This post is a bit unusual for me. This is directed solely to my fellow #professionalspeakers and to those who desire to speak professionally.
It’s time for me to respectfully, but strongly, dispute some advice that is being shared by some that, if taken on its face, could be hugely detrimental to both your career personally and to the speaking business as a whole.
When asked to describe what it takes to become successful, Steve Martin said, “Market like crazy and do whatever it takes to get hired as a performer!”
No…wait. He did not say anything like that at all.
Instead, he said, “Become so good at what you do that you become impossible to ignore.”
Here’s the problem — Martin’s approach is significantly more difficult to undertake. It also leaves you less of a prospect for those who seek to sell you services that market your business, run your social media, write and publish a book, and any of the other myriad of pitches that anyone who calls themselves a speaker will encounter.
If Mercedes-Benz said, “Our job is to sell the car, not make a great car,” where do you think their reputation and profitability would be as compared to the esteem they have in the marketplace?
If Steve Jobs had stated, “Apple’s job is to sell the iPhone, not deliver a remarkable device,” we might still be carrying BlackBerrys. Instead, he drove his team to develop products that were “insanely great.”
Let me be clear: if you call yourself a professional speaker, your primary job is to serve your client by delivering a distinctive, amazing presentation.
You book the speech because you are so great on the platform that you become impossible to ignore as a speaker, thereby creating demand for your programs. If you think your primary job is to book the speech, your focus is on the wrong target — and can likely derail your long-term prospects for a successful career.
Look, I realize there will be many who will dispute my position here — or say this is the way it used to be but doesn’t apply to today’s meetings marketplace. All I ask you to consider are these two questions:
If you purchased a supremely marketed product or service that failed to deliver as promised, would you buy more of it and advocate it in the marketplace? Or would you never buy it again and tell others of your disappointment?
If someone tells you that booking the speech is your main job instead of delivering the presentation, is there the potential for a hidden agenda? Are they hoping to sell you a service that promotes your speaking without helping you improve your content and delivery?
Your job is to craft and deliver a presentation so compelling to the client and the audience that their loyalty becomes assured. I had someone tell me that my success as a speaker could be measured in the thousands of paid presentations that I’ve delivered. I gently disagreed. I think my success should be measured by how many terrific clients and meeting professionals have had me return and speak for their groups on multiple occasions.
A speaker does not work for one firm over 100 times, as I have for Merrill Lynch, because I thought my job was to book the gig.
You aren’t a keynote for seven consecutive years, as I am for Chrysler, because of marketing.
You don’t sign six-figure retainers, as we have with terrific partners like Volkswagen Australia, Juniper, and SkinCure Oncology, and more, because I hired a social media team.
(Please excuse this previous paragraph — I know it sounds braggadocios, and I apologize for that. It’s important to me, however, that you know I’m presenting my opinion from experience and evidence.)
There’s only one aspect that the “A-list” of professional speakers have in unison. In today’s meetings marketplace, thank goodness, there’s more diversity in speakers and in thought than ever before. But there is still this common denominator: the top speakers are all AMAZING on the platform.
Here’s a bit of tough love that we all need to hear in this profession: If you are not getting booked — and especially if you aren’t getting booked to return or through word-of-mouth recommendations — your problem is NOT your marketing.
Tammy and I were each driving our cars cross-country this week from Las Vegas to Fort Wayne, Indiana. I was in my car, and she was driving our SUV while pulling a small U-Haul trailer. Our older dog, Lucy, was in the car with me, and our puppy, Chloe, was Tam’s traveling companion. After a long day crossing I-40, we pulled off in Amarillo, Texas, to use some Hilton Honors points and stay at the Hampton Inn West just off the highway.
As it was difficult in the busy parking lot to find a space big enough for the SUV and trailer, the front desk clerk said that since I was a Diamond-level Hilton Honors guest, we could pull the combination into the two spots reserved for Diamonds on the side of the building. We dragged our luggage from both vehicles. Tam went to park her SUV and trailer as directed. I loaded our baggage on a cart, threw it into our room, and then returned to help her get both dogs out for a potty break, after which I’d park my car as she headed up to our hotel room.
