When does employee loyalty cross the line and become management irresponsibility? We are fortunate in that the overwhelming majority of our clients have a deep desire to support and care for their frontline teams. They do this for many reasons; some altruistic, some not. Some care for their teams because they are genuinely concerned for their well being. Others, while not driven by a deep compassion for their employees, demonstrate care because it is in the best interest of the business. Regardless, these employers have a common understanding that taking care of their employees helps them take care of their customers. They recognize it is just good business.

We frequently run across organizations who under the banner of loyalty retain employees for extended periods of time that have no business working in a frontline capacity due to their poor attitude, inability to engage or influence customers, or both. It is in these situations that many well-intended leaders fall. What they fail to recognize is while employers have an obligation to provide all of the communication, tools, training, support, compensation, recognition and other resources necessary for the employee to achieve an expected level of performance, the employee has a reciprocal obligation to at least “attempt” to achieve that level of performance by using the resources the company has provided. Notice I did not say obligation to immediately achieve the expected level of performance, as someone could be improving month-to-month and still be below the target.

There are many reasons why someone may underperform. It could be a learning difficulty, an inability to acclimate quickly to new technology, an illness or a traumatic life event that is inhibiting their effort short-term. These things can be forgiven if the underperformer is earnest in attempting to improve. Not attempting, however, is inexcusable and usually a sign of a deeper problem. If an employee is unwilling to try and improve when their employer has invested in their skills development, what they are really saying is “The company goals and needs are not important to me. I am going to do my own thing.” This mindset can become not only damaging, but viral and contaminating, as the renegade performer’s interests may not be aligned with the company’s interests. An employer who allows this to happen repeatedly is not being loyal; they are using the banner of loyalty to mask a weak-kneed unwillingness to make tough decisions – one of the true hallmarks of great leadership.

Chris Brown - Senior Vice President, Frontline Performance Group

One of my more memorable client experiences occurred a few years ago while I was working with a company to improve customer service and ancillary sales. After conducting the initial discovery visits and leading the frontline team through our core seminars, the company experienced an almost immediate and very significant improvement in both service and sales.

The general manger was so delighted with the positive results of the program launch – the changes in employee attitude, happiness, and the positive bottom-line impact – he literally cried out, “Thank God for Frontline Performance Group!”

In that moment he understood the power behind our principles, program, and the reason for our unwavering commitment to creating service-based sales cultures: happy employees = great customer experiences = improved bottom-line results.

This, of course, is no secret. However, what most business owners and managers do not realize is that changing a workplace culture requires much more than just wishful thinking; it requires the implementation of a hyper-efficient, impactful business system. This takes time, commitment, persistence, and diligence. But as this client realized, those willing to transform their business culture into one that supports employees and a service-based sales environment will reap the benefits a peak performing sales organization has to offer.

Andy Racz - Senior Account Manager, Frontline Performance Group

In the 10 years I have been with FPG, I have conducted monthly goal setting sessions with thousands of salespeople across numerous industries. One of the key insights I have gained from these sessions is the importance of seeing the potential fruits of your labor before you move forward with achieving your goals.

What do I mean by this? Salespeople need something tangible, something they can visualize, to help them achieve their goals. As a result, when setting goals it is critical that sales leaders ask their frontline employees what they would like to do with the extra incentive money earned when (not if) their sales goals are met. When salespeople are asked this question their answer is often a halfhearted “put it in the bank.” While putting it in the bank sounds and is noble, I have learned that saving more money is simply not compelling enough for the average employee to push through the additional efforts and rejection required to achieve the highest levels of sales performance.

This is because saving more does not elicit emotion. Having an extra $100 in your bank account is nice, but it doesn’t drive behavior consistently – it does not cause acute pain when it isn’t achieved. Conversely, when you are staring at a picture of a sunset on Waikiki Beach, a cherry red Ford Mustang, a pair of deep blue Gucci jeans, or a new home with a swing set and a photo of your children alongside, it hurts when you fail. It sears and it disappoints. But best of all, it angers. This type of pain is a good pain, a valuable pain because it focuses your energies, resolve and concentration to achieve something of worth…and of difficulty.

Salespeople should be encouraged to choose tangible personal rewards as part of the goal setting process, and to use pictures to remind them of their goals. However, as I always tell our clients, make sure the images placed on your refrigerator or in your work space are a true representation of what you desire most – because what you constantly think about, you become.

Albert Einstein said it best, “Imagination is more important than knowledge.”

What are you imagining?

Chris Brown - Senior Vice President, Frontline Performance Group

The old autocratic, aggressive top-down management model has become outdated and obsolete. The days of bringing the boss “a cup of coffee” are over. We live in a new age.

Study after study proves that happy employees = productive employees = happy external customers. This means that service success flows from the bottom of the organizational chain up, rather than from the top down.

Today, organizations that want a vibrant frontline service-based sales culture must shift from their entire organization serving the president, CEO, or owner, to the entire organization serving the end customer.

