Back when I was involved a bit in local television news — I was a free-lance anchor and entertainment commentator for the CBS affiliate in Indianapolis in the late ’80′s and early ’90′s — a broadcast veteran and I were talking about the media’s role in reporting Presidential politics.

“Watch the next campaign,” he wisely told me. “It’s in the media’s interest to get the number of candidates in either party down to two as quickly as possible. The audience can’t follow closely when it’s six or seven running for the nomination for President.”

Then, he continued, “But, once it gets down to just two, it then becomes the media’s interest to KEEP IT GOING as long as possible, as readers and viewers lose engagement once there is an obvious winner. People love watching a ‘horserace.’ The story becomes more compelling when it is just one person against another. If one guy has it locked up in February, how can they keep your interest until the convention in July or August? They can’t. They need to extend it as far as they can.”

I was thinking about this when the Morning Media Newsfeed from MediaBistro.com revealed today on Donald Trump’s endorsement of Mitt Romney that, “The New York Times, The Associated Press, Politico, National Journal, and CBS all initially reported that the Celebrity Apprentice host would announce his support of Newt Gingrich.”

In addition, “According to Politico, the (New York) Times was the first to (erroneously) report Trump’s endorsement of Gingrich.”

There are many conclusions one could take from this situation; however, when it comes to business, here’s an observation:

Anytime we communicate with our customers, we obviously do so with some degree of bias. Everything will be filtered through the prism of our personal and professional preferences and point of view. And, I would suggest, we all understand that’s the way it is. (To quote Walter Cronkite.)

However, it’s also quite possible when we offer our ideas, judgements, and positions, they can become so focused upon OUR needs that what we deliver doesn’t suit the needs of our customers and prospects.

In other words, because our view can become biased and clouded, we can potentially make recommendations that are flat-out erroneous.

Every once in a while, it’s a pretty good idea to do a “bias check” on our communication. Take a look at what you are sending and suggesting to customers. We all know customers buy our products and services based upon their needs and wants, not ours.

For these media outlets to erroneously report “the Donald” was endorsing Gingrich — instead of waiting for the fact that his choice was Romney — was partially based upon the competition in the news marketplace to be first with the scoop.

However, it was also, I believe, based in the biased need to prop up the Gingrich campaign, which has been faltering a bit after the loss in Florida.

Nonetheless, the result is another hit to the media’s reputation for delivering what they should guard most fervently — accuracy.

When you and your business make erroneous statements springing from bias, you take a hit with regards to an element you should be jealously guarding — the trust your customers have in you.

I’m flying from Baltimore to Vegas on an airline I don’t normally take…usually I would go Delta for the SkyMiles, but this airline has a non-stop, arriving two hours earlier, and I need the sleep.

In the middle of the 5½ hour trip, a flight attendant makes an announcement, naming two passengers, and asking them to walk to the front of the plane.

Confused, and not knowing one another, an older man and younger woman from separate parts of the aircraft approach the forward galley.

Flight attendant now announces these two have something in common. It’s their birthday! She leads us in singing, “Happy Birthday To You.”

And, she asks every passenger to hit the “flight attendant call button.” It illuminates three small lights in the plane’s ceiling at every row. She dims the cabin overhead lighting, then tells the two they need to make a wish and blow out the “candles” – and when they do, every passenger will hit the button again, to turn out the little light bulb.

Cabin lights dim…entire plane counts, “ONE…TWO…THREE!”…birthday duo acts as if they are blowing candles…we turn out the lights…and the entire plane laughs like crazy.

Interesting, isn’t it?

I don’t have to tell you which airline I’m on. You just KNOW it was Southwest.

If a customer would tell a story about something they experienced doing business with you…could they leave out your name, and everyone would still know you were the one they were talking about?

At a recent meeting I was addressing near Boston, I learned the fascinating story of the Berry family, and their restaurant on Cape Cod, Moby Dick’s. It’s a true story of distinction.

You can read on their website how the restaurant came to be — and how the oldest son, Todd, discovered how much he enjoyed the business. When I met Todd, he gave me a very important insight on how and why their restaurant is so distinctive — to the extent it has received rave reviews everywhere from TripAdvisor.com to the New York Times’ Style Magazine.

“We don’t have a liquor license,” Todd told me. When I expressed my surprise that such a busy place wouldn’t also profit from serving at least beer and wine, he had a great response.

