Care for Your Customer

I always enjoy watching marketing people, well good marketing people, talk about their products. They have a passion for them and if they are truly good at what they do it’s safe to say they actually love their products. It’s like their baby!

 

I’m especially interested in how they talk about their products to salespeople. They want the people selling their product to love it as much as they do. That’s where I’m pretty different from most marketers. 

 

I don’t want salespeople to love their products; I want them to love their customers. Don’t get me wrong, I want salespeople to believe in their products enough to represent them with integrity. I want them to understand the value those products bring to their customers. I need them to understand how their products solve a customer’s issue. I literally want salespeople to feel it’s an honor to sell their products to people who will benefit from them. 

 

But for long-term very successful salespeople it’s not the product they are most passionate about; it is their customers. More specifically, they are passionate about helping their customers. They care enough for their customers to help them identify their greatest areas of need. Then they work to figure out if they have a product or service that can address that need. 

 

Notice that I didn’t say that they care “about” their customer. Every business and salesperson cares about their customers. What I said was that long-term successful salespeople, and businesses for that matter, care “for” their customers. There is a big difference between caring about and caring for. 

 

Today Customer “Care”  has become something of a buzzword. Many Customer Service Departments are now called Customer “Care” departments. For many of those service departments the name was the only thing that changed. 

 

“Care” is much better as a verb. Some people use it as a noun but successful people, successful salespeople, successful leaders, and successful organizations use it as a verb. 

 

A verb, for those of you struggling to recall your days in English class, refers to an action. It will always be better to show people and customers that you care than it will be to tell them. I’m betting some of you are telling yourself right now that you care. I’ll bet some of you are reasonably sure other people know you care. I’ll also bet that many of you are hoping people, and your customers know you care. 


Don’t bet, don’t hope and don’t assume. Turn “Care” into a verb today and show someone, a loved one, a special co-worker or even a customer how much you truly care. It’s good business sense and it’s great people skills. So do it today!


Do You Know Your Leadership CF?

The best leaders, well I don’t know if best is the right word but the most effective leaders, those who make a long-term positive difference, have a high CF. 

 

Their CF is on display daily. They are intentional in making sure as many people as possible see it. Their CF is not merely a veneer they paint on when in the presence others; their CF is a part of their DNA, it’s who they are, all day every day. 

 

Their CF, or Care Factor is genuine. They truly care for the people they lead, in fact they care for people in general. 

 

Can a leader be effective without caring for people? Well yes, they can… for a while. History is full of examples of leaders who didn’t care about people appearing to be effective. The key word there is “appearing.” They appeared to be successful leaders because in the short-term, compliance can be confused for commitment. 

 

People in leadership positions can force people to comply and that compliance can and often does result in short-term success. The problem with compliance is that it lasts only as long as the leader. When the leader is gone, whether it be for a long lunch, a weeks vacation or something even longer, the compliance goes with them. 

 

When someone in a leadership position has a high Care Factor then they have the opportunity to authentically lead. These leaders don’t need the compliance of their people because they earn their commitment. When a high CF leader is not present the commitment from their people continues whether the leader is there to see it or not. 

 

It’s important for a leader to know their CF, they must know it and be consciously aware of the need to grow it at every opportunity. But as important as it is for a leader to know their CF, it is vital that their followers know it. 

 

That’s why Authentic Leaders do more than say they care. They show it. They get to know their people on a personal level. It’s important to understand what I mean by “personal level.” It doesn’t necessarily mean you have a personal social type relationship with them. It does mean that you know more about them, way more, than their employee number. 

 

Leaders interested in showing they care invest time in their people. They learn about their goals, both personal and professional, and do what they can to help them achieve both. They understand the challenges of their people, again both personal and professional and do whatever they can to help in both areas. 

 

The definition of Authentic Leadership will likely be debated until the end of time but this much is certain. You can care about people without leading them but you cannot authentically lead them without caring for them. 


If you’re truly going to lead then you’ll need to care enough to do more than say you care. You must care enough to show it!

The Mistaken Leader

Lots, in fact most, people newly promoted to a position of leadership make the huge mistake of believing that their new position actually makes them a leader. 

 

They are mistaken. 