I opened the door to the room, quickly got the luggage inside, and hurriedly returned to help my wife. The dogs finished their business, and Tammy headed to our room with them as I circled the lot, looking for a place to park my car.
As I re-entered the Hampton Inn, Tammy texted me a picture as she was calling me. Opening the closet, she found men’s dirty underwear and socks. I noted the TV was on when I opened the door to pitch the luggage in. I immediately became afraid that a person was still occupying the room and would return to find someone he would perceive as an intruder. I told her to exit the room immediately and wait for me to get up there to get our luggage.
As I told the front desk clerk what had happened, she said it “was impossible.” I asked her why I would make something like that up. Then I showed her the picture. She told me, “If your wife entered the room with those dogs, my manager says I can’t give you another room.”
I was incredulous. Would she even imagine we would stay in a room that had obviously not been properly cleaned—and perhaps had not been vacated? I might not have been as kind as I was previously, but I told her in no uncertain terms that we were getting another room. She made me wait as she texted her manager, who, after several minutes of leadership contemplation, told her to give us a different room.
I get Tammy and the dogs in the new room, go back up, reload the luggage, and move it down two floors to our new location.
Finally, at about 11 PM, we drift off to sleep. Until 1 AM when the phone in our room rings.
This time, the overnight clerk at the front desk ordered that I must move our SUV and trailer immediately or risk being towed away. I informed her that I parked where the last desk clerk told me to — and a bit coldly asked why she would call a guest at 1 AM anyway.
“My manager has made it clear that only Diamonds can park their cars in those spots.” I responded that I was a Diamond. “Yes, but you also parked a trailer in the other spot, and that’s against what my manager told me was permissible. If it’s not moved, it will be towed.”
So, I get up, get dressed, and head out into about 35 degrees and spitting snowfall. I asked the clerk to show me where to park so I wouldn’t be towed. She points to an empty space in another hotel’s parking lot. “You can park there—they don’t mind.”
“How will I know,” I ask, “that THEY won’t have me towed because I’m not a guest there?”
“They won’t care. It’s fine.”
Tired and upset, I park the SUV and trailer where she points — and move my car into one of the Diamond spots. I return to the room a little after 1:30 AM, adrenaline pumping because I’m so mad and frustrated. It takes me at least 90 more minutes to finally fall asleep.
As we check out about three hours later — exhausted and with a day’s drive ahead — the same overnight clerk tells me that three other cars — two with trailers — were towed away after I moved mine. (Which was, fortunately, just fine where I had parked it in the other hotel’s lot.) She presented the bill for the night at the hotel. (Even though we were using points for the stay, we were charged $95 for having two dogs with us.) I told her I wanted to have a few words with the manager.
She said, “After I told the manager about all the upset guests from the towing and everything, he told me he was sick and wouldn’t be in this morning.”
As we drove away, I realized that even though I was angry with those two clerks for obviously egregious behavior towards customers, the blame should rest on the missing manager. Both clerks were more concerned with upsetting the manager than their customers. Apparently, they were afraid of managerial reprisals for any deviance from “the policy” — even if their efforts were to ensure that the guests at the property were taken care of in the manner that the hotel promised in their marketing and branding efforts.
How about you and your team?
Would they be afraid that making it easier for the customer (like where a guest can park or moving someone from a dirty room) isn’t the priority and would cause them to be on the receiving end of managerial reprimands?
Have you trained them on the Ultimate Customer Experience®?
These desk clerks knew one thing: there would be hell to pay if they did something outside the lines of precisely what their manager had told them.
Keeping guests in a dirty room or towing their cars away in a strange city was acceptable as long as it fits within what the manager had outlined.
That’s bad management. Of course, you already knew that by how the manager hung his employees out to dry by calling in sick after being told there were upset customers wanting his attention.
One final thing: I called the Hilton “Customer Cares” line the following day while driving to tell them about my horrible experience. A woman I could barely understand — as her English obviously was not yet fluent — told me she could put my points back into my account.
