One afternoon, I received a call from an acquaintance, Roger, the head of a prominent banking institution. He had finished up a meeting with another contact in the building and wondered whether he could stop by to catch up.
For close to a year, I had been in the process of setting up a meeting between Roger and one of my contacts, Larry, who had a successful financing business. Operating in the same business circles, the two of them knew of each other, but had never met. Understanding that business results from professionals who know, like, and trust each other, I thought this was the ideal opportunity for Larry to make a great, first impression with a prospective client.
As soon as I hung up the phone with Roger, I called Larry to see if he could swing by my office and join us for the meeting. He was eager for the opportunity. Since it was a Friday and I figured Larry was dressed casually, I inquired if he had a suit at the office he could change into. He did.
I met Roger in the lobby and escorted him to one of my conference rooms. A few minutes later when Larry joined us. I could not believe my eyes. Larry was in a suit, but one that had been fashioned more than ten years earlier when he was 20 pounds lighter.
Having missed the opportunity to make a positive first impression (at least visually), I was anxious for Larry to engage Roger in conversation in hopes of redeeming his image. Unfortunately, their conversation was flat, consisting mostly of superficial chit chat that didn’t evolve to a level that encouraged business.
Larry’s behavior in the meeting not only impacted his reputation, but also that of his company. Roger’s impression of the company–his interaction with Larry–would not likely motivate him to employ it.
For years it’s been generally accepted that clients hire specific professionals regardless of the company they work for. This suggests that clients hire professionals based on their individual traits–charisma, character, track record, area of expertise, personality, etc.
With the business landscape more competitive than ever, professionals need to step up their game. Each of us are ambassadors of the organizations we work for. If you look dated or unkempt and you’re unprepared to talk business, you’ve done a disservice to yourself and your firm.
Whether you realize it or not, you have a personal brand. It is the sum total of you–your appearance, experience, actions, and relationships. Ensure that your brand is aligned with your firm’s by taking note of the following branding builders.
Appearance. Your appearance needs to visually convey what you know intellectually, which some may consider to be their pedigree. Some professionals think that as soon as they are able to engage a prospect in conversation, they can effectively convey their expertise and win them over. But this may be difficult to achieve if the prospect is hung up on your look.
Message. Distill your knowledge and expertise into a single message. How can you add value to the prospect’s business? Keep it simple and concise.
Be relatable. First, your showmanship isn’t going to seal the deal, nor will it nurture an ongoing relationship with a client. Second, all this talk of looking your best and speaking effectively shouldn’t render you lifeless. Infuse your business with your personality. And, third, listen more and speak less. Be more concerned about helping them meet their business objectives than how they are going to help you meet yours.
Client service. Just because a client continues to employ you doesn’t mean they are happy. Perhaps they are unhappy but have yet to find your replacement. Put effort into the maintenance of the relationship. Periodically spend non-billable time with them–lunch out, a call to check-in, or forwarding an industry article that could add value to their business. Remember, your clients may include other professionals within your organization.
Brand management. Regularly monitor the strength of your personal brand by soliciting feedback from clients, referral sources, peers, and support staff. It is best done person to person. Avoid only using surveys as they may fail to capture the essence of what you need to know.
World-renowned businessman and stylist, Vidal Sassoon, understood branding before the term existed. He knew that without satisfied clients, he didn’t have a business. His company’s slogan was, “If you don’t look good, we don’t look good.” The application for each of us is this: if you don’t look good, your company doesn’t look good. Be prepared, put your best foot forward, and get on with work.
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Dear Jonathan,
Your posts are always insightful and helpful, just like this one. Probably one of the more important ones, especially since you mention something most people don’t consider – that their clients may include colleagues in their office.
Larry, kudos to you for having a suit in the office, but ouch that it didn’t fit. That was uncomfortable. Now that the world knows your suit woes, go get a new suit to fit the “new you”.
Jonathan, what a great post on two levels! First, you skillfully used storytelling, a very important component of speaking, writing and teaching, to get your point across, so I applaud you for that. Your writing style drew me in to your post. Second, your lesson is a very important one, and that is that we can’t leave our reputation to chance. As I read what you wrote, you made it obvious that this business of creating business takes work! Anyone who thinks otherwise is fooling him/herself. It is rare to get the chance to make a second impression, and very easy to ruin the first. It is also much easier to care for a current client than it is to acquire a new one, as evidenced by the amount of time you have been courting your banking client. Again, great post.
Jonathan! You hit it out of the park! Ditto–our appearance can speak louder than words. Love the quote!