This can happen only by concentrating heavy resources in the area where they can do the most good:  your service and sales personnel and their immediate management teams.

What do a relaxing Saturday morning, my local Starbucks, neighborhood Walgreens, local gym and barber have in common?

Besides the fact they all play into the delicate balance of my personal vanity and sanity, they are all trying to capture service-based sales opportunities through a frontline sales force. On a recent Saturday morning, each one of these businesses was presented opportunities to enhance my experience and/or increase my initial purchase through their frontline team. Some failed to capitalize on them. With just a few minor changes to some of these presentations all of the businesses would increase their respective ticket averages while enhancing their customer experiences.

On this particular Saturday morning I began my day in the same place millions of other consumers started theirs, by visiting my local Starbucks. Here is a snapshot of my experience, and how it could have easily been much more compelling.

The Presentation/Message:

“Welcome to Starbucks, would you like to enjoy one of our new Soy Strawberries & Cream Frappuccinos today…”

My Response:

“No thank you, I will go with a grande coffee of the day with room for milk, please.” Was I offended? No. Was I informed of a new product that Starbucks undoubtedly spent hundreds of thousands of dollars creating and test marketing? Yes.

My Suggestion – FPG Retail Sales Technique:

Always utilize the “Taste and Sell” method for launching a new food or beverage. This technique allows the consumer to enjoy a small piece of the product, creating a small reciprocal obligation and relationship. A more effective approach would have been, “Please enjoy our new Soy Strawberries & Cream Frappuccino.” Always avoid the term sample as it implies the product has very little value.

Once I had enjoyed my morning Starbucks fix I was ready for a visit to my local gym. Here is what I encountered:

The Presentation/Message:

As I went through the front door I swiped my card. The owner greeted me, inquired about my week and my recent travels and casually said, “One more item before you start today, for a difference of only $10 per month on your membership fee, you can use the “Recovery Rack” aqua massage table after every workout. It lets you isolate the body parts you worked out for immediate recovery assistance and we have placed it in a separate, private room. We have received a lot of great feedback on it.”

My Response:

“Sounds good, can I try it today and afterwards add it on?” The owner agreed. Fortunately, I had enough time to try the “Recovery Rack” and was sold. The difference of $10 per month is well worth it and enhances my overall experience at the gym. Plus, I admired the owner’s professional sales message about the “Recovery Rack.” Not only did his message include features and benefits, but he also provided the influence technique of social proof.

My Suggestion – FPG Sales Technique:

The message was effective; however, it would have been even stronger had he led me to ask how much it cost, instead of opening with a price statement.

Now that “My Time” was officially over and the bliss of Starbucks and my gym experience had worn off, it was time to attack the first of many errands of the day. My next stop was Walgreens. After I retrieved everything on my list I moved to the cashier stand.

The Presentation/Message:

“We have our featured product of the month to the left of the register, would you like it?”

My Response:

“No thank you, maybe next time.”

My Suggestion – FPG Sales Technique:

Always avoid passive talk such as, “would you like,” or “do you need.” These are statements that lead to a fast “No” from the consumer and do not allow the product to be adequately featured. As a matter of fact, just 24 hours after being presented with the featured product I cannot even remember what it was because the associate did not place the product name in the opening message. Another missed opportunity.

The next task on my Saturday morning checklist was to get a haircut. I made my way to the normal place – Sports Clips. My sons and I like going to Sports Clips because the staff is friendly, the theme is entirely sports related and you can watch a wide variety of games. They also have a large selection of services and products. The top of the line service is the MVP haircut. In addition to the haircut, it includes a shampoo, hot steam towel, and shoulder and neck massage. It is priced at a 60% premium over a basic haircut.

The Presentation/Message:

After being greeted in a very polite fashion by the store manager, I sat down in the chair and she asked about my additional Saturday plans. After waiting for a few moments to ensure she did not interrupt my answer she confidently said, “The MVP service today…”

My Response:

“Maybe not today, I am running tight on time and I have one more errand to run.”

Second Presentation/Message:

She agreed the entire MVP service might take too long and said, “I understand, so you don’t have to have any hair on your neckline or that itchy feeling, I at least recommend a shampoo for you. You will be more comfortable.”

My Response:

“Okay”

My Suggestion – FPG Sales Technique:

Her ability to drop to a lower priced service while still focusing on my needs was not only impressive, but a fundamental part of service-based sales and delivering outstanding customer service. By opening with the highest service – the MVP – it set the stage for all other secondary purchases. The fact that the shampoo was only a difference of $3.00 did not bother me and was a low enough price point that she did not have to ask if I could afford it.

So as you can see, whether you are a billion dollar corporation, a mom and pop business, or a franchise system there are daily opportunities for you to drive revenue while enhancing your customer experience. The companies that understand these opportunities, embrace the importance of their Frontline Profit Machine, and provide them the necessary resources, incentives and products to succeed will always come out on top, and most importantly, keep their customers coming back.

Ken Stellon - Senior Vice President, Frontline Performance Group