I replied that I also wanted a refund of the $95 because I didn’t want that property to have a cent of my money — and that they had failed on the aspect that’s the bare minimum of what a hotel guest has a right to expect: a decent night’s sleep.
She told me that was beyond what her manager would let her do, and she’d have to escalate my case. I said I would like to speak to a supervisor. She replied that it was impossible — just check my account in 48 hours, and I would know what they had decided.
I hung up and just shook my head as I proceeded down the Interstate. If that’s how they treat their best customers as a Diamond Hilton Honors member — how do they take care of (or not) their occasional guests?
And why should I choose a Hilton brand in the future as opposed to another? (They might save the $95 — and lose thousands in future business. We will see…)
What happened to me isn’t important to your business, but the question about how your employees treat your customers is.
In today’s hyper-competitive business landscape, an organization’s success hinges on its ability to stand out from the crowd.
Therefore, as a leader, it is not enough for you to simply manage your team and ensure smooth operations. To truly excel, you must inspire and empower your team to create distinction in every aspect of their work.
This foundational perspective on leadership is crucial for driving organizational success and separating your company from the competition. I fervently believe—and this is supported by my experience and research—that creating distinction is the key to organizational success, profitability, and creating the kind of culture that inspires the retention of your best customers and employees.
At the core of this leadership approach is the belief that distinction is not just a top-level concern but rather a responsibility that should be embraced by every department and individual within the organization. Leaders must effectively communicate this vision and provide their teams with the tools, resources, and support they need to innovate and deliver exceptional results.
One of my favorite examples is the Fairmont Scottsdale Princess, a renowned resort that has successfully created distinction in a crowded market. Rather than focusing solely on creating a distinctive resort as a whole, the leadership team with CEO Jack Miller broke down the goal into meaningful elements, such as crafting a distinctive check-in experience and providing distinctive housekeeping services. By empowering each department to contribute to the overall goal of distinction and the Ultimate Customer Experience ®, the resort was able to create a truly memorable and differentiated experience for its guests that has made it the most profitable of all Fairmont properties.
As a leader, it is essential for you to foster a culture of continuous learning and improvement within your organization. Encourage your team members to seek out new ideas, best practices, and innovations that can help set your company apart. Provide opportunities for professional development, cross-functional collaboration, and creative problem-solving. By investing in your team’s growth and development, you not only enhance their individual capabilities but also strengthen the organization’s ability to create distinction.
Moreover, leaders must lead by example and demonstrate a commitment to distinction in their own work. This means consistently pushing boundaries, challenging the status quo, and seeking out new and better ways of doing things. By embodying the values of innovation, excellence, and differentiation, leaders can inspire their teams to follow suit and contribute to the organization’s success.
The pursuit of distinction should be a top priority for any leader looking to drive organizational success in today’s competitive landscape.
By inspiring and empowering your team to create distinction in every aspect of their work, you can set your organization apart from the competition and achieve long-term success.
Remember, distinction is not just a goal but a mindset that should be embraced by every member of your organization, from the front lines to the executive suite. You can lead your team to create distinction!
In today’s fast-paced and highly competitive business landscape, organizations constantly seek new ways to innovate and stay ahead of the curve. While it’s natural to focus on best practices within one’s own industry, I suggest exploring successful approaches from other fields can yield a wealth of knowledge and inspiration.
Organizations can unlock fresh perspectives, drive innovation, and achieve remarkable results by adopting and adapting cross-industry strategies.
One notable example is the Ritz-Carlton, a luxury hotel chain renowned for its exceptional customer experience. According to my friend Dr. Joseph Michelli in his book The New Gold Standard, Ritz-Carlton adopted practices from the healthcare industry. Specifically, they focused on the concept of “patient-centered care” and transformed it into a “guest-centered care” approach. This involves anticipating and fulfilling guests’ needs, personalizing their experiences, and going above and beyond to create memorable moments.
By borrowing the focus on empathy and individualized attention, the Ritz-Carlton set a new standard for the customer experience in the hospitality industry.
