Feb 14, 2021 | Business Distinction, Leadership, Personal Distinction
I was playing drums in a family band that opened for the country star at a concert at the little high school I attended.
After the first of two shows, Jim Ed approached me and said, “I’m looking for a new drummer — and I’d like it to be you!”
I couldn’t believe it — a country star and Grand Ole Opry member wanted me in his band? Jim Ed — even though he probably didn’t realize it — forced me to make a decision: I had to choose if I wanted to be a drummer…or if I wanted something else in my life.
I was hit with the thought that it’s one thing to PLAY drums…it’s another to BE a drummer. One is participation…the other is commitment.
After I had thought about it for a while, I was literally shaking from anxiety as I told him that I was sorry, but I couldn’t accept his generous offer.
He smiled and said, “Whatever you do in life…do it as well as you play those drums.”
I only talked to him a couple of times after that…but, I’ll never forget the wonderful opportunity he provided, or his sincere kindness. I often think of how different my life would have turned out if I had taken him up on the job. And, I always thank him that he moved me to prioritize what was REALLY important in my life…even in my teens.
Jim Ed passed away from lung cancer at the age of 81. My friends, the Oak Ridge Boys, sang at his service. All reflected on this gentle man’s elegance and legacy.
You may never know the impact that you have on someone else’s life.
What can you do today to make someone’s life better?
Feb 7, 2021 | Business Distinction
If I ask you to think of affluent communities, there are some names that come to mind. One that jumps to the top of my list is Carmel, California. The entire Monterey Peninsula is nothing short of spectacular — and, in many locations in that region, it’s quite expensive and elite.
Now, imagine that you are a custom home builder in the area. Obviously, your product must be spectacular for such a demanding clientele. And, given the high dollars involved, my guess is the competition is quite intense, as well.
In that type of market how do you separate yourself from your competitors?
I received a message from one of the elite builders on the Monterey Peninsula. It read:
“As a contractor in the Carmel/Pebble Beach area, we are always in competitive situations in which our competition is highly competent. Just such a situation occurred a few weeks back on a Pebble Beach home.
All three bidders were:
- close in price range
- close in temperament
- and vetted, quality home builders
(My note here: Isn’t that often the case in your business, as well? It’s seldom that your competition is a bunch of idiots — they are worthy opponents. Which, of course, means that it’s both tougher to stand out…AND critically important!)
As the meetings progressed to find the right contractor, it was clear to me that it was going to be a toss-up. Around that time, I had watched your video interview on YouTube, and was motivated, to say the least!
What I did next was to do something distinctive — I created a Gantt chart on our construction software. All the budget numbers were attached directly to a timeline of the project — and, if done correctly, would aid in the decision-making process along the way in the construction.
(Another interruption from me: Notice that what the contractor did wasn’t just about being “different.” He created something that was truly of value to the potential customer. Who wouldn’t want that if you were building a house — especially a multi-million dollar one like this project! If you want to create distinction, you must provide something of unique value to your customer!)
They were impressed with that! The potential buyers mentioned that the others had not thought it…
We just got the call yesterday that we have won the job! Thanks again, Scott McKain!”
I was hugely honored by the message — but the contractor did all the work!
The idea to create the timeline was brilliant. It provided something that was not only of value to the customer — but, also demonstrated that their business was focused upon the successful creation of a beautiful home…not just closing the sale and getting the cash.
Because of that…he closed the sale and is getting the cash!
What an extraordinary example of how to create distinction! What one thing can YOU provide of unique value to your customer to ensure you stand out from your competition?
Jan 30, 2021 | Business Distinction, Customer Experience, Leadership, Personal Distinction
In my book, “Create Distinction,” I write about a phenomenon I called “The Ebert Effect.” It’s based upon a powerful lesson I learned from the famed movie critic, Roger Ebert, who passed away at age 70 after an extraordinarily valiant battle with cancer.
As I relate in the book, Roger asked me how many movies I was viewing in any given week — then, he told me he would watch three to five per DAY. In his wisdom, he commented, “That’s why quirky, offbeat films often receive rave reviews.
When one is overwhelmed with similarity, you begin to perceive that DIFFERENT IS SUPERIOR.
That is the basis of my work on distinction and the customer experience.
We’ve been overwhelmed with similarity, and we — as customers — are bored. We don’t see any meaningful differentiation between competitors in any given marketplace. When something different or even moderately unique comes along, we immediately begin to perceive it as a superior offering because of the effect Roger so eloquently described. It’s “The Ebert Effect.”
When Werner Herzog called me and asked me to play the “bad guy” in his film, “Stroszek,” I was honored beyond description. The only thing that topped that thrill was seeing the extraordinary review my meager attempt at the art form received from Roger Ebert, the reviewer I respected the most.
Then, when he featured the film and my performance in his first book on “Great Films” on his fifty favorite movies of all time, I was astounded… and grateful.
Roger took such delight at being the one who reunited Herzog and me after thirty years at his “Ebertfest” on the campus of the University of Illinois. He couldn’t contain his joy… and was scribbling notes as fast as he could to tell us how much he loved bringing us back together.
“I believe that if, at the end, according to our abilities, we have done something to make others a little happier, and something to make ourselves a little happier, that is about the best we can do.”
~Roger Ebert
Jan 23, 2021 | Business Distinction, Sales & Retail
I recently received mail that included a business card. Interested in the organization — as it is a business very similar to the one my late wife, Sheri, worked in for many years — I visited the website address listed. I noted something that really struck me…
It was the headline, “What Makes Us Different.”
Naturally, as I’m fascinated by what makes something stand out from the competition, I read the bullet points of what they believed separated them from the others in their industry:
- experience (Like the competition is totally staffed with rookies who have no background?)
