If you’ve been following the news, you know that last week, Rush Limbaugh spent the better part of his show for three days straight attacking Sandra Fluke, the Georgetown law student who was barred from testifying at a controversial Republican hearing on contraception recently. The insults Mr. Limbaugh leveled against Ms. Fluke were so intense that they caused an uproar among women from both sides of the aisle and have ultimately resulted in over thirty-five advertisers (and counting) pulling their advertisements from the Limbaugh show and at least two radio stations dumping Limbaugh programming altogether.

As you know, I find politics (and the media sideshow on both sides of the aisle) endlessly fascinating. This week, as I’ve followed the coverage of the widespread outrage over Rush Limbaugh’s comments, I’ve found myself thinking about Mr. Limbaugh and his brand.

You see, I have a dirty little secret, one I’ve kept mostly hidden for the better part of almost 25 years, and one I’m prepared to confess here and now. My dirty little secret, ladies and gentlemen, is that I love talk radio. I absolutely, hands-down, love, love, lurve talk radio like you can’t even imagine, and I always have, since I first started driving. I’ve listened to NPR since I was four or five years old, and have listened to most of the well-known, longstanding talk radio shows like All Things Considered, Car Talk, Dr. Laura, Morning Edition, Fresh Air, Wait Wait Don’t Tell Me,  Paul Harvey, Grammar Rules, and yes, even, on occasion, Rush. I listened to all of them off and on from the moment I was old enough to drive alone and choose the own radio stations. Oh, sure, I popped my fair share of cassettes in the player back in the 80s, and I’ve been known to sing (loudly) in my car when I’ve got the iPod, but my first love when driving has always been talk radio.

So I think I speak with at least some measure of authority when I say that it was absolutely no surprise to me when the full weight of Rush Limbaugh’s vehemence and ferocity came down squarely upon Sandra Fluke’s shoulders. I’ve heard Rush rail against strong women for years, using intense language and offensive terms. Rush Limbaugh attacking a left-leaning woman who dares to stand up to the right is pretty much par for the course. For a time, one could take a bit of comfort in the fact that Rush himself said that he was merely an entertainer whose opinion should really not be taken seriously. But he wrote that in one of his books, long before he became known as a power broker in the Republican party.

As I said, this latest incident didn’t really surprise me that much, but the strong reaction to it has raised my eyebrows a bit.

Don’t get me wrong. As a feminist, I have always believed Rush Limbaugh to be pretty misogynistic. But I knew that it was part of his brand, one that included irreverence and disrespect for one side of the political arena. But the problem with creating a brand that’s built on irreverence and disrespect is that, even if your advertisers sign on knowing that this is your brand, even if your advertisers understand your brand and are prepared to handle it (even support it) in the abstract, if you go too far and anger too many, then your advertisers may not be prepared to stand with you.

Rush Limbaugh is a talk show host who talks about politics and this is an election year. All stories relating to politics are hot right now. And the cultural context in which his insults were made is a context in which women have begun to feel attacked anyway. Case in point, the reaction to the comments of Foster Friess, financial backer for the Rick Santorum campaign (for the “how” of that, see this post).

When your brand is already controversial, if you make a misstep and go too far with the controversy in an already-sensitive cultural climate, whether that “misstep” is intentional or accidental, you can pretty much expect that the misstep will become a major incident. In this context, at this particularly sensitive time in American politics, I find it hard to believe that Rush Limbaugh, who has created such a strong personal brand that he is indeed considered by many to be the voice of American Republicans (just google “Rush Limbaugh voice of Republicans” and you’ll see over 25 pages of results referring to exactly that), would make such an egregious error. I have to wonder if this was something more deliberate. Did Rush Limbaugh really make a mistake or was this intentional? Was this an attempt to bring publicity to his show, or did he simply go too far?

Bottom line, if your brand is controversial, it’s absolutely critical that you’re informed and well-aware of the cultural context in which your brand lives. When you develop a pugnacious, contentious brand you can (and should) push the boundaries, but if you push those boundaries too far outside the tide of public sentiment, you may find yourself in a war that could ultimately cost you your business.

I try to keep my personal politics and my faith out of my business. I think these topics are just too… personal, so more often than not, unless there’s something that I simply can’t help speaking out about, you won’t find me talking politics or religion. Make no mistake about it, I love politics. I find it fascinating…but this post is not about politics.

