So, I am not sure how many of you know that besides leading my own company, I have the pleasure of working with myriad other firms, helping them grow their staff and capture opportunities.  For at least one of them, I have direct reports among their staff.

This firm in particular has an impressive mission and vision.  And, since its staff have been working remotely for years, they have perfected the ability of developing a team concept amongst folks who are geographically distributed.

It resonates with me because my own firm has been geographically distributed since the second year of our founding. In 1975, our predecessor organization was only in Ann Arbor (Michigan).  Within a year, we were in Charlottesville (VA), Atlanta (GA), and Jacksonville (FL).  From there, new locations were added- until about 1982, we operated around the world.  Keeping the family spirit among our staff was a time-laden task, one which we devoted the equivalent of one day a week among our three senior leaders.  We, too, learned how to perfect the ability to be geographically dispersed but emotionally and intellectually close.

The key point to recognize is that this was done back when a FAST internet connection was 28.8 baud! And, with computers that lacked any graphical interface.  Our trick was to have a senior executive visit each office no less frequently than weekly.  Bringing news and goodies from each of the other offices to share among the local team.  To have daily communication (written- verbal was WAY too expensive) among the local managers- which they were empowered to share with their own teams. (Yes, we ran an open organization.)

To be honest, I was just sharing the key message that Cary Rollner had taught me more than a decade earlier…

Here’s how I summarized Cary’s lesson back in 2011.  

We have a really up-to-date store. And, I’m certified by the International Dry Cleaning Institute (he was one of about 100 in the US at the time- yes, I am THAT old). But, remember this. Everybody has the same equipment that we do. Everybody can clean our customer’s clothes.  We can be the cheapest or the most expensive.  But, that’s not what will make us or break us.

We have to make them WANT to come here. We have to give them something they can’t get anywhere else. We do that either by listening to the stories of their families, of how their clothes got stained, or why their day is great or why it’s lousy. You do that, Roy,  and we’ll be the biggest dry cleaner in the area.

I stayed with this outfit (while I finished college and worked another job, too) for 6 years. I managed the store.  I did their collections.  I did their accounting.  I did their taxes.  I helped them expand to offer drapery services (a story for another day).  And, you know what- they did become the biggest and best in the area!

That’s true for our firm.  Sure, we provide financial services beyond any peer. Sure, our products and processes that we develop are unique, solve problems, and are reasonably priced. But, we need to service our human clients as well- not just the corporate monolith.  We do that by paying attention to their likes and dislikes, by recognizing their quirks (no less and no more than our own), so that like our own staff, our clients know we consider them part of our family.

Which is exactly what I am trying to impart to my direct reports at this newish client.  The firm has an elegant solution for its customers- perhaps even the best around.  But, if my direct reports, who answer the customer’s questions, who guide them through the hoops of the provided solution, don’t empathize and connect with the customer on the phone (or the computer), it’s all for naught.

So, now, let’s see what Petula Dvorak shared with us all on the Washington Post.

Petula was telling us about Wendell Allsbrook who had a business idea, a dream, that he hoped to offer to the world.  One that took him 10 years of working overtime, scrimping and saving, visiting farms and purveyors, developing contacts, courting investors,  before he could finally open the doors of his venture to the world.  He used the lessons he learned from working at an organic butcher shop (including the economics of success), Sutton Place Gourmet, and reading (and watching) anything and everything he could about gourmet food.

Until the day arrived.  9 March 2020.  When he opened the Georgetown Butcher in DC.  (By the way, Wendell Allsbrook is Black, most of Georgetown is not.)

Oh, wait…the Global Pandemic was declared on 11 March 2020.  Talk about the wrong place and the wrong time!  So much for the best laid plans.

But, Wendell pivoted.  He set up a website, arranged for delivery for his customers, repositioned the cashier (which was towards the rear of the store- to encourage window shopping and impulse buying) to the door, so pickup and pay were streamlined.

Don’t forget that Wendell’s inventory is both high priced and of short shelf-life. In short order, he had to cut half his staff- and work from dawn to dusk to keep the doors opened.   He was banking that the loyal customer base from his time working at the organic meat market would keep him alive.

Thankfully, his white-collar customer base was now working from home- and wanted to experience great dinners that they could no longer obtain from local restaurants.  So, these folks came to him- with special orders for which Wendell delivered.  And, grew his customer base.

The key?  Wendell studied his customers.  What they looked like (yes, even while masked).  Remember parties they were planning (for which he supplied the food).  The goings on in their lives.

By always remembering his customers, they stayed delighted with his products.  Sure, they are superior- but it’s the little human touch that makes the difference, that entices them to return.

Just like Cary taught me about the world when I was 13 years old.

And, now Wendell wants to be such a mentor (like Cary Rollner) to his own kids and to those in his neighborhood.

Just what the world needs.

Welcome to the marketplace, Wendell Alsobrook!

The world wants to know you, too!