Q
UICK
F
IXES
Manage the Tiny Things
I recently interviewed three people to subcontract for a client’s project.
I already had decided that each person was skilled enough. That’s why I
called each one.
Choosing the best candidate was easy. I hired the person who wrote back
after the interviews first.
So often, and more often than we imagine, that is the difference in a sale. Not
superior knowledge. Not superior talent or years of experience. Just something
tiny. Like a short thoughtful letter.
Sweat the smallest stuff.
One Ring
Fallon McElligott sells very creative advertising.
That means that it sells its
creative people. And creative people are difficult. Egos. They’ll be done
whenever. And so what if it costs lots of money?
That’s the stereotype, anyway.
Several summers ago, I decided that my three-on-three
basketball team really
needed Jamie Barrett, a 6′ 5″ forward/copywriter at Fallon McElligott. So during
my recruiting campaign,
and later during our season, I often called Jamie at
work.
I would reach Fallon’s receptionist in one ring, and Jamie one ring and a split
second later. It could be the world’s fastest phone system.
The first three times I
tapped into it I wasn’t ready to talk. I didn’t expect Jamie to answer so suddenly.
Those calls left an amazing impression.
Those three seconds in three different phone calls convinced me that Fallon
really delivered service, that Fallon made you feel respected and wanted, which
is critical for a service. Those calls told me that Fallon wasn’t
an undisciplined,
arrogant, screw-service-it’s-beneath-us bunch after all.
Amazing. Three seconds.
Now I am telling the world. People in a dozen cities will read this and decide
that Fallon delivers great service
a n d very creative advertising.
Service like that is worth whatever it costs.
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