This past Sunday, while watching political commentary, I had a realization: Mitt Romney is teaching us a heck of a lot about business and personal branding right now. In fact, every entrepreneur and small business owner should be watching this guy and looking at exactly what happens when you can’t connect to your target market.

Again, this isn’t about politics. This is about what happens when you, as an entrepreneur, miss the mark with your target audience- when you speak to them in a language they can’t connect with, when they can’t see any way that you can possibly relate to them and their problems, and when, ultimately, you fundamentally fail to help them to build that all-important “KLT Factor.”

What’s the “KLT Factor?” Most entrepreneurs by now have heard that one of the golden rules of doing business is that “people do business with those they know, like, and trust.” Working to build relationships with people so that they can know, like, and trust you is what I call “building your KLT Factor.”

Now, starting with the “K” in the KLT Factor, it’s fundamentally important that your audience knows you. How do you let them know you? By sharing, wisely and strategically, parts of your life and yourself in an authentic way. And as you share more and more with your audience, they develop a mental picture of who you are, a picture that they add detail and color to, the more they get to know you.

Politicians, as a rule, are fairly scripted and calculating about trying to create a picture of who they are for the voters. And while they’re creating these images, their opponents create alternative pictures. Getting to know any candidate in an authentic way is increasingly difficult. Some politicians are able to appear less scripted and more authentic, but as most analysts agree, this is an advantage that Mitt Romney doesn’t really have. And as it’s become more and more apparent, Republicans are increasingly concerned that Romney doesn’t appear to be connecting with the people or letting them in so they can get to know him.

So if we can’t know him very well, what about liking him? This is the “L” in the KLT Factor, and getting your target market to like you means creating a brand that people look at and say, “I’m like the person that brand represents,” “I want to be like the person that brand represents,” or  ”I want to hang out with the person that brand represents.”

Mitt Romney fails to connect with his audience in large part because his net worth has afforded him a certain lifestyle that makes his life experience vastly different from the majority of voting Americans. As a result, few people are likely to look at Mitt Romney and say, “I’m like that guy.” And since much of his wealth was inherited, and Americans generally dislike those they think received their wealth without putting any hard work into it, it’s also unlikely that most people will think, “I want to be like that guy,” when they look at Mitt.

That leaves us with “I want to hang out with that guy” as the only reasonable alternative for Mitt Romney to build the “L” part of his KLT Factor, getting people to like him. One thing that George W. Bush did pretty well was that he seemed like a guy you could go have a beer with. Even if you hated his politics, “W” seemed like he had a sense of humor and like he’d be a little goofy if you were just hanging out with him, shooting the breeze.

Now ask yourself…can you imaging hanging out with Mitt Romney? Or do you get the vibe that he’d be pretty stuffy, perched uncomfortably on his barstool, adjusting his tie, politely waiting for you to finish your beer while he eyed his mug suspiciously, worrying that the glass wasn’t clean?

Finally, how about the “T” in the KLT Factor? Do people trust Mitt Romney? Probably not, now that he’s been portrayed as a “flip flopper” on the major issues.

So, unless I’m misreading virtually everything that’s being said about Mitt Romney, from both the left and the right, his chief failure is to connect and relate to his target market…the one thing every entrepreneur should know is at the very heart of the success of any business.

Lest you think I’m showing my political colors here, let’s look at a brand that handles the KLT Factor brilliantly, Nike.

Do you know what Nike stands for? You sure do. It’s in every single ad and every single commercial. You see those driven, intense, sweaty athletes and you know exactly who those people are.

How about liking them? If you’re one of those athletes, you look at a Nike ad and you think, “Heck, yeah, that’s me!” If you’re not one of those athletes, you most likely look at a Nike ad and you think, “That could be me, if I just got my butt up off the sofa!” And as for trust, well, somehow, you trust that Nike gear is good enough to get your feet on the street, running, sweating, and getting you closer to the goal of being that athlete.

That is what we want to create as entrepreneurs. That’s the kind of connection we want our audiences to feel to our brand, to our products, to us. That’s what draws more people in, makes them want to know more, makes them choose us, choose to buy our products and become our brand ambassadors. It’s always about the connection and the engagement.

Granted, a brand like Nike isn’t exactly the same as the brand of a politician, but they’re not as different as you’d think. And thus far, politics aside, Mitt Romney is giving us a great example to learn from…of exactly how not to build a brand.