- depth of knowledge (So, you’re asserting that the competition is dumber than you, right?)
- founded by innovative entrepreneurs (Since, by definition, the competition had to be founded by entrepreneurs, too, I guess they were started by “traditional entrepreneurs”?)
- depth in multiple market segments (As my late wife said the same thing about the company where she worked in the late ’90’s, I promise you this is nothing new.)
None of these points would be considered by savvy prospects or clients to make the company different! They would be required, however, to make that company relevant in the hyper-competitive industry in which they play. However, there is absolutely zero here… taken from a client’s or prospect’s perspective… that would truly qualify to be listed under the heading, “What Makes Us Different!”
The company has displayed they don’t “get” what would make their customers perceive them as superior to the competition! (And, if you don’t understand that… why wouldn’t a prospect also surmise that you might not “get” other salient aspects ofdoing business together?)
What should the company do?
- Ideally, follow the plan outlined in “Create Distinction,” and go through the process of the Four Cornerstones. Develop something that truly DOES “make you different.”
- In the meantime, ASK YOUR CUSTOMERS what “makes you different.” I’d much rather read on your website that Jane Doe of the XYZ Corporation said your “depth in multiple market segments stood out from the others,” than hear that same claim from you!
AND, by asking your customers what makes you stand out, you may uncover areas you’ve overlooked that are of primary importance to those doing business with you!
Here’s the ultimate litmus test:
Look at the website of your top competitor. What do THEY say makes THEM “different”?
If it’s the same thing that your organization is stating — then those points have little traction in creating differentiation for either of you from the customer’s perspective.
THINK DISTINCT. THEN, GO OUT AND CREATE DISTINCTION!
Jan 15, 2021 | Business Distinction
When I was about 16 years old, the manager of the small-town radio station I worked for told me that we were going to be emceeing the concert of a gospel quartet. As you can imagine, to a teen unfamiliar with the group we were going to hear, it didn’t sound too appealing.
All that changed, however, the first time I heard the Oak Ridge Boys.
I am honored and proud that a friendship that began with them many years ago continues to this day. There are three major points that EVERY business could…and should…learn from them.
1) Be distinctive
Today, many have forgotten that when the Oak Ridge Boys expanded their audience and repertoire to country music, the Statler Brothers were already hugely famous. Some in radio and the music industry presumed that the Oaks were going to be an imitation of the Statlers, hoping to siphon off a bit of that quartet’s established success.
The Oak Ridge Boys understood from the onset that to create enduring success, you have to create distinction. While the Statlers dressed alike, the Oaks each had their own, individual style. The Statlers stage presence was most frequently to sing to a microphone firmly planted on a stand; the Oaks moved dynamically all over the stage. The Statlers were known for their comedy; the Oak Ridge Boys became known for their energy. While the Oaks were respectful and appreciative of others in their field, they weren’t a copy of anyone else. If you want to grow your business, you should do the same.
2) Let each person shine while working as a team
When you think of the Oak Ridge Boys, you probably first think of their amazing harmony. When you hear them, part of what is truly incredible is the level of talent of each member of the group. Consider this point, however: the only way you know that Joe, Duane, William Lee, and Richard are singularly talented is because each of them has a chance to shine as an individual during the performance.
Working as a team is critical — however, you cannot achieve your goals over the long haul unless you provide each member of your team with their individual time in the spotlight.
3) Create an Ultimate Customer Experience ® for your audience
While the pandemic has now changed live performances, as the Oaks hosted “meet and greets” in the past with many fans they were always welcoming. They were happy to spend time with them, have photos taken with them, and they made every person feel as though they were the center of the universe for the Oak Ridge Boys. They would give their all during their concerts, ending with rousing standing ovations.
Why were the Oaks still filling auditoriums — and why do they still have raving fans even when concerts aren’t currently an option — when other groups with just as many hits have disbanded? Simply this: the Oak Ridge Boys create an experience their customers want to repeat… and share with their friends.
As you look at YOUR business, is your performance so compelling that your customers want to repeat the experience…and not only tell their friends, but bring them as they come back for more?
Forty years ago, these four men inspired me by their hard work, talent, dedication, and distinction.
And, guess what? They STILL DO.
Jan 5, 2021 | Business Distinction, Customer Experience, Sales & Retail
Take just a moment…right now…and write down the names of your two biggest competitors.
My guess is that if I could look at your list, I would see that you’ve listed other players in your specific industry. You have just proven that we stereotypically define our competitors — and that holds the potential of causing us great harm in the future.
As I was doing the background research for one of my earlier books, I found that what customers really wanted did not vary much from industry to industry. The reason is because customers blend ALL of their experiences — both personal and professional — as their criteria for evaluating YOUR level of performance.
This means that your competition, regarding how customers view the level of service and engagement you’ve created with them, is NOT limited to your specific industry. Your competition is the service they received the time they stayed at a Four Seasons…the shopping experience they have at Nordstrom or Neiman Marcus…the quality of the BMW they took for a test drive.
Not understanding your competition can be horrifically damaging. Folger’s thought its competition was Chase & Sanborn and missed out on what Starbucks created. Nokia thought its competition was Motorola and missed out on how Apple changed the industry.
I recently asked a group of executives this question: “If you were going to create a start-up company to compete with you…what would it look like?”
As you can imagine, there were many terrific ideas.
Then, I asked them, “So why aren’t you doing these outstanding points?”
You can guess the answers: “We’ve never done it that way before.” “Our competition isn’t doing it, so why should we?” And on and on.
The good news is…they decided to try.
And so should you.
To become more distinctive and stand out, change how you view your competition.
