We all know how to make our clients happy: just give them what they want. Sounds pretty simple, as long as you know their desires. Most client (or relationship) dissatisfaction comes from either an expectation left unmet, or something unexpected happening that is perceived to be “wrong”. So if the happiness revolves around meeting or exceeding expectations, you have three viable options:
Read their minds to understand what they expect – then deliver.
Ask them what they expect – then deliver.
Tell them what to expect – then deliver.
Yeah, that first one just isn’t going to happen. The second, while a good exercise, basically puts the client in control of your business and would be a constantly moving target with every new client. But the third one – that’s the magic button.
You may be aware that if you do any kind of marketing at all, you are already telling your prospects and clients what to expect. If your brand message is that your company is approachable, easy-going, socially aware, and affordable; you have just told your audience to expect those traits from you. You have made a promise and now they expect you to deliver.
Some expectations might be a no-brainer and are often just assumed, such as a restaurant is expected to provide an enjoyable meal. A clearly communicated expectation happens when you call a plumber to clear a clog, you expect they will clear the clog and not re-plumb your house. Anyone who’s booked an appointment at a busy doctor’s office knows the disappointment of sitting in the waiting room an hour or so after your appointment. It’s not fun, we might get cranky. That crankiness happened because we clearly expected one thing and instead received something we didn’t want.
Hidden danger lurks, and it’s called the unknown expectation.
These are expectations that the client has established towards us that we know nothing about. Often the reason these hidden expectations even exist is because we didn’t tell the client right up front what they should expect, so they fill-in those blanks for us. Like a doggie landmine, we only discover one after we’ve stepped right in the middle of it, they both stink, and neither situation is fun to clean up.
The best defense here is a superb offense.
Rather than making room for misunderstandings, we set the expectations for them and ahead of time. We do this by providing full details as it relates to them through the entire process from pre-purchase decision making all the way through to post purchase followup. Don’t bother them with behind the scenes minutia, just provide the details for things that they will interact with during and after the process. Prices, what will happen when they call, how your ordering system works, how often you update on progress, delivery dates, payment types accepted, return policies, guarantees, your follow up policies etc. If it’s forward facing, make it clear. If they book a meeting, tell them before hand what will happen at that meeting and the expected results. Shock and awe has it’s place, just not with a client. Save the surprises for positive one’s like over-delivery.
By communicating how things will happen during the process, you are telling your client what to expect and when – you are setting their expectations for them. When things are clearly outlined, there is no room for hidden assumptions. If it’s based on your schedule and processes, meeting the expectation should be easy. If they hear something that won’t work for them, there is still time and opportunity to negotiate, and thus side-step the landmine.
Sometimes the game just changes.
If mid-stream you discover that an expectation can’t be met, communicate a new expectation to them. When projects are in motion, keep the client informed, don’t keep them guessing. Give clients all possible advance warning if an expectation such as a due date won’t be met. They may be unhappy about the changes, but you’ve given them an opportunity to adjust things on their end. Chances are improved for a better outcome than had you waited till the job is due. The bonus to the early warning: instead of looking undependable you’re now seen as professional and a good communicator who’s invested in their best interests.
In general, your company should be able to consistently meet the expectations it sets. If not, then either change what you promise so it’s truthful and dependable, or adjust within so expectations are consistently met or exceeded.
Will this article change the way you lead your business? Comments and questions are encouraged, and well…expected ;-).