One month after purchasing my mega-laptop, a Lenovo Thinkpad T420s that, once it arrived, had delighted, amazed, and amused me, it died. It was a sudden death, apparently caused by a fried motherboard, which is apparently a known issue with this machine (note to self: search for “known issues” next time).

These days, when you call technical support, you never really know what to expect. Will my problem be solved or will I walk away frustrated and confused? You never really know.

And indeed, today, I was left frustrated and confused when I learned that a) the motherboard on my brand-new, 29-day-old laptop had died, b) there were no motherboards in stock, c) there was no estimated arrival time for the motherboards, and d) any further assistance had to be found in a completely different department, which wouldn’t even have my case information until “at least” tomorrow.

So of course, I called that other department anyway, because I don’t believe in accepting “no” as an answer. And the kind of support I received at that department was quite different from what I expected.

The shipping/receiving customer support guy, Larry, patiently explained the entire process to me. Because I paid for priority, on-site technical support (for exactly this reason), I’m at the top of the list for the first motherboard they find. They might find it today, in which case, the tech will come tomorrow and fix my computer. Or maybe they won’t find a motherboard in all of North America, and I’ll have to wait until after the first of the year.

Larry’s probably the best customer support guy I’ve ever talked to, actually. He was unquestionably the most patient, and answered every “what if” question I had with one of the kindest, most soothing voices I’ve ever heard.

When I’d exhausted my list of questions, and finally sighed and said, “Larry, I’m just frustrated. I have work to do,” Larry said, “I know. I’m really sorry there’s not more that I can do. But the motherboard will arrive soon. Maybe there’s a reason this happened. Maybe you needed to take today off and clear your head.”

If anybody else had said that to me, I might’ve found it kind of presumptuous and a little offensive. But from Larry, with his calming voice, I found it pleasant and actually felt supported by customer support. And I have to admit that when I came into the office to work this morning, I felt reluctant.

It’s snowing for the first time this season and my family is downstairs, snuggled up on the sofa with the Christmas tree lit and a fire blazing. There’s talk of a snowball fight later. Truth is, I wanted to be with them today, but I have client meetings coming and prep work to do, plus a whole lot of writing to catch up on, so the pressure made me tear myself away from my family to get some work done.

But you know what? Maybe Larry’s right. Maybe I do need to take some more time off and clear my head. Would the start of the new year be easier if I had all my files and could spend a few morning hours working this week? Maybe. But for now, I can reschedule client meetings and the writing will be there when I have the laptop back.

So today, as I write this and can hear my husband and stepdaughter giggling in the snow outside, I choose to see things as Larry suggested. Maybe there is a reason my laptop isn’t working today. I’m going to go find out.

Santa knows a lot about business! Even if, say, this particular guy looks slightly sinister.

This time of year, many of us are thinking about Santa Claus and looking forward to his visit down the chimney (and trying to remember not to light a fire on Christmas Eve!)It occurred to me this morning that Santa is a deliverer of quintessential customer service.

Is anyone truly unhappy with Santa’s work? Not really. People return year after year to Santa to put in their holiday wishes, and he rarely gets complaints. So I thought it appropriate to share with you some of the business lessons I’ve learned over the years by observing St. Nick.

Pay attention to detail.
Santa makes a list and checks it twice. He really pays attention to detail and makes sure no mistakes are made. Are you as careful? Be diligent with your customers and clients and give the same attention to detail as Santa, and you’ll have loads of happy customers, which translates to repeat business.

Hire good people.
The elves always do amazing, impeccable work. They have a strong work ethic, they know how to get things done, and they put a lot of care into creating the best toys possible. These are the qualities you should look for when you hire people to do work for your business, too, even if you’re outsourcing. Your employees and contractors and their work product represent your company. Make sure they represent you well.

Do what you say you’re going to do when you say you’re going to do it.
Santa promises to deliver all toys on Christmas Eve, so that when you wake up Christmas morning, your stocking is filled and your biggest wish is granted. You never wake up on Christmas, only to discover that Santa just didn’t make it. You never get an e-mail from Santa saying, “I’m sorry, we just couldn’t make our deadline this year.” Likewise, always deliver what you promise within your projected timeline and you’ll make your customers and clients very happy.