Another compelling case study comes from the financial services sector. Capital One, the major credit card issuer, looked to the retail industry for inspiration to create a more engaging and immersive customer experience.
They launched Capital One Cafes, which combines banking services with a cozy coffee shop atmosphere. Customers can relax, enjoy a cup of coffee, and receive financial advice in a friendly, low-pressure environment. They’ve even opened a series of airport lounges for busy travelers who are their best customers. Capital One has differentiated itself and built stronger relationships with its customers by taking cues from the welcoming ambiance and personalized service of cafes.
Your key to unlocking innovation and staying ahead could lie in looking beyond the confines of your industry.
My friends and colleagues at High Point University — under the direction of my long-time friend and University President, Dr. Nido Qubein — have adopted and adapted many concepts from institutions outside academia to create a compelling experience for students, parents, and other stakeholders.
As HPU’s Expert in Residence for Distinction and Innovation, I’ve closely observed how the way they import strategies and tactics of leading organizations in varied industries have attracted student population growth and established meaningful differentiation in the highly competitive collegiate environment. Their focus on teaching at a high level while simultaneously educating their students on life skills has been the foundation of their enormous success.
By studying and adapting best practices from other fields, organizations can gain fresh perspectives, challenge assumptions, and discover new ways to solve complex problems.
Let’s embrace the power of creativity and open our minds to the lessons other industries offer.
Your future of creating distinction may depend on it.
When I was growing up in rural Indiana, my Mom often said, “Familiarity breeds contempt.”
But with all due respect for my Mom – and parents everywhere who used the phrase – it’s just not true. The more I know you, and about you, it does not automatically transition into scorn and disrespect. Familiarity does NOT breed contempt.
Rather, familiarity breeds complacency.
This inspires a critical question: how does any business – or any professional – maintain relevance with long-term customers?
As consumer preferences evolve and market conditions shift, we must continuously adapt our strategies to keep these relationships vibrant and engaging. We must constantly seek ways to transform ordinary transactions into memorable experiences that cement customer loyalty.
Understanding the core needs and desires of your customer base is foundational to maintaining relevance. This goes beyond surface-level interactions. It means working to understand the emotional and psychological drivers that influence purchasing decisions. It’s about recognizing that at the heart of every transaction (B2C AND B2B!) is a human being seeking not just a product or service but an experience that resonates on a personal level.
This understanding enables us to anticipate needs and innovate solutions that solve immediate problems and enhance the customer’s overall quality of life.
To deliver an Ultimate Customer Experience®, personalization emerges as one of your most potent tools.
Tailoring experiences to individual preferences demonstrates a level of care and attention that can significantly elevate customer satisfaction. By leveraging data analytics and customer feedback, you can create highly personalized communication and offerings that make customers feel valued and understood. This approach strengthens the customer-business bond and fosters a sense of exclusivity and belonging, making customers more likely to remain engaged over time.
However, personalization alone is not enough.
Consistent engagement through meaningful communication is crucial in maintaining a pulse on customer needs and ensuring that your business remains top of mind. This could range from personalized emails and social media interactions to customer appreciation events or exclusive previews of new products or services.
The goal is to create a dialogue, not a monologue, where feedback is not only encouraged but actively sought and acted upon. This ongoing conversation fosters a dynamic relationship where the customer feels heard and valued, significantly boosting loyalty and retention.
Innovation plays a critical role in maintaining relevance with long-standing customers. Remember, “Creativity” is the second of the Four Cornerstones of Distinction.
In a world where change is the only constant, businesses that stand still risk obsolescence. By continuously enhancing your offerings and the ways in which you engage with customers, you can keep the relationship fresh and exciting. This doesn’t always mean revolutionary changes; sometimes, even minor tweaks or enhancements can reignite interest and demonstrate your commitment to improvement.
Finally, building a community around your brand can provide immense value in sustaining long-term relationships. When customers feel part of something larger, their loyalty extends beyond transactions to become part of their identity.
