God's Business: How To Supercharge Your Faith, Your Profit, And Your Client Experience by Frederick WestGod's Business: How To Supercharge Your Faith, Your Profit, And Your Client Experience by Frederick West

God's Business: How To Supercharge Your Faith, Your Profit, And Your Client Experience

byFrederick West

Paperback | December 1, 2015

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The conflict between staying true to your faith and staying true to your company is a constant battle for Christian business owners. The serenity you feel on Sunday soon goes away Monday morning when dealing with customers, vendors, and employees. So here's the question: Can you have God in your life every day so that you can feel that joy constantly? YES! In God's Business: How to Supercharge Your Faith, Your Profit, and Your Client Experience, Frederick "Coach" West III lays the foundation to enjoy more of your faith in your business.
Frederick "Coach" West III is a "Higher Purpose Coach" who specializes in business coaching and consulting for Christian businesses. He received his coaching certification from the International Coach Academy in Melbourne, Australia. As the owner of Enterprise Solutions International and the founder of the Look Faith First Movement, he...
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Title:God's Business: How To Supercharge Your Faith, Your Profit, And Your Client ExperienceFormat:PaperbackDimensions:146 pages, 8 × 5 × 0.68 inPublished:December 1, 2015Publisher:Morgan James PublishingLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:1630476137