Love what you do (or at least look like you do).
Did you ever notice how Santa is always smiling? Whether he’s asking children what they want for Christmas, checking off his “naughty and nice” list, or delivering the toys, he’s always smiling. You get the sense that Santa really loves what he does, and that makes it so much nicer to receive gifts from Santa, because you know he’s getting joy out of doing good. One imagines that Santa wouldn’t frown, even if the elves revolted or the reindeer just weren’t behaving properly that day. Your customers and clients should always feel like you love what you do, no matter what’s going on in your day (or the day of your customer service reps). They should never feel like a burden, but always like a joy.

Market yourself well.
Santa does an amazing job of marketing himself, doesn’t he? You can’t pass a grocery store without hearing the clang clang of the Salvation Army Santa, and you can’t visit a mall without seeing a line of children waiting to talk to Santa. You see, Santa has wisely set up a network of outsourced Santas who deliver exceptional PR for him, plus he’s made strategic partnerships with charities so he appears just about everywhere. And don’t get me started on merchandising. You can market yourself just as well as Santa does by setting up your own marketing campaigns and strategic partnerships. Get yourself out there and increase your visibility.

Do good.
Speaking of strategic partnerships, Santa does good in the world. He delivers toys to children who live in poverty and brings a certain measure of comfort to millions around the world. He lends his image to thousands of charitable causes and makes a difference in the world around him. I hear that every one of Santa’s elves is required to volunteer a certain number of hours each month. You can do good in the world, too, through your business. Business in Blue Jeans donates a portion of our profits to a list of charities that are meaningful to me, but you can make a difference in a ton of different ways. Always be on the lookout for ways to do good in the world.

Santa’s not the only one who can do an amazing job, delight people around the world, and make a big difference. You can do the same thing with your business…you just have to have the spirit of the holidays. Enjoy!

If you’ve read my “The 7 Lessons of Mega-Successful Entrepreneurs” or if you’ve been reading my weekly e-mail newsletter, then you know that there was a time that my business had plateaued and no matter what I threw at it, money, marketing strategies, time, effort…I just couldn’t get the darned thing to budge over the bump to the next level. My business was doing fine, but I wasn’t satisfied and I certainly wasn’t fulfilled.

I started thinking that maybe it was time to walk away. In fact, I actually did walk away. I took a three-month hiatus away from my business and started to look at other opportunities. My husband and I looked at all kinds of businesses.

But try as I might, I couldn’t escape the nagging feeling in my heart that I still had more to do in my own business.

So, a month into my little sabbatical (about the time when I got really bored), I started working with a coach to get through the burnout and frustration to the heart of what was holding me back in my business. Because the one thing I did know for sure was that when you’re too close to something, it’s usually too hard to see the answers. Having the outside perspective of a coach or consultant can give you insight and a big picture viewpoint that you’d never have on your own. And if I was going to figure out what had kept me in that plateau, I knew I needed someone who could be for me what I am to my own clients.

For two months my coach guided me as I dug deep and searched my soul. When I finally came up for air, my mind was clear. And that’s when I discovered precisely what I’d been missing all along that had held my business firmly at that plateau.

It wasn’t just one answer. In fact, the answer to what was holding me back came in the form of seven simple lessons, and I’d been hearing them from my mentors for awhile. But sometimes you hear the right answers at the wrong time, you know? And that’s what had happened to me. I’d heard them, I just hadn’t gotten them.

As soon as I started implementing the Lessons in my own business, things started to change. Things didn’t change overnight and I did still have to work. That’s just how business operates! But the more in tune I got with the Lessons, the more things happened. Opportunities started to fall in my lap and people started to take notice. I felt an ease in my business that had never been there before, and my creativity soared.

I don’t know if now is the right time for you to hear the Lessons, but even if you’re not quite there yet, I’d like to encourage you to start learning about them. You can download my original “The 7 Lessons of Mega-Successful Entrepreneurs” using the form at the top of this page. Once you click the confirmation link in your e-mail, you’ll receive another e-mail with a link to the free download (sorry to make you jump through hoops, but it’s become necessary with bots and spammers; I promise the download is worth it).

If you’re not just ready to hear the lessons, but you want to see how dramatically your business can be changed like mine was, then join me for my free Webinar, “The 7 Lessons of Mega-Successful Entrepreneurs,” where I’ll share the Lessons in-depth and give you action steps for every lesson in a handout. You’ll walk away with a few ways to start seeing changes in your business now, even before the New Year.

