues grind people down, and how infrequently those below the top tier get asked their opinions. We know we lose more good employees to treatment issues than to pay issues. We know that 70% of buying decisions are made by women.

And yet we continue assuming the bottom line is about minimizing costs and maximizing profit about putting rules before people.

HOW KINDNESS CAN EFFECT OUR BOTTOM LINE

The costs of degrading and ignoring employees and making customers conform to our money-saving practices, the cost of treating customers merely as numbers that get crunched, cost us high turnover, a paucity of fresh ideas and new leaders, a loss of customers and reputation, and the need to hire more supervisory managers and do more ‘reputation management’ to handle the fallout.

I intimately know a company with a reputation for treating employees so punitively that only naïve out-of-towners apply for the many available jobs. I’m involved with a situation wherein Wheaton Movers broke a sculpture in my move and have proceeded to treat me so badly that I’m composing an article for broad distribution suggesting people moving choose a different vendor. Without kindness, everything suffers, and in this day and age, clients, customers, staff, have vehicles for their complaints.

Research has shown kindness actually increases our bottom line:

  • When employees are asked their opinions, treated respectfully, given jobs that enable them to exhibit excellence regardless of their pay scale, they are more creative, responsible, and loyal. They adopt leadership roles, put in longer hours, and have fewer sick days.
  • When we treat our clients kindly we keep them longer, hear about problems (rather than lose them to competitors), are offered new ideas to monetize, and have brand ambassadors to offer free marketing to connections who may become clients.

Here are a few of my personal experiences of monetizing kindness:

1.  Kindness with customers:

a.  In Portland recently, I couldn’t locate my correct bus stop. I called the Transit help line and a person answered! And he stayed on the line until I got to my destination! I also had an issue with the local gas company causing very minor damage to my countertop. They called, apologized, and immediately sent me a check for $500 for recompense (It might cost $100 to fix.).

  • Takeaway: the random acts of kindness I found throughout Portland have led me to move there.

b.  After not receiving my NYTimes for four Sundays, I made two angry calls. The first woman said I would need to speak with a supervisor on Monday; the second woman not only called my local delivery folks, she called back to tell me when the paper would be delivered, called again to make sure I got it, and then left me her cell number in case the problem occurred again.

  • Takeaway: I won’t cancel my subscription.

2.  Kindness with employees:

a.  In the 80s I ran a tech support company in London with 48 tech folks. Annually, I gave them $2000 to take a week off to renew themselves by attending any course they wanted (photography, cooking). I also required them to take off one day a month to do volunteer work. And at least four times a year I went to their job sites (and they were not my direct reports), took them to lunch, and picked their brains on ways we could do better for them and for our clients. Their ideas were terrific. As a side note, I often ran into competitors at conferences who said they tried to hire my folks away yet couldn’t pry them from my grip. “What are you doing to those folks?” I was just respecting them.

  • Takeaway: there was no turnover in 4 years; the tech folks called us whenever they heard rumors of new business and I was in place by the time the vendor delivered the product.

b.  I hired a full time ‘make nice’ guy whose job it was to visit staff and clients on site to make sure the relationships and programming worked efficiently, nipping problems in the bud. With no fires to fight I had nothing to do but grow my company.

  • Takeaway: revenue doubled annually; I had a 42% net profit.

THE HOW OF KINDNESS: USING LISTENING SKILLS ENHANCE RELATIONSHIPS

I believe the process of listening is one of the skills that will enable us to be kind. Not only do we need to set up client Listening Conferences and staff Listening Hours, we must hear what’s being said between the lines using a ‘kindness ear’. My new book What? Did you really say what I think I heard? explains whatever we listen for determines what we hear. So rather than merely listen for problems or ways we can merely follow rules (and put rules before people) we must listen for the patterns in the problems: Lots of turnover? What are we ignoring that can be resolved? Bottom line decreasing due to competition? What are clients telling us that we haven’t been listening for? Customers writing negative articles about us? What do we need to do differently to find a balance between our rules and the human element?

Through the years, with clients and staff, coachees and colleagues, I have found the biggest obstacle to authentic communication is how imperfectly we hear others, or how closely what we hear conforms to what we want to hear. Far too often we enter conversations with a bias and miss what’s being conveyed that falls outside the range of expectation. Imagine if we approach our conversations with the bias of kindness:

  • An employee is perpetually late with work assignments: is there something going on in the department, with other employees, with her work load, that is causing the problem?
  • Customer service folks must recognize patterns in complaints and become leaders in resolving problems rather than maintaining the status quo. I recently heard a rep say:  “I’ve had lots of complaints about this. But there are no plans to fix it.”

How can we monetize kindness with staff and clients? It’s possible to make money AND be kind. Let’s begin the conversation.

____________________

Sharon Drew Morgen is the NYTimes Business Bestselling author of Selling with Integrity and 7 books how buyers buy. She is the developer of Buying Facilitation® a decision facilitation model used with sales to help buyers facilitate pre-sales buying decision issues. She is a sales visionary who coined the terms Helping Buyers Buy, Buy Cycle, Buying Decision Patterns, Buy Path in 1985, and has been working with sales/marketing for 30 years to influence buying decisions.
More recently, Morgen is the author of What? Did you really say what I think I heard? in which she has coded how we can hear others without bias or misunderstanding, and why there is a gap between what’s said and what’s heard. She is a trainer, consultant, speaker, and inventor, interested in integrity in all business communication. Her learning tools can be purchased: www.didihearyou.com. She can be reached at sharondrew@sharondrewmorgen.com  512 771-1117.
www.didihearyou.comwww.sharondrewmorgen.com

 

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