By Al Mills
I genuinely feel empathy and sympathy for anyone named Karen! The name has become the equivalent of a bad word in today’s vocabulary. I’m sure you know, as most do, that a Karen is someone who complains bitterly and asks to see a manager over the most infinitesimal of issues. As usual, most of us like to see an unreasonable person receive a comeuppance over silly demands. And I’ll admit to enjoying the reels that consistently show up on Instagram and TikTok that show entitled people get what’s coming to them.
But, few of these reels are realistic, many of them contrived and acted out, poorly I might add, and designed to create a visceral reaction on the part of the viewer. Don’t get me wrong, there are plenty of real videos posted from airports, boutiques, restaurants and such, but the beauty of the reels is that they hook you into watching.
In your organization, what’s your standard response to problematic clients and customers? For sure, there are times when an organization may choose to satisfy an unreasonable demand for the sake of business health. But what about clients that seem to be unhappy no matter how far you go for them?
The old adage “the customer is always right” seems to dictate how we should respond, yet this isn’t the entire principle behind the adage. The last part of the quote is “…in matters of taste.” The great retailer Harry Gordon Selfridge is generally credited with coining this phrase, and the clearest meaning we can divine from this is that the customer’s personal preferences in style, taste, and image should be satisfied. You want to put ketchup on your scrambled eggs? Knock yourself out. Wanna fuschia car? Fill your boots! Orange tuxedo? Have at it.
But how do we deal with clients and customers that are unreasonable about provided services, pricing structures, or unnecessary and irrelevant details in a project or contract?
While your business strives to provide the best possible customer experience, how far you have to go to keep or satisfy your customer has a profound impact on your bottom line. This is where the rubber hits the road! When defining your ideal customer for your organization, it is important to figure out both objectively and subjectively the value of a given customer. In clearer language, some clients are not worth it financially, and others are not worth it for the mental and emotional anguish of serving them.
It seems a little counterintuitive, after all, shouldn’t we pursue as many customers as we can? The best answer to that is absolutely not. A broad ranging customer base is vital, and spreading your revenue stream among many clients is always better than having one or two heavy hitters. Some customers cost more than we realize. It might be easy to calculate how much it costs for remakes, reprints, and rejigging a job, but do you track the toll that difficult customers exact on your staff and team members?
Consider grading your clients…ones with whom you have great personal and professional relationships, compared to ones that are more difficult to work with. Know the customers you really want, and be ok with going the extra mile for them. But, make sure you deal well with undesirable customers. Some of them just aren’t worth it. In an episode of MASH, Col. Potter looked at Dr. Winchester and declared “You’re just not worth it for all your beefing.”
Take a serious look at your client list and cut loose the ones that are costing you too much money and effort!
Al Mills is the lead consultant and founder of The Advantage Mill, a company dedicated to bringing out the best in the workplace. You can find the website at www.theadvantagemill.com.