If you’ve been feeling frustrated like I was and you’re ready to jump out of your plateau, this webinar is for you.

Join me November 29 for “The 7 Lessons of Mega-Successful Entrepreneurs” at 1:00 PM Eastern.

(Seriously, it’s free. And it’s not a sales pitch. That’s not how I roll. I’m just saying.)

Ross Faris, founder and owner of Your Neighbor's Garden (image from YNG)

I just received a heartbreaking e-mail from one of my favorite family-run businesses. Ross Faris, the founder and owner of Your Neighbor’s Garden, a small home market in the suburbs of Indianapolis (and I dare say, one of Indy’s best semi-kept secrets), passed away last night.

The story of Your Neighbor’s Garden has always held a special place in my heart, partly because it’s such a lovely family story, and partly because it’s such a perfect example of the business philosophy that is so near and dear to my heart. I’ll quote Ross’s own posting of the history of YNG from their web site:

“Thirty years ago my son Greg and daughter Anne asked me if they could have a lemonade stand. I suggested they could make more money selling vegetables from my garden. We started with the produce on a picnic table in our front yard along Grandview Drive. And soon we erected our LOCAL PRODUCE sign at the end of our driveway and moved closer to the house. Sales were brisk so I made my garden larger and started using other parcels of land to expand our garden business.  I might add that I was in charge of production and the kids marketing. I took half the proceeds for my contribution and they took the other half.

We first called ourselves FARIS FRUITS AND VEGGIES and after a few years we changed our name to YOUR NEIGHBOR’S GARDEN because at the beginning our Highland Kessler neighbors were our main customers.”

The YNG story continued after the children grew up, and Ross ran YNG part-time for thirteen more years before he retired from a successful career and took the market on full-time, finally satisfying his life-long small business aspirations.

I didn’t know Ross very well. I went to YNG fairly often for fresh, local produce, but more often than not, Ross was busy unloading produce or puttering around in the garage next to the market itself. He was quick with a smile and a friendly hello, and always made sure we had everything we needed. He was a really nice guy, that much I know.

Your Neighbor's Garden home market (image from 4thfrog.blogspot.com)

Your Neighbor’s Garden is (despite the uncertain future of YNG, I hold out hope that Ross’s legacy will continue, so I’m writing in the present tense) the embodiment of what I imagine I would have discovered, if I’d known Ross Faris better. It’s welcoming, friendly, and the kind of place that returns you to a time when we all trusted one another. You see, Your Neighbor’s Garden operates on the honor system. There’s no cashier. There’s a locked cashbox, where you put the money for your produce, or, if you don’t have the right cash on-hand, a handwritten IOU (and you always pay the IOU, because in this day and age, if someone trusts you to give them an IOU, you never want to disappoint them!)

Your Neighbor’s Garden is housed in a small shed next to the Faris’s house. The shed is air-conditioned and there’s a fridge in the back where 4H students and other kids sometimes sell eggs from their chickens. By the street hangs a wooden sign that lists the various kinds of produce in stock. It’s very homey and sweet.

Sign for Your Neighbor's Garden (image from goinglocal-info.com)

I remember the first time I went to Your Neighbor’s Garden. I’d heard about it for years, even drove by without realizing what it was. The first time I actually visited, though, I worried that I might be trespassing on someone’s private property. When I got out of my car, Ross welcomed me with his big smile and I knew I was in the right place.

Over the years, the Faris’s added a small parking lot, started working with other local farmers, and selling at the weekly farmer’s markets in town. And if you’re a “regular” to the home market, then you encounter the same welcoming friendliness when you see YNG staff at the local weekly farmer’s markets around town.

Ross Faris was a brilliant example of a parent teaching his children about small business. Many of us started out with lemonade stands (myself included), but how many kids left their lemonade dreams behind and stopped dreaming the entrepreneurial dream? Ross not only kept the dream alive for 30 years, but transformed it the embodiment of his own small business vision.

I decided to write about this today because I’m so saddened by the loss of Ross Faris from a personal perspective, but also because I also wanted to share his story from a business perspective. So often those with small business dreams think that they have to come up with a grandiose idea or a big invention. So often, people who fantasize about leaving corporate careers behind think they have to spend a lot of money to start a business.

Ross Faris and Your Neighbor’s Garden are a testament to the idea that you can start a business inexpensively, doing what you love, do it in your own style, do it on your terms, and you can do it extremely well. From where I sit, that’s the perfect illustration of a successful Business in Blue Jeans.

