You can't please everyone...or can you?

YOU CAN'T PLEASE EVERYONE...OR CAN YOU? On a number of occasions I have had the privilege to stay in the home of a Vice-president of Ford Motor Company in Detroit, Michigan. he was a delightful fellow, with a good personality and sense of humor. he was the head of a team who handled Customer Relations and Complaints nationwide. It was not the kind of job that I every thought I would like to have; but he had developed some remarkable insights into dealing with people. He and his wife extended such gracious hospitality any time I was in their area. His team never heard from the complainants until all communication had broken down with the local dealer and after all efforts at resolution by a Regional Office had failed. As you might imagine, by that time you are talking about some very unhappy people, who felt abused by the system. Yet, his group had a remarkable track record. About 86% of these people were retained as satisfied customers. I was naturally extremely interested in how such a thing was possible. I could not begin to tell you all of the things we discussed, but here is some of what I remember. 1. Let them know that you are willing to do anything honorable and right to make them happy. 2. Listen carefully to their complaints. 3. Sympathize as far as possible with any mistreatment they feel they have received from others. 4. Make it clear that any remedy you agree to must be fair to the company as well as to them. 5. If possible, let them suggest a remedy. (What would it take to make them happy? What do they feel would be fair to both them and the company?) 6. Make it clear that you had nothing to do with the original problem; but you are willing to do anything you can to resolve it. 7. Express your confidence in them that they are seeking only a just resolution. 8. Treat them with respect and avoid all confrontation. Surely you can already begin to see why he was so good at his job. He was a peacemaker; and he demonstated it by his conduct Probably the most important thing he taught me, however, was in another direction. He said, "the first thing you must realize in dealing with complaints is that some people simply will not be satisfied. No matter what you do, it will make no difference. You could offer them a new car; and they are still unhappy. So you must never berate yourself or your team members because of that 3 to 4% who are determined to be dissatisfied. Just ignore them and focus on those you can help". I have come to realize that both race directors and sponsors are involved in the imposssible task of trying to please everybody. They can't do it; but we ought to appreciate their efforts in trying. Be aware that most of them really want their races to be better. They are as concerned as you are about anything that goes wrong. They usually see any flaws long before we do. Suppose, however, you see something that really concerns you. How can you be sure that someone is listening? Let me suggest some guidelines of where to begin: 1. Establish yourself as someone who looks for good things about races. If you are normally complimentary, constructive criticism will be easier to take. You will have separated yourself from those who are always complaining. 2. Don't be identified with the nitpickers. Some things are important about an event and others are not. Some things really matter, other's don't. We must be able to make proper distinctions, so never make a fuss about trivial things. 3. Choose the timing of your criticism carefully. Race day is seldom a good time. There are already too many frustrations on that day. Be sure, also, that you are not second or third in line where the first complaints were completely unjustified. This immediately identifies you with the wrong group. 4. Make your suggestions in private. Never in such a way as to embarrass the people involved before others. First, this just triggers the defensive mechanism; and secondly, it doesn't produce the results you want. 5. Remember that personal preferences vary from runner to runner. Eveyone won't like the same things you do. Those in charge have to concerned about the complete group. They are under no obligation to follow my personal preferences. That might only leave many others dissatisfied. They must seek for common good. I am convinced that if we will be kind and helpful, race directors and sponsors will listen. But they can't hope to please everybody; and sometimes that will include us!