 

Being promoted to a leadership position and given a fancy title does not make you a leader. No matter what position you hold or title you have you must earn the right to truly lead. Leading others requires at least some level of commitment from them and you cannot force commitment, you can only earn it.

 

Perhaps the fastest and certainly the best way to earn the right to lead is to consistently demonstrate that you care for the people you would lead. The best leaders proactively and intentionally show they care, they show that they understand that they lead human beings with goals, challenges and life circumstances just like every other human being. 

 

They don’t “take” the time to know their people, they don’t “make” the time, and they don’t “find” time to interact with their people. They “invest” time with their people so that they truly know them and that “invest in people” mindset makes all the difference in the world. 

 

When a person in a leadership position sees their people as an investment it changes how they relate to them in every situation. If you as a leader feel forced to “spend” time on your people that too will affect how you relate to them and they will feel as if they are an expense and not an investment. That’s not a feeling that leads to commitment. 


Don’t be a mistaken leader. Regardless of your role, title or position work hard to earn the trust and respect of your people on a daily basis. There really is no other way to authentically lead.

A Culture of Caring

Every now and then I’ll receive a tweet or a response to a blog post that says the stuff I write sounds good in theory but it isn’t realistic in today’s business world. 

 

In particular people seem to take issue with my frequent statements that you can’t truly lead people until and unless you truly care about them.

 

I’m told “caring” is a sure path to failure. It’s a weakness that no business can afford today. They say that caring for your people is a luxury of bygone eras. Some people have even told me caring about your people is just plain stupid. 

 

I generally don’t respond, or I respond with a recommendation that they at least give caring a chance. But last week after reading a really terrible tweet I told the person that I was really glad I didn’t work for them and then in the spirit of practicing good human relations I told them I hoped they enjoyed the cave they were living in.

 

Okay, so that might not have been Dale Carnegie style human relations but the guy was pretty abusive with his comment. 

 

In my opinion, if we ever get to the point where caring about our fellow human beings indeed becomes impractical then we might as well hang it up. Would there be any point to living if we couldn’t care about people anymore? It doesn’t matter if we’re talking life in general or we’re talking business in particular, caring is never wrong and it’s never a weakness.

 

The fact is that the more you build a culture of caring within your organization the more stable and successful, and by successful I also mean profitable, your organization will be. I am completely at a loss when trying to understand people who seem to sincerely believe that you can get more out of people by treating them like dirt than you can get by treating them like the valued human beings that they actually are.

 

I will never understand how a “leader” could expect their people to take care of customers when those same people are not cared about by their leader. It just doesn’t work. It has never worked and I can’t imagine how it ever could. 

 

If you’re a leader who expects your people to care about your customers enough to provide them with top quality customer service then you better be a leader who consistently demonstrates how much you care about your people.

 

People who aren’t cared about, who don’t know with some degree of certainty that they are cared about, are far less likely to care themselves. 


A culture of caring will never weaken your organization, it can only strengthen it.  Don’t even think about believing otherwise. 

What Great Leaders Know

There are so many differences between a person who manages and a person who leads that I could write on that single topic almost exclusively. Great leaders know those differences well.

To be clear, the skill set of a manager is very different than the skill set of a leader. The mindset of a manager is vastly different than the mindset of a leader. To be clear as well, both managers and leaders are critically important for the success of any organization. It is hard to say one is more valuable than the other because without both an organizational will eventually fail. To be crystal clear, there are many people who possess both skill sets, there are far far fewer people who possess both mindsets. 

Managing is about “stuff” and leading is about people. Budgets are managed, inventories are managed, systems are managed, “things” are managed. Leading is solely about people and the singular focus of truly great leaders, at least during those times when they are actually leading, is their people. 

Managers can help people accomplish more for the good of the organization, managers can even motivate people. Many managers in fact look like decent leaders. The only thing missing is the motive of true leadership. The motive of true leadership is to do the right thing for the people simply because it’s the right thing to do. That’s where the mindset comes in.

Managers who look like leaders have the ability to get the compliance of their people. They set up a sort of transactional leadership model that says to their people “you’ll be fine here as long as you do what you’re asked.” Implied of course is the fact that when you stop doing what you’re asked then you won’t be fine anymore. That’s where compliance comes from.