Rest in Peace, Ross. You will be missed.

When I was growing up, my mom used to say, “Susan, you can do anything you set your mind to.” I grew up believing I was capable of anything as long as I decided it was what I wanted to do…except that it wasn’t true.

I know many of you are shocked that I’ve just said that, but the truth is, I think that sentence, “You can do anything you set your mind to,” has an implied assumption that many in the world today have forgotten. These days, so many folks out there believe in the law of attraction, and I’m not saying I don’t, but as I’ve said many times before, the law of attraction requires action and that’s something most people forget.

Likewise, you can’t do anything you just put your mind to…you also have to put your back into it.

I propose an update to the saying, “You can do anything you set your mind to.” I submit the following: “You can do anything you put your mind to and take action toward.” Just knowing you can do something doesn’t get it done. But taking action, well, that changes the story.

Recently, someone posted a kind comment on my Facebook Wall, saying how special I am and how much my friendship means to them. At first I thought, “Wow, I’m really glad that person is my friend!” and started to post back a thank you for the warm and friendly post. But then I noticed where the comment was generated from.

You know how Facebook tells you when something’s been posted from HootSuite or Ping or a mobile application? Well, this one was posted from a tool that acts much like an e-mail list management tool that lets you insert “%firstname%” into the body of your text so that the person’s actual name appears. For example, when I write my weekly e-zine, the software I use allows me to write something like, “Hi %firstname%, Welcome to No Suits Allowed!” and the e-mail that the subscriber receives, says, “Hi John, Welcome to No Suits Allowed!” Well, this software allows you to do the same thing, but with social media. So you can write something like, “Hi %firstname%, I just wanted to let you know how special and amazing you are, and to say that I really treasure our friendship,” and send it to a thousand people.

Efficient? Yes. Totally against the entire point of social media? In my book, pretty much.

Social media isn’t designed to be a mass enterprise. It’s designed to form and build relationships and connections among people. Whether you’re talking about Facebook, Twitter, or LinkedIn, social media is all about a conversation that takes place between individuals. If you want to leverage social media to its greatest advantage, you have to actually participate in that conversation.

I’m not entirely against time-saving tools for social media. In fact, I make great use of them myself. I use Networked Blogs to automatically post my blog posts to my Facebook and Twitter accounts. I use HootSuite to load in links to articles I’ve written, to maximize visibility of those articles over a longer period of time. And I recently started using the feature in my e-mail newsletter software that allows me to post my weekly e-zines to my Twitter account.

But the automation stops there. If I automate personal messages, how, exactly, am I building high quality relationships, and how can I bring true value to my friends, followers, fans, and associates? How can one form an authentic connection, if one starts by deceiving people by posting what seems like an intimate and individual comment, but what turns out to be a generic message which was actually posted to several (or even hundreds) other people?

Back to the individual who posted this message to my Wall…I looked at this person’s Facebook Wall, to see what response she was getting from others. Many people had posted and thanked her for the message she posted (and a little detective work proved that indeed, it was identical to the one posted on my Wall), and it’s pretty clear to me that most didn’t know (or didn’t care?) that this was the exact same message she’d posted to everyone else…and that she hadn’t visited their Facebook pages to learn about them, but rather had just clicked a single “Submit” button to send one message to many.

So maybe this tool provides a jumping-off point for forming a relationship? But…no. Because as I suspected, the person in question hasn’t responded to a single one of the people thanking her on her Wall, which is what you’d think someone would do, if they understood the point of social media and were truly interested in forming those connections.

Folks, social media isn’t about collecting followers and friends. The numbers aren’t what’s important – the quality is what matters. If you have thousands of friends, how much good does that really do you, if you don’t talk to them or engage in a dialogue with them? How does it serve you to have that many friends you don’t have a relationship with, and more importantly, how can you possibly serve them?

If I’ve said it once, I’ve said it a thousand times…social media is about engagement and it’s about the conversation. If you post to your Wall or tweet and you get no response from your friends and followers, there’s a reason why. You’ve got to get to know people to know what will interest them. You’ve got to get to know your friends and followers to know what they want to hear about from you. And if you don’t bother doing that, you’re wasting the incredible business and personal potential that social media puts at your fingertips.