“It just like in your book, Scott!” he responded. “We invite our customers who want to enjoy an adult beverage to bring their own! In that way, they’re always assured of having their favorite beer — or even a bottle of wine they can buy at a store for about half of what most restaurants will sell it. We will provide them with everything from ice to glasses so they can enjoy the drink of their choosing, and buy it for less than what my competition can sell it in their restaurants.”

“But, here’s another thing,” he continued with his wise observations, “it also allows us to suggest that we will focus on the great food instead of trying to sell you drinks like the other guys. It’s what we do NOT do that helps us create distinction.”

He’s exactly right.

By the way, it wasn’t mentioned — and I’m only guessing here — but it also saves Moby Dick’s the expense of licensing and compliance, liability insurance and server training; and, more importantly, the time and great expense necessary to stock and maintain a selection of alcohol. So, in other words, what makes them distinct also potentially provides a competitive advantage by reducing their overhead.

I have not yet had the privilege of dining at Moby Dick’s. I’ve since read online about the great crowds of people who do — and noticed an overwhelming majority (132 of 156) on TripAdvisor.com rated it “Excellent” or “Very Good.” (Which, if you know much about how people tend to be very critical in their rankings on that site, are amazing reviews!)

However, as my mouth is watering and stomach growling just writing about them — I can assure you I will be there on my next trip to the Cape.

More importantly, it is a great lesson they are sharing with us. Distinction is often more about what is absent from your business — and how you focus and specialize on what you REALLY do — than it is providing a wide array of products and services to your customers.

What’s absent from your efforts that makes you more distinctive in the marketplace?

There is profitability…and then, there is growth.

Many businesses – and their leaders – do not understand the difference.

If I want to be more profitable, I can do either one — or a combination — of three steps:
1) Cut expenses
2) Get my current customers to spend more money with me
3) Get new customers

(Thanks to my friend, Ford Saeks, for discussing this with me last week at a meeting in Las Vegas!)

However, it is very difficult – perhaps impossible – to cut my way to growth. (It just sounds like an oxymoron, doesn’t it?)

Gary Hamel wrote, “You can only grow by bringing something unexpected and exciting to clients.” Taking that approach means you’ll get your current customers to spend more – and you’ll attract new customers.

In other words, true growth is created by distinction.

Chopping your training budget, slashing R&D, and cutting back on your marketing may cause you to be more profitable in the short term. However, it’s impossible to consider that approach as a long-term strategy for growth and distinction.

Think about it: If you grow in a distinctive manner…you’ll be profitable.

But, if you’re currently just profitable…it doesn’t guarantee you will stay that way…or that your organization will grow.

“How many followers do YOU have on Twitter?” “Have you maxed out your ‘friends’ on Facebook?” “What’s the traffic on your blog?”

Questions anyone on social media are being asked these days — and it exemplifies part of what has been wrong with our thinking in business: More must be better.

And, it’s NOT: More is just more. Better is better.

In other words, having fewer followers and friends — and providing something so compelling, these people become raving fans — is superior to simply amassing numbers.

At a Speakers Roundtable retreat this past week, my friend and business growth guru, Ford Saeks, made a fantastic point.

“There are only three ways to grow your business,” Ford said.

1) You attract more customers
2) Your current customers spend more with you
3) You reduce your expenses

It seems to me the typical approach of most non-distinctive organizations has been for the sales and marketing team to bring more customers into the fold. The CFO counts the beans and attempts to get expenditures down to the bone.

What is often forgotten is: How do we get current customers to spend more money with our organizations!

That can only happen when the quality of the connections you have with them compels them to become more engaged. And, how you do that is, in part, through the Ultimate Customer Experience ®.

What are you doing today to enhance the quality of connectivity you have with your customers?

Are you spending more time and effort on quality of connections…or are you concentrating solely on the quantity?

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NEW BLOG!

By the way, I have a new blog where I will be posting in addition to this one — our new project is a simple daily thought on how you create distinction for your organization and yourself.

Please check it out: it’s: http://ProjectDistinct.com

And, please spread the word and let me know what you think!!

If you read this blog regularly — and I really hope you do! — you know most of what is posted here is about improving your business; particularly as it regards the experience your customers receive. However, on a personal note, I just received something to end the year that has really moved me, and I wanted to share it with you.

