Business owners need to understand that what got them where they are now won’t get them to where they want to go. Sure, quantitative metrics tell us a lot about our company’s performance as we tirelessly analyze and scrutinize statistics and specifications of our equipment and labor force to determine how well they work in every imaginable scenario and how much it costs to operate the business.

However, the relationships we develop and cultivate with our clients are just as meaningful. Cultivating those relationships involves gathering valuable, informative data by learning as much about the client as possible and earning their trust.

I’ve often heard business owners say that simply doing great work is all that’s necessary to grow a company. But, as the world gets smaller, multiple companies competing for the same customers in many geographical areas is now commonplace. Unfortunately, more than just "doing good work" is required. We all know that people like to do business with people and companies they know and trust.

So, how do we up our relationship game to attract and keep more clients?

#1 - Learn as much about them as possible

In Stephen Covey’s renowned book "The Seven Habits of Highly Effective People," habit Number 5 is "Seek first to understand, then to be understood."

This means we need to understand what our clients need and want before we tell them what we can do and how we plan to do it. For example, what are the most important aspects of your services to them? What are the client’s pain points? Seek to understand potential problems that keep the client or property manager up at night. Once they know that they have been heard and that you are interested in treating them the way they want to be treated, they are more likely to trust you and do business with your company.

#2 - Bid honestly and accurately

Be honest with yourself and with the client. Know what your team is and is not capable of doing. Don’t take work you’re not confident in doing. Ask yourself, "Can our team successfully deliver on this commitment?"

Suppose you are trying to land a large project, and you don’t have the necessary experience in that space. If you bid on the work and are selected, you may end up not serving the client well and this will clearly broadcast to an owner or property manager that you’re not capable of doing what you promised. This would cut deeply into their ability to trust you moving forward. They probably won’t be interested in your company bidding on any future work for them or recommending you to anyone else. What’s worse is that this property manager likely oversees numerous other properties that engage in multiyear contracts that might have been perfect for your team. Oops! Not so fast, tiger. And don’t forget, word travels fast in the business community. A bad reputation is hard to shake.

#3 - Create accurate, detailed and descriptive contracts

These are not just legal documents; they are your safety net. They provide a clear framework for expectations and responsibilities, helping to resolve disputes and maintain trust with your clients.

A business coach once told me that contracts are for the bad times. Wow was he right! Where is the first place to go when there is a dispute about what you promised and what the client believes you were supposed to do? The contract. It’s all right there in black and white. Hard to argue with the terms of the contract…though some still try, unfortunately.

#4 - Enjoy the trust bump but remain humble

Once you start to gain trust with clients by showing a track record of knowing the client and their needs, accurately bidding on jobs, and performing consistent, quality work, your behavior will allow you to move to another level within that property manager’s trust group.

At this level, trust and performance are everything. Showing how your company can add value to their locations and why this is important to their clientele can help to cement that trust you’ve worked so hard to earn.

In time, you may be asked to offer suggestions and ideas about topics and jobs that don’t fall within your scope of work or area of expertise. That’s OK. Attend the meeting and offer helpful suggestions, even if you may not do the work. Getting a seat at this table is critical to upping your relationship and may earn you additional opportunities with this client or property manager.

In the end, people like doing business with those who are willing to help them solve problems and make their lives easier. Seek first to understand the client’s needs; determine whether it’s the right job for you and your team; create clear, accurate contracts; and enjoy the benefits of considering client relationships along with quantitative metrics of equipment and your team’s performance.
 

Build trust and get existing and potential clients on the same page by following and sharing the Standard Practice for Procuring and Planning Snow & Ice Management Services. Download it at sima.org/standards.

Mike McCarron is president and founder of ImageWorks Landscape Management, a commercial landscape maintenance and snow removal firm in the Northern Virginia market. He has 20+ years of industry experience. Email him at mike@imageworkslandscaping.com.