Now, if you’ve got thousands of Facebook friends and Twitter followers, obviously you won’t be able to have conversations with each and every one of them every day. But what you can do is post things that appeal to your friends and followers, and engage in a dialogue about those things. Different things will appeal to different people, which means that over time, you’ll get a good mix of many of your friends and followers involved in the conversation. People will talk to you and they’ll talk to each other, and you’ll create a little community, just by getting to know the people who you’re connected to in social media. And that’s the point.

Customer service is one of the most important things in today’s marketplace. In this article, I’ll show you how one big company got their customer service wrong, and how you can learn from their mistakes and take your small business customer service to the next level.

Last Christmas, when Leo and I took the kids to Spain for the holidays, we experienced several hours of delay in London Heathrow Airport. After our delay, our flight was boarded then de-boarded, and then we spent several more hours in the chaos of baggage claim, trying to get our suitcases back. British Airways made no public announcements, made no real effort to provide accurate information (except to first class passengers, and even that effort was minimal, at best), and no one seemed to be in charge. Not only that, but my bag was lost for an entire week, and we received Leo’s bag a week after that, the day before we left to come home, and the entire time the bags were lost, no one at British Airways seemed to have a clue what was going on.

And believe it or not, that wasn’t even the worst part of the customer service catastrophe. After the holidays, on the train back to London, I filed the claims for our canceled flights and reimbursement for what we purchased while we awaited deliver of our lost baggage. I heard back from BA by February, but in March, they stopped responding to my e-mails. It took until May to get a response, and only because I e-mailed the CEO of British Airways, and then it took another two and a half months to get them to issue a reimbursement check. The final insult? The check they sent covered less than half of the claim I submitted.

Where did British Airways go wrong here? Everywhere. So…what could they do better, and more importantly, what can you learn about about small business from my bad experience with British Airways?

The customer or client should be at the forefront of everything you do.
I’ve said it hundreds of times – your priority should be to meet the needs of your target market. You have to know who they are and what they want so you can design everything for them. When you develop your brand, ask yourself: will this appeal to my target market? When you have a web site created for you, ask yourself: will my target market be able to navigate this? When you set up customer service guideline and procedures, ask yourself: does this serve my clients and customers?

I’d wager that when BA execs sit down to plan something new, they don’t consider the customer at all. It’s evident in their hard-to-navigate web site, their lack of easily-accessible customer service phone lines, and their lack of consideration for the customer in virtually every aspect of  travel. Make sure you don’t make the same mistake.

Have emergency backup plans in place.
No matter what business you’re in, there will always be moments when something goes wrong. If you have a contingency plan in place before things go wrong, you won’t have to scramble to figure out what to do. Your response time will be faster and your customers will be satisfied sooner…and you won’t feel frazzled, because you’ll know exactly what’s going on and what to do about it.

If British Airways had an emergency backup plan in place for what happened when we traveled back in December, there would’ve been BA personnel telling people what was going on and what to do next, and no one would’ve spent the night sitting in baggage claim.

Keep your customers informed.
The worst thing you can do when things go wrong is to cut your customers out of the loop. Maintain regular communication with your clients and customers, even if you can’t tell them what they want to hear. They want to know that you’re working on solving their problem.

A great example of this is how American Airlines handled a problem I recently had with a ticket. They’d made a mistake and ticketed something wrong and I was on the phone with their customer service agent, trying to solve the problem. The agent had to put me on hold for a very long time so his supervisor could work with another department to fix the issue. Every couple of minutes, though, he’d come back and say, “I’m sorry this is taking so long, Mrs. Baroncini-Moe, but I just wanted to check in and let you know that we’re still working on this and I just need to have you hold a bit longer. Is that okay?” And because I knew what was going on, I was fine with the lengthy hold.

British Airways could’ve gone a long way with customer service by having someone in the baggage claim area telling people they weren’t sure what was going on, but they were in the process of finding out and were going to let us know just as soon as they had answers, having someone call my hotel to let me know they were still trying to get our bags to us and updating me on their progress (even if there hadn’t been any), and, instead of going for three months without replying to my e-mails, having someone contact me to let me know they were researching my receipts and working on figuring out the reimbursement, which brings me to my next point.

Respond quickly and communicate regularly.
When customers contact you and let you know there’s a problem, respond immediately. Let them know you’re willing to take action to resolve the issue, and you are on their side. Your goal is to preserve the relationship, and one of the ways to do that is to keep the lines of communication open. Make sure they know you’re continuing to work on resolving things and keep them updated on your progress.