Your community can be nurtured through exclusive memberships, forums, events, and shared experiences that bring customers together, not just with your brand but with each other. In such environments, customers are not just passive recipients but active participants in your narrative, contributing to its evolution and spreading your message.
Let’s face it: maintaining relevance with long-term customers is not easy. It’s a multifaceted endeavor that demands a deep understanding of customer needs, a commitment to personalization and innovation, and the creation of meaningful, ongoing dialogues and communities.
By adopting these strategies, you can be assured that your relationships with long-term customers not only endure but thrive, turning loyalty into a decisive competitive advantage in today’s ever-changing marketplace.
It’s what ensures that you sustain the distinction you have created.
The late, great Tom Winninger – a friend and Speakers Roundtable colleague – wrote a book over thirty years ago titled “Price Wars.” And even though Tom was a brilliant visionary, I think even he would look at the level of pressure surrounding commoditization today and be astounded.
In today’s hyper-competitive landscape, products and services are increasingly becoming indistinguishable, reduced to mere features and specifications on a spreadsheet. In an era where consumers are bombarded with endless choices and digital marketplaces are overcrowded with similar offerings, businesses of all sizes are grappling with the pervasive challenge of commoditization.
This phenomenon erodes margins and dilutes brand value, compelling companies to compete in a race to the bottom on price. Brutal price wars erode profits and leave businesses of all sizes scrambling for survival.
However, there is a potent strategy that can serve as your barricade against this trend: creating distinction and delivering an Ultimate Customer Experience®. (UCX)
Think of the UCX as a force field against the commoditization storm. It’s not just about providing good service; it’s about crafting memorable, emotional interactions that leave customers raving about your brand. It’s about understanding their deepest needs and desires and exceeding their expectations in surprising and delightful ways.
And here’s the beauty: it works for businesses of any size or industry.
Let’s face it: price is always a factor. But when you deliver a UCX, research clearly shows that price becomes secondary. Customers are willing to pay a premium for an experience that makes them feel valued, understood, and even a little special. One study states that 64% of customers consider the experience more important than the price.
But the journey to UCX must always begin with an effort to create distinction.
What sets your business apart?
Is it your innovative product features, your commitment to sustainability, or perhaps the unparalleled expertise of your team?
Distinction is not merely about being different; it’s about being strategically different in ways that resonate deeply with your target audience.
It’s about creating a narrative around your brand that is compelling, memorable, and impossible to replicate.
Yet, distinction alone is the first step. It must be intricately woven into the fabric of the Ultimate Customer Experience®.
This concept transcends the traditional notion of customer service; it’s about curating every interaction between your brand and your customers to be not just positive but unforgettable, as well. From the initial touchpoint to the post-purchase follow-up, every moment is an opportunity to reinforce your distinct value and forge an emotional connection with your customers.
Often, when we first think of UCX, what comes to mind are companies we’ve discussed so much it’s become clichéd – Apple, Amazon, Southwest, Zappos, etc. However, for small and medium-sized businesses, the path to distinction and delivering an Ultimate Customer Experience® might look different, but it is equally critical.
It could be the local café that remembers your name and order, creating a sense of belonging, or the online retailer whose packaging and personalized notes make every delivery feel like a gift. These touches of distinction and customized experiences can transform a routine transaction into a memorable event, fostering customer loyalty and advocacy.
As businesses navigate the complexities of modern markets, the twin strategies of creating distinction and delivering an Ultimate Customer Experience® emerge as the most effective defense against the forces of commoditization and price competition.
By focusing on what makes your brand uniquely valuable and consistently delivering exceptional experiences, you can elevate your offering beyond the mundane, fostering a loyal customer base that values your brand for reasons far beyond price.
In this way, distinction and an Ultimate Customer Experience® are not just strategies for growth; they are imperatives for survival and success in today’s competitive landscape.
We help organizations (like BMW, Apple, Cisco, and literally hundreds more) and their leaders create distinction and deliver the Ultimate Customer Experience® through custom-designed approaches ranging from keynote presentations to UCX training, from executive consulting to coaching sales professionals. How may we assist you to beat the commodity trap and enhance profitability? Contact me!
