Customer Service Archives

Captive

Air travel is an elevated time to shake and move above the clouds. Elevation makes us all feel successful, so hammering on some work or catching up on a good read/listen/watch feels great, but a nap is just as nice.

Think back to the last time you warped time by catching a mid-flight nap. Suddenly, a flight attendant shatters your peaceful slumber—not to share a friendly update for passengers but to rattle off a forced sales pitch for their branded credit card. Ouch.

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Attention is hard to earn.
If you have it, don’t waste it.

Now, imagine an alternate scenario. Instead of unwanted interruption followed by an impersonal script that makes us feel like prisoners instead of appreciated customers, what if the same offer felt more like a special little gift?

How might it feel to hear that you have been selected to receive a free beverage or tasty snack, paired with that same credit card application as a convenient napkin? This tasty presentation would naturally snag the attention of nearby passengers. As word of mouth amplifies interest, similar offers could be made for those willing to complete the silly credit card application. Engage or don’t, but this quiet surprise feels less forced and can become more of a complimenting gesture to show customer appreciation.

That’s just a thought exercise, but we’ve all sat in situations where we were part of a captive audience. There is a fine line and a big difference between adding or detracting from an experience after interest is sparked or sales are made.

How do we treat our existing customers? Do they get attention only when there are issues or you have more to sell? How might we inspire more lasting joy by slowing down, setting efficiency aside, even letting go in a way? Instead of being careless with earned attention, consider unexpected ways to delight customers, which will remind them why they chose you in the first place. Giveaways, handwritten notes, or any gesture that shows you care will retain better customers.

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“Once you wow an audience, the same trick may not work anymore.” -Seth Godin, Free Prize Inside

How we treat existing customers sets the scene and determines the realities of attention retention. When customers feel thoughtfulness, they will stick around because they care as much as you do. This translates into customer retention because true fans take pride in staying connected. They have more patience when issues arise and get excited to share your charming work with others.

Not to Lose

Whether it was traveling with the teams my dad coached as a kid, playing club soccer at an early age, monopolizing my time in high school, playing all through college, or being the focus of my first entrepreneurial venture, soccer was a part of my identity for over 20 years. I’ve since shifted toward the more secret exercise of golf, but memories remain, and sports have so many playful metaphors.

Sports and other organized activities help us push to be our best, and the sense of belonging is the real magic.

No matter the sport, it can be easy to get ahead before slipping into a dangerous trap. Instead of staying sharp by maintaining the offensive pressure that earned an early advantage, it’s natural to start playing not to lose.

In soccer, this often means a team sinks back into an overly defensive formation. Less variety invites frantic desperation, and the added pressure often leads to the opposing squad scoring an equalizing goal. Even if the need for another goal shifts your team back into a more balanced attack, the momentum has shifted.

When applied to business, getting ahead and then playing not to lose can be seen all over the map. For instance, snagging a few early adopters, then assuming customer discovery is over. Hiring new talent, then just hoping everyone can work together. Launching a new product with existing customers, then not supporting them through the chasm of change. Securing product-market fit, then avoiding innovation due to a misguided sense of risk. Finding generous mentors, then forgetting to nurture relationships. Those are just a few ways we get ahead, then play to lose, but many leaders are lulled into this trap.

Tactics to stay ahead differ based on situational factors, but when in doubt, trust that uncertainty is certain. Be strategic to avoid recklessness, then maintain pressure and stay on the offensive by leaning into the pain.

As you find fresh ways to serve customers, continue celebrating milestones and stay ahead with more initiative to keep playing beyond the fear of losing.