Most people in an organization will in fact do what they are asked. The problem is that most “managed” people will do little more than what they are asked. They can appear to be engaged in the organization and engaged in their work when in fact they are more likely just putting in their hours.

True leaders, great leaders, have no need for the compliance of their people. They earn the commitment of their people and commitment far outweighs compliance. They earn it by putting a relational leadership model on full display. They build real relationships with the very real people they lead. They build them by showing that they care about people.

This doesn’t mean they have to become best buds and hang out together every weekend. A relational leadership model simply demands that the leader truly cares about the people they lead. They understand, they fully and completely understand that “stuff” is managed and people are led. 

The mindset of a manager is “we need to get this done,” the mindset of a leader is “we need to get this done in a people valuing way that builds people up and helps them reach their full potential while getting it done.” 

When we manage people every task is a “one off” exercise and managers find themselves telling their people the same things over and over. Every time a manager asks their people to do something it’s as if they never asked them before.

When we lead people every task is a learning exercise and because the people are committed to their leader they willingly repeat the task again and again without being asked over and over. 

Managing people helps them understand that the work is important. Leading people helps them understand that while the work is important they are more important. 

This sounds worse than I mean it to sound but managers use people to get the job done. Leaders develop people to get the job done. The different motives come directly from the different mindsets. One has immediate short-term impact and one has more patient potentially endless impact.

Make no mistake, people can build semi-successful careers by trying to manage people but people who lead people build more than careers, they build legacies. They build those legacies by building people who become great leaders in their own right. 

You can either be a manager or a leader, if you’re truly blessed you can even be both but your success and the success of your organization will ultimately depend on you understanding the vast difference between the two.

How to Build People

Leadership is about people, and people only.

You manage things; budgets, inventories, and plans but you lead people. The ultimate goal of leading people should be building them and helping them succeed.

One of the biggest obstacles to building people is time. People development requires time, and most people in leadership positions are incredibly busy people. The speed of business is increasing by the day and with that speed comes a bushel of urgent tasks. The problem is, urgent things are very often not the most important thing you can be doing. They also are frequently not the most productive thing you could be doing.

In my perhaps not so humble opinion building people is one of the most productive actions a leader can take. But for too many leaders the urgent stuff gets in the way. It’s called the tyranny of the urgent. It prevents well intentioned leaders from doing the important things that offer a high return on their time investment.

If you’re a leader who sees developing your people as an expense of your time then you likely won’t take or find the time required to build them. However, if you see developing your people as an investment, an investment of your time, then you are likely to find or make the time required to build them.

So how exactly do you invest this time you’ve worked so hard to find?

Well, you invest it in getting to know you’re people, in understanding their motivations and how you can help them stay engaged. You invest time to show them how much you care. You invest time to demonstrate to your people how they make a difference. 

Some leaders say their people are their most important asset, successful leaders don’t waste time saying…. they use their time showing.

Showing your people that they are worth your time is the fastest and most effective way to build your people. Don’t be a “say” leader, be a “show” leader and start building your people today.

Why Nobody Cares

Wondering why your people don’t care? Well, your people don’t care because you don’t care for your people. 

This will be a short post, which is probably good because there are likely to be a whole bunch of people who won’t like it.

Perhaps cause the truth hurts? 

You call yourself a leader? Then you must care first. 

As a leader you cannot expect your people to do anything first, especially care. When your people know, with very little doubt, that you truly care about them then they will feel it is safe to care about you. 

If your people can’t trust you, if they don’t see you as honest and credible, then they CAN’T trust you. It’s virtually humanly impossible to truly care about someone you believe does not have your interests in mind. 

If you’re trying to get your people to care, about their job, the company and especially your customers then you had better be prepared to demonstrate that you care first. Until they can care about you it will be pretty difficult for them to care about much of anything. 

You can tell them to care, you can even try ordering them to care but you should know that people buy into the leader before they buy into their leadership. If they can’t buy into you why would they buy into anything you want them to do.

Stop waiting for your people to care, start SHOWING that you understand that they are people, people with the same needs, challenges and emotions that you have. When you SHOW that you care you will no longer have to wonder why your people don’t.

It’s called follow the leader for a reason, YOU go first!