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Shawna Schuh

Why You Need a New Way to Greet Your Customers

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I went out with a nice man the other day. We ended up in a high-end restaurant on the water, and usually along with a higher price, you’ll get much higher service.

Now I know this isn’t always the case. However most service people who cater to the affluent are excellent at their jobs and are compensated for it. Pet professionals can learn a lot from them.

What was unique and why I’m bringing it up for you to mull over and use to your benefit is how our server greeted us.

He walked up to the table, looked us over and said, “You look like a really fun couple!”

The truth is we aren’t a couple, we were on the second date, and yet ….

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I’m certain both of us feel that we are “fun” — and the praise washed over us and settled in as a glow of opportunity. We would certainly be a “fun couple” for this nice man serving us. And we were!

The server’s expectation, led us right where he wanted, and we all benefited from it immensely. How can you use this in your pet store or service business?

When you begin with a sentence of praise and it’s what you are expecting and wanting, he or she will no doubt rise right up to be that person.”

Determine your expectations and let them be more than, “I hope they buy something.”

When you greet people, rather than the standard, “Welcome to [name of business]” and “How can I help you?” shift that to what you want to experience.

Do you want your customers to be:

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  • Fun?
  • Happy?
  • Creative?
  • Like they’re on a mission?
  • Filled with joy?

Shift from “Welcome to my store!” to  “You look like a fun person!” or even, “Wow, what a happy dog you have!”

Then track how the rest of the experience plays out, and you may be a convert and can use these other ideas:

  • “You look creative!”
  • “You look like you are on a mission! … And I’m here to help you with that!”
  • “Your dog is filled with joy! What magical things can we find for him/her today?

When you begin with a sentence of praise (the caveat is that it must be true … if she is a mean-looking person with a growling pet, don’t say anything!), and it’s what you are expecting and wanting, he or she will no doubt rise right up to be that person.

We did. We were a fun couple and we ordered, consumed, lingered and compensated well. Isn’t that what you want from your customers?

Shift your greeting and let me know how it works!

Shawna Schuh  is a certified speaking professional, an executive coach, master neuro linguistic programming practitioner and president of Women in the Pet Industry Network. Email her at shawna@womeninthepetindustry.com

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This article originally appeared in the January 2018 edition of PETS+. 

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Shawna Schuh

Assign Tasks with the End Goal in Mind

Ask in a way that will actually produce results.

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THERE ARE MANY TIMES when I hear from my clients these kinds of laments: “I should have said that differently.” Or: “Maybe I used the wrong words …”

When this happens, I’m delighted because that leader is becoming more aware that she has control over those words and how they may or may not land. However, sometimes it’s not the actual words but the intent behind them that makes or breaks the situation.

Let’s dig deeper into this.

Here’s a standard miscommunication:

When you say “Would you please do X task?” your words, in your mind, may be clear and determined.

You are asking them actually to do the task, right?

That’s what you think.

In reality, it’s an inquiry with no clear intent of when it must be complete or even a determination of end result.

When I’m coaching clients, we take it down to the elements that will actually produce results.

First question: What do you want? And let’s go deeper than having the task done. Aren’t tasks the means to an end result? If you are spending a lot of time on “tasks,” you may have a checked-off to-do list and still not have the results you desire.

Ask yourself instead: “What will having this task done accomplish in regard to my big goal or highest priority?”

That question will shift your thinking to shift from “task doing” to “results producing.”

But what do you ask then if not, “Will you do X task?”

You have many choices. and all of them depend on the intent.

Intent one: Get a task completed. To do this, ask it as is with the addition of a timeframe: “Will you do X task by 3 p.m. today?” The specificity will help you both.

Intent two: Get a commitment to a result rather than a task. Say: “To further the goal of X, please provide me with a list of tasks and who is best to accomplish them inside our timeframe.”

This request will allow the other person to take leadership of the goal and either take on the tasks or find those abler to do so. Remember, of course, to include a timeframe.

Intent three: further action on your end goal. Ask a new question: “To make sure we reach X place, what do you think is the best plan or path to accomplish it?”

This will help them buy into the goal and give you new ideas.

As a leader, we usually know the goal and know the steps or actions to take. That doesn’t mean we should do those actions, nor that others know the goal.

When you shift your thinking like this, things in your world begin to improve. I see it all the time in my coaching clients. If you want the same results, the first step is to stop and think, “What is my intent?” and then the words will come easier.

