Customer beware, for the supplier is also judging you

At the end of most of the workshops and retreats my organisation run we distribute an evaluation sheet, through which clients assess our performance in helping them achieve their objectives.

The other day, after reading through a batch of such feedback forms, most flattering, a few less convenient, the thought again occurred to me that we suppliers also rate our customers.

Not through formal evaluations and feedback, but with equally significant consequences: some we can hardly wait to work with again, while we hesitate before committing to further engagements with others.

Most of us have customers of one kind or another, whether external or internal.

And we all have our favourites… as well as those we’d rather avoid at all costs, those we’d far prefer that someone else deals with.

Some haggle remorselessly over prices, proud of squeezing their suppliers dry.

Some rejoice in paying weeks or even months late.

But financial dealings are but part of the equation.

And some clients are so attractive in other ways that we are prepared to put up with their budget constraints and their lethargy in parting with money.

What most suppliers really value is being treated with respect.

We want to get the sense that we are not just lowly hired hands who must be treated harshly or else we’ll become complacent and lazy.

We like to be listened to when we offer our ideas and suggestions, and not brushed aside dismissively.

We also deeply resent becoming the automatic scapegoats for any problem or setback — not least those caused by our dear customers.

Over-blaming the supplier is an easy a temptation to succumb to… and the one that breeds the most resentment and demotivation in a supplier.

Am I being too thin-skinned? Isn’t the tough-guy approach to suppliers an inevitable fact of life we must all expect and accept?

Probably yes, but the reason I decided to write about this subject was not simply to encourage a philosophical acceptance of the unhappy realities of this unfair and unjust world.

My several decades of experience, spread over numerous countries, industries and organisations, lead me to this firm conclusion: it’s in your own interest to treat your suppliers well.

(Not least if they’re good ones!) When I was running computer companies I was always interested to know what made our engineers keener to visit some sites than others. ‘Who are your favourite customers?’ I would ask.

Often, it just boiled down to being thoughtful enough to occasionally offer them a cup of tea.

What a cheap and simple way to earn the right to a rapid response when your hardware packs up and you’re in urgent need of help.

So, I ask you, won’t the service crew go the extra mile for people who treat them well… and shy away from those who fail to recognise their efforts and achievements?

It’s not just the tea itself, of course. The very offer of tea shows courtesy and concern, and it speaks of the respect I referred to earlier.

Be aware, Mr and Mrs Customer.

Just like you are watching and judging us, we are watching and judging you. We are human too. We too have feelings, and we too have our pride.

If you’re a supplier like me you assume you’re part of the solution.

And you want to be perceived to be so by your customer.

Not a mere supplier of a commodity, too distant and ignorant to be involved in anything beyond the basics.

Please trust us where have shown ourselves to be trustworthy. We may well see things that you miss.

You will understand your issues more deeply, but we have much broader exposure.

And don’t worry too much about us betraying your inner secrets, as our reputation, including that for keeping confidentiality, is far too important to us.

By avoiding fuller disclosure you also prevent the possibility of fuller contribution.

To me, significant in promoting a customer up my rankings is the extent to which they get the best out of my organisation.

Do they challenge and stretch us?

Do they assume we are world class characters, competent and informed?

Do they make us try harder, sweat to research and prepare?

Do they inspire us to come up with innovative solutions that will make a significant difference to their operations?

Then, are they as tough on themselves as they are with us?

Or do they judge us by higher standards than those by which they judge themselves —which is far from uncommon?

My favourite clients respect us enough to ask us our views on them.

“Please evaluate us, from your dispassionate external perspective,” they plead.

When we’re treated badly by our customers isn’t it up to us also to be assertive (not aggressive) to them?

Don’t some customers require a reality check, to help them appreciate the demoralising consequences of their disrespectful behaviour?

That’s easier said than done, as it’ is quite tempting to keep eating humble pie, worrying only about avoiding the risk of upsetting the paymaster.

I’ve found that much of the risk relates to how you complain about the treatment you’re getting.

First, you must do so constructively and diplomatically, with specific suggestions on what you would like to see more of and less of… and why.

Then you must decide on the level at which you engage.

Those higher up, I have found, those removed from the fray, are often more understanding and receptive, and more likely to influence the situation for the good.

I hope this article has given food for thought to customers as much as suppliers— and most of us fit into both categories.

Suppliers must understand that respect is hard-earned, and not always offered even when deserved.

For customers, know you are also being measured and judged.

The better you perform for your supplier, the better they’re likely to perform for you.

And if you’ll excuse me I must be off, to design my first customer evaluation form. Now, ‘“absolutely wonderful”, “Pretty good”, “Adequate.”

meldon@symphony.co.ke