Obviously, if British Airways had communicating effectively and regularly from the start, we wouldn’t have spent the night waiting for our suitcases, and obviously I wouldn’t have spent three months trying to get them to respond to e-mails. Beyond that, if just once, a member of the BA staff had picked up the phone and called me, instead of relying on the impersonal medium of e-mail, I think I would’ve felt like they cared a little.

Go an extra step beyond to satisfy your customers, and apologize.
Be exceptional. Go overboard. Do what it takes and go beyond just what you “have” to do to resolve any problems. British Airways sent me reimbursement for half of what their mistakes cost me. I would’ve been happy if they’d sent me exactly what I spent on replacement clothes, toiletries, and, as this was our Christmas trip, replacements for the kids’ Christmas stockings and stuffers, but do you know what I never received, even to this date? An apology. If, at any point during this process, anyone from BA had called me to say, “We are so sorry for how this has been handled, and we’re going to make this right,” I wouldn’t have felt so frustrated and angry as I practically forced them to resolve the problem.

My point in this post is to show you exactly where this big company went wrong in their customer service, and how you, as a small business, can do better. Good customer service matters – people talk about that. So make your customer service about caring for your clients and customers in an unparalleled way. Go the extra mile, and dare to be exceptional. Put yourself in the shoes of your customers and clients and ask yourself, “What can I do to put this relationship first and delight this person?” Do that and you’ll find your customers becoming more and more loyal, until you have your very own volunteer marketing team.

These days, anyone and everyone are calling themselves an “expert” and there are tons of business “coaches” who are promoting the idea that you don’t need experience, education, or training to be an expert. So…what is an expert, anyway?

Let’s start with the dictionary definition:

Expert.
noun. a person who has special skill or knowledge in some particular field; specialist; authority.
adjective. possessing special skill or knowledge; trained by practice; skillful or skilled (often fol. by in or at).

Okay, that gives us a lot to go on.

To be an expert, you must have special skill or knowledge in some particular field.
How do you acquire special skill or knowledge in a particular field? First and foremost, I recommend reading. I’ve read over 3,000 books on small business, marketing, branding, personal growth, success, and profitability. But believe me, it’s not enough just to read. You have to read with a critical mind. You can’t read every single book and think they all contain The Answers. In fact, many books I’ve read contain one or two great thoughts, and the rest of the book simply builds on the theme. Other books have so many gems and wisdom, they tend to look like they’ve been through a war, with all the underlining and dog-eared pages. You have to learn to discern quality and substance, more than anything else.

Second, I recommend training. Take classes and courses in your area of study. I started my career as a web developer and I took tons of classes to acquire the skills I needed to be successful. Later, I taught classes in web development, and believe me, you become an expert very quickly when you teach! When I got carpal tunnel syndrome and had to change careers, I took a ton of training to be a coach. I didn’t take one course and call myself a coach. I took several courses and relied heavily on my Master’s degree in social psychology as well. And when I transitioned in to business consulting, I studied marketing and branding, startup and growth, and worked with mentors who taught me what they knew as well.

And that leads me to the third recommendation: study with the masters. Study with people who have vast amounts of experience in your field. Ask them to mentor you, as I did, and see if they’ll teach you or allow you to apprentice.

To be an expert, you must be trained by practice.
In Malcolm Gladwell’s book, Outliers, he shares a number that many of us know: 10,000. 10,000 hours is the number of hours it takes to become a master at something, to be truly proficient. So if you’re a chef, it takes 10,000 hours (or 10 years) to become a master chef. If you’re a violinist, it takes 10,000 hours of practice to become truly proficient. Likewise, if you’re a coach, it’ll take you 10,000 hours or 10 years to be a master (not in title, but in practice). I didn’t call myself an expert in small business until I had 10 years under my own belt. You just need time in the field and lots of practice to get beyond theory and to really know what you’re doing.

To be an expert, you must be an authority.
You know, there are lots of ways to become an authority. People all over the net are showing you how to become an “authority” or achieve “expert status” by marketing articles and using strategic PR…but you become a true authority when you have studied and trained and practiced, and achieved credibility and legitimacy. Ultimately, you achieve authority status when you achieve the respect of your peers and of those who have less experience and practice than you.

At the end of the day, anybody can call themselves an “expert.” But authentically, are you really one?