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Shawna Schuh

3 Leadership Aspects You Need Instead of a Title

True leaders don’t rely on what it says on their business cards.

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SOME PEOPLE TAKE LEADERSHIP, while others are given the title. Think about that in your pet business.

A company hired me to work with its leaders, from the founder — who was a brilliant man who didn’t like titles since he expected everyone to feel ownership — to all the other C-suite leaders who also didn’t have titles.

I adored working with this team. They were innovative, eager to learn and grow, and we saw huge leaps in productivity and profit.

Because the top leader was carrying much of the burden, they hired someone inside their industry to join the team and take some of the responsibilities off his plate. You may have done something similar or said to yourself, “If I could only clone myself, things would be easier!”

The new hire, a man in his middle years of work experience got a bit sideways with the top guy when he refused him a title. “What am I then?” he asked. To which the founder said, “Worry less about what title you have, and let’s get things done.”

This man — let’s call him Kurt — would not let this go. When we coached, he wanted to spend time second-guessing the founder, when he spoke to others he would lament, “If I had more power, I would get more done.” He was missing the entire point that a title doesn’t give someone power. Leadership does.

Several months later, Kurt is no longer on that team. It was painful for everyone since he was liked and respected, but he proved that he couldn’t actually lead (or so he thought) without a title.

Which brings me back to my point: Is leadership given or taken?

Think through this for a moment.

With a title comes what? More responsibility, more power, more money? Or is it your responsibility to lead regardless of those things?

You, like me, have probably been in some sort of group that was given a task, volunteering perhaps or in an association, and there are people who naturally step forward to lend a hand, take responsibility, to encourage and lead, though they were never given that job nor that title.

The others naturally follow, or if the person is a good leader, he works things through together, with everyone sharing and taking turns leading.

You, like me, have no doubt also been in a similar situation where the actual leader was not leading, not encouraging and where things ground to a standstill or much time was wasted.

If you are like me, you might have gently stepped in to sort it out and lend a hand, since that’s what leaders do. Everyone, everywhere, can be a leader. And you don’t need a title to do it.

What you need instead of a title:

  • Ability to see the goal or end result. (You know what needs to be done.)
  • Courage to encourage some type of collaboration. (You can join all the talent together.)
  • Skill in asking questions that bring people forth and safety for them to provide answers.

There are more traits great leaders have, but for today, what if you looked at your pet business and determined whether you have leaders because you’re providing a safe environment or title holders who are working simply because they were placed in that position? Is it time to hire more leaders?

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Shawna Schuh

Keep Score. Are You Missing a Big Piece of the Business Puzzle?

When you keep track or keep score, you have so much you can do with that information.

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IS TRACKING YOUR PROGRESS a missing piece of your business puzzle?

Vince Lombardi once said: “If it doesn’t matter who wins or loses, then why do they keep score?

When you keep track or keep score, you have so much you can do with that information:

1. Know how far you’ve come. One of my business coaches pointed out how often we are focused on the future, and so we miss celebrating how far we’ve come. When you track your progress it’s easier to say, “Wow! We’ve come this far, let’s keep going!”

2. Know if you are winning and by how much. We wouldn’t watch basketball, baseball, or any of the ball sports if two teams were simply playing for fun. We want to know who is the stronger, better or luckier team that day, and we know there is an ending point. We stay to see who won, by how much and how each team acts afterwards. When you keep track of your results, you know where you are and when.

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3. Tweak your actions to shift and improve your results. When you track things, patterns emerge. As a coach that’s one of my jobs: to note my clients’ patterns and tweak to improve results. When you track your progress and results, you are giving yourself the gift of seeing what is working and tweaking or eliminating what isn’t.

4. Celebrate along the way. This is something I missed when I was starting out, and it cost me some team members. I was too focused on the doing, going, getting-it-done attitude, and so I didn’t stop and recognize some of the milestones that would have given me and the team a break, a bigger reason to keep going and a way to create culture. Like dog training, when you recognize and praise the right actions, you get more of them.

5. Teach it down and out. When you track your efforts and results, you have the opportunity during the review of those efforts and results to teach, to demonstrate, or to ask for a lesson in how it worked and how to repeat it. “Show me how you got this result” is a powerful request for when it’s going well and when it isn’t.

If we don’t track what was done, it’s all a mystery. You’re planning or buying or reacting in a void. Are you willing to live in the dark this year?

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