This month’s “Portfolio Magazine” has a major article by Kelly Merritt about being invited by a friend to attend a large conference in Oregon. Kelly is a very talented writer — and what I’ve particularly enjoyed when reading her is that while she focuses upon food, her passion shines through her articles. She relates meals to memories. For example, one menu in the article recalls her childhood lust for the first bite of steak and baked potato, even though the Sunday School lesson of the day taught patience as a virtue.

Imagine my surprise and gratitude when I read this from her article:

“When the speaker they brought in to address the crowd finished his lecture, there was not a dry eye in the house. The speaker was author Scott McKain.

I have no doubt that McKain’s presentation changed people that day for the better. We all sat up a little straighter, called our loved ones with kind words and perhaps forgave someone that day.

What I learned from McKain has stayed with me ever since and I’ve applied some of what I learned from him to be a better writer, better wife and better stepmother. I encourage anyone who needs a jolt of inspiration to read his book “Collapse of Distinction”. It’s a page turner and life changer. If ever you have the opportunity to hear him speak, go for it.”

What a great way to end 2011!

Thank YOU for reading and sharing this past year — and I hope to provide more information and insight you will find of value in the coming year!!

I loved the opening line of this recent news story, written by Joyce Smith of McClatchy Newspapers:

” It’s not only the Grinch who stole Christmas. Some grouchy salesclerks do, too.”

The article states up to 40 percent of revenues for a retailer can come from holiday sales. Yet, at precisely the moment they should be displaying their best efforts when it comes to building a customer relationship, many businesses put poorly trained employees on the front lines.

Could that be part of the reason Sears Holdings, Inc. — the parent company for both Sears and Kmart — announced this week they will be closing as many as 120 stores? I think so. What was your experience the last time you shopped at either of the two?

Naturally, Sears Chief Executive Lou D’Ambrosio told employees in an internal memo the retailer had not “generated the results we were seeking during the holiday.” Then, he did what it seems every CEO does at times like this — he cuts the level of service and access customers have to do business with him.

Does this approach EVER work? Sears/Kmart is closing locations — meaning there will now be 120 fewer dirty, crappy stores — but saying nothing about how they are going to enhance the customer experience for those remaining open. Which means — think Circuit City, Borders, and the like — they somehow believe providing less for customers will somehow turn their business around.

Sure, they have the advantage of Craftsman tools and Kenmore appliances — but, is there REALLY a compelling reason to go to Sears? And, good grief, Kmart?

It’s pretty obvious that Walmart can sell it cheaper — and Target will sell it hipper — so why would you go to Kmart? What advantages does Sears have over any competitor?

As I stated in “Collapse of Distinction,” if you can’t define why your customer should and would choose you over the competition, you are doomed. I seriously do not believe Sears and Kmart can currently answer that question.

If I was in their shoes, I would announce an all-out assault on the customer experience. Sure, some locations may have to be closed — but, those remaining must be updated with a fresh, modern appearance. New standards would be established and educational programs instituted for everyone from clerks to managers on how to deliver an Ultimate Customer Experience ®. Sears and Kmart would put their flag in the ground that their customers will be treated in a way you will never encounter at Walmart or Target…it would become a point of significant differentiation.

The McClatchy article stated: “A study this year by American Express found that nearly 80 percent of Americans have ditched intended purchases because of poor service. But on the flip side, consumers said they would spend an average of 13 percent more with companies that provided excellent service.” Just getting current customers to stop ditching Sears/Kmart and spend more money with us because of excellent service could be an important first step to right the ship.

Here’s what’s important for you and your business: What is the compelling reason customers would come to YOU?

Are you delivering such a superior experience they won’t ditch the purchase — and, instead will decide to spend more money with you?

If the answer is “yes” — welcome to a great 2012.

Here is an audio message of gratitude for the Holiday…

There are so many Christmas mornings I remember where I left the house in the pre-dawn hours of the morning to go to work at either a radio station…or, later, a television station in Indianapolis..and work until midday.

My family was always wonderful and understanding about working on the holidays — so, they instilled in me a special appreciation of those who are toiling so others can be entertained, be informed, be secure, be filled up with gasoline for the trip, and all of those other things so easily taken for granted.

(You might want to specially thank someone you encounter who is working on the holiday! I can tell you from experience, it means the world to hear it!)

So…I just wanted to record a few words about this past year, and the gratitude I hold for every person who listens and every organization that seeks to learn. Thank you VERY much!

