During this book so considerably, I’ve made reference to the fact that Paolo the Barber thinks, serves, and makes decisions like a company owner. I’m sure you can think of an instance is likely to life where you have experienced an exceptional level of customer service and attention from the business owner, you would have done if you are served by a regular employee. barbering school
Why is this?
It’s because company owners have a deeper reference to their company. They love their work, are interested in it, and have an energy and commitment which is rarely seen in the wider workforce.
Organization owners understand that their actions have an immediate impact on if the customer will come again and repeat buy, or go on is to do their marketing for them.
That isn’t to say that business-owner-thinking may not be found deeper in a workforce. Certainly, people who think like business-owners can be found in many companies, but there are all too few of them, and the efforts are often drowned out by a sea of mediocrity, consisting of Middlemen, and Barmen.
Barbers, Barmen and Middlemen
Allan Leighton, one of the UK’s most well known CEOs, talks about a three level appraisal system. He categorises people’s activities as brilliant, negative and positive.
I think this three level approach demonstrates the type of folks -namely Barbers, Middlemen and Barmen – found in all companies.
People like Paolo the Barber share all the traits of a business proprietor. He:
? Is passionate
? Is within love with his work
? Understands the need to hook up with customers
? Would make customers want to return and buy
? Turns customers into raving fans who inform their friends and family about him.
Because Paolo loves his work, it shows, and in Allan’s scale, Paolo would be brilliant.
You also have in your small business people like the Barman. These are people who:
? Aren’t linked to their work
? Discover their work just as work
? Fail to see the connection between their salary at the end of the month, and the earnings which comes through the doorway from customers
? Have deficiencies in interconnection and enthusiasm for work, and therefore fail to demonstrate any passion and energy
? Don’t give customers a compelling reason to come back and purchase.
Upon Allan’s appraisal scale the Barman would be bad, simply because people like him can never take your small business forward. They are inherently an incorrect people for your company and are a drag on the near future success of your business.
Let’s say in your company right now, you have (more or less) 25% of your employees who are just like Paolo the Barber, and 25% who are like the Criado.
This leaves around fifty percent of men and women we haven’t voiced about and who We call Middlemen and women. In the interest of simplicity in this book, I’ll refer to them simply as Middlemen, as ‘middle people’ does not have the same engagement ring to it!
Middlemen none share the passion and desire of Paolo the Barber, nor the negative energy of the Sirviente. They can be somewhere in the centre. They neither over perform, nor under perform. Allan would say their performance is good, but ‘good’ in this court case has a large definition.
Very good is merely good. It is not excellent, it is not brilliant.
Good may give a customer reasons to come back and buy, but it might not. Customers want and expect excellence and beauty. They need to be dazzled, delighted and wowed! It’s that standard of excellence which will raise one to the top of your market area, and it is that level of quality which will make your customers return to you, and become evangelical about you.