Scott’s 2011 Christmas Message

Many years ago, when I worked as Director of Public Affairs and Annual Fund (which, upon reflection, was a very silly combination) for my alma mater, Franklin College, I would hear professors talk about taking a sabbatical.

Frankly, at that early point in my life and career, I wasn’t quite certain what a “sabbatical” really was — until one teacher explained to me the concept of providing a professional in academia some time to reflect and accomplish something — such as writing a book — that would enable the individual to return to his or her position both refreshed and with a greater depth of knowledge from which to teach.

(As I was just starting my work at the college, at that point it sounded to me like a fancy way of saying you were taking a year off work.)

Now, however, I realize there is more to the sabbatical than my youthful self realized. Taken, as Wikipedia tells us “from Latin sabbaticus, from Greek sabbatikos, from Hebrew shabbat, i.e., Sabbath, literally a ‘ceasing.’”

Often, I remark in my presentations we “get so busy DOING what we do, we fail to take time to THINK about what we do.”

Reading the Steve Jobs biography, I was struck by how much time Jobs spent in thought and contemplation. Don’t get me wrong — I realize if you’re running a small business like my Dad and Mom did with their small town grocery store, you just do not have the luxury of extended “navel gazing,” as one hard-boiled manager once put it to me.

However, if all you’re doing is what you’ve always done — especially if you must do it cheaper and faster — I’m not certain you’re doing yourself any favors.

It’s fascinating to me it’s the outsiders who often are the industry disrupters. For example…as I mention in “Collapse of Distinction”…it wasn’t Folger’s or Chase & Sanborn who came up with the revolution that is Starbucks.

The critical question is, “Why not?” Folger’s was focused on coffee all day, every day. Why couldn’t they come up with the concept? They were already buying coffee beans…

It wasn’t Nokia or Motorola that revolutionized mobile phones. It was Apple. Why couldn’t the ones working every day on it come up with a perfect smartphone? Why was it an outsider?

The answer is too obvious: Because the companies working intently on coffee and mobile phones didn’t have the perspective an outsider would.

As we approach the end of the year, and many of us in our respective traditions and personal beliefs are celebrating the holidays, my hope is you can also find a bit of a sabbatical.

Use this time to refresh your spirit and recharge your batteries. Maybe it’s a time to contemplate and plan for the coming year. Perhaps you can gain some perspective that is often missing when faced with the crush of day-to-day activities.

Most of all, here is hoping you take the opportunity to “cease” your labors, reflect upon our abundant blessings, and refresh your mind, body, and spirit.

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If you would like some assistance and direction in guiding your plans for the coming year — both personally and professionally — check out our audio program (complete with priorities workbook and program handbook) — “Just Say Yes!”

For more information, CLICK HERE!

I should have known. Really…I should have.

I just received an email regarding my previous post about the CEO of BMW Portugal and his effort to be certain his entire team was committed and enthusiastic about their opportunities to grow the company.

The message was from Klaus Kibsgaard, the subject of the post, now CEO of BMW Nordic — and I truly appreciate his kind comments. However, he gently corrected one of the points I made.

In the previous post, I state about Kibsgaard: “He took key people to Munich for a tour of the BMW factory, to see the precise and innovative engineering, the remarkable process by which the ‘Ultimate Driving Machine’ is manufactured, and meet with corporate leaders. However, he also showed them a great time and got his team more emotionally connected with each other — and with BMW.”

I had misunderstood something very important. He did not take “key people” to Munich.

He took EVERYONE to Munich.

From the receptionist to the CFO and everyone in between…he made certain EVERYONE was on board. That is commitment to ensuring your team is engaged.

Klaus wrote me, “It was FANTASTIC…memories of that trip live on even today…six years later it still produces enthusiasm (kept up with regular booster shots)!”

And, there is an important point, as well.

Many organizations will have a huge meeting or motivational program — then, not follow up on the momentum they generate! The “booster shots” — a systematic, on-going effort to advance and grow your results — are critical!

A few years ago, I wrote about Starbucks shutting down every store — systemwide — to reconnect all of its employees to organizational values. A question I asked then…and will ask you again after Klaus’ message…is this:

Are you so committed to your team — and connecting them to what is REALLY important — that you are willing to engage everyone in such a compelling manner?

And…what have you done — or what will you do in 2012 — to PROVE IT with an on-going, systematic approach to engaging and enhancing your people?