ISBN - 13:9781630476137

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THE SEPARATION OF CHURCH AND BUSINESS LIFEWhen reflecting on the Christian business community, one of the most troubling things to witness is the natural barriers they put between their faith and their business life. If you were to ask most Christian businesses what their greatest strength is, the first thing that comes up 99% of the time is Customer Service. But, truly, that would be the same for any other business as well. As a result, the idea of Customer Service has become undifferentiating. It provides very little separation from competition, or even other product or service offerings that are available to people every day. With all the noise that we are inundated with on a daily basis, Customer Service alone rings as loud as one car on a major highway. In addition, how business owners and their employees interpret Customer Service can range anywhere from "I was nice to them wasn't I?" to "I gave them what they wanted". The truth is we implement Customer Service based on what we, personally, interpret it to be in our own lives. This is one profound reason there can be such a huge divide in its interpretation. If you didn't know already, being "nice" or "considerate" of our customer is a minimum, and really nothing to strive for.Another fundamental flaw with the fascination with Customer Service is how we measure it according to customer satisfaction. There was a great book written by Ken Blanchard back in 1993, called Raving Fans , that delves into this topic much deeper, and I highly suggest that you put it on your MUST READ list. In short, the book does a great job of opening up the limitations we have on Customer Service, and cautions against measuring your effectiveness on customer satisfaction surveys, because satisfying our customers is too easy. The reason is that the expectation is for us, as businesses, to mess up somehow anyway, and as long as we are minimally competent in the delivery of our product, they are "satisfied". Talk about uninspiring. but it is hard to deny the truth in that statement. We have all had that one Customer Service experience so awful, that anything that DIDN'T end in a similar way just might get a decent review on such a survey. Unfortunately, with a standard so low, "satisfaction" as a measurement just becomes grossly inaccurate compared to what your customers might really need.The problem lies, fundamentally, with the term itself. When looking closer at the meanings behind the words in the phrase "Customer Service", there is already a clear conflict of intent based on the root definition. World marketing guru, Jay Abraham, had a great distinction in his famous Strategy of Pre-eminence, where the true definition of "customer" was nothing more than "one that purchases a commodity or service". This implies no relationship or specific care for the person at all. "Service" is actually derived from the Latin word "servitium" which means "condition of a slave". Now, let's be honest.very few people know the true definition consciously. That being said, I have also had many conversations with employers and employees that have compared dealing with a customer to being a slave. At the very least, many people interpret "service" to mean meeting the needs of people out of obligation, and how fulfilling is that, really? Some people have gone so far as to having a feeling of inferiority while "serving" others, and as a result have to deal with a huge internal conflict while performing their required duties.So, in putting these two words together for a literal interpretation of the phrase, good "Customer Service" is your hope to "deliver a commodity or service out of obligation". As the phrase implies, your only commitment is that you will provide those who inquire with only what they specifically request, and only while they are there. treating every transaction as an isolated, permanent event. Is that what you meant when committing to "Customer Service"?I highly doubt it.(Otherwise, you would not have started reading this book!)But how often do you get the feeling that your team and/or company feel that way while working with guests? It is long overdue to reinvent how we do business and the standards by which we operate, don't you think? We have had the answer all along my brothers and sisters, and it is time to put it into action. It is time to start PREACHING where we PRACTICE. WHAT YOU ABSOLUTELY NEED TO KNOW:1. Customer Service as we knew it, and as it is interpreted today, is no longer sufficient.2. If you didn't know already, being "nice" or "considerate" of our customers is a minimum, and really nothing to strive for.3. It is time to reinvent how we do business, and the standards by which we operate. A few years back, I was approached by a business owner while attending an after-hours event with the local Christian Chamber. After taking turns around the room introducing our businesses, a man came over with haste after hearing I was a business coach and consultant. My first inclination was that he wanted to find out more about what I did, but in reality, "Bob" wanted to find a kindred spirit to support his views on how complicated business was. He proceeded to describe all the decisions, actions, and nuances a business owner had to endure, and was almost offended that it would take someone like me to help make it livable. While he was talking, a small crowd started to gather around our conversation, and some of them were murmuring in agreement. After he finished his mind-dump in the middle of the room, he awaited my response."Bob," I asked, "When you describe all of these decisions, you make it sound as if they are all isolated from one another". He nodded as if to say, "Of course I did"So I continued, "Ok. so, Bob, who drives all these decisions? Meaning, what acts as the catalyst to provoke them, and what do you base the decision off of?"He replied, "Well, I am the owner, so I base it off of what I feel is right," with even more annoyance."Well, there is the first issue, Bob.When was the last time you asked the clients you provide for what they wanted or need from you?"His face changed, and he began to think about it. It didn't take long after, with a few more questions, for Bob to realize that every decision was interlinked. That the pressure he put on himself to make the best decision on his own-- with no input from those he provided for--was in itself a daunting task.A task which could be much easier, and possibly even enjoyable, if he had communicated with the people who were actually benefiting from his product.What Bob was feeling is common, and quite honestly, it's not Bob's fault he was doing it wrong!Frankly, this is a typical scenario for a business owner. They get so used to making the decisions for their business, that it becomes natural to internalize the decisions for how to "serve" their client. Serving, though, is about taking orders and delivering on them with very little thought or prejudice. The relationship we have with our clients, however, should be looked at in a different light. The connection with our clients should compare more with the role we have with others under our care, like children or adults who are not able to provide for themselves. We do not serve them. what we do instead is provide for their needs by anticipating and by taking responsibility. They continue under our care until someone else has taken responsibility. So in the grander scheme of things, it wasn't Bob's fault that he viewed his role this way. When all you are doing is focusing on "Customer Service" and trying to deliver out of obligation the wants¬not needs¬of those who call on us, it can become very overwhelming, unsatisfying, and stressful.When anyone asks me about the secret of running a successful business, I always tell them that all they have to do is take what they learn on Sunday, and use it every day of the week. As Christians, we are called to "provide for those in need", and as a business owner, it is no different. When most people volunteer for a ministry, especially when they are taking care of others in need, they have a great amount of peace and enjoyment. It certainly isn't because of the pay, or because it is easy work, or even because everyone you come in contact with is pleasant. In reality, it is because through your hands someone's needs were met, and there is a satisfaction in doing that worth more than money.So why are patrons of your business any different?In the previous chapter, we discussed the ineffectiveness of "Customer Service." It was delivery of a product or service out of obligation with no intent of a long term relationship. We may say "Come back" in our words, but are there consistent, active efforts to provide for them after they leave our place of business or after the contract is satisfied? Do your employees interact with them as if they will be seeing them again, or do you find that you, as the owner, are driving the entire relationship on your own? It is in this way, and many others I have mentioned before, that "Customer Service," as a commitment, falls short of our true intent. It is the very reason we get no satisfaction from what we do every day. and our clients can feel it!What we should instead focus on is "Client Provision."The definition of "Client" is derived from the Latin client-, cliens; perhaps akin to Latin clinare, meaning "to lean." "Provide" comes from the Latin providere, literally "to see ahead", from pro- (forward) + videre (to see). So, if we accepted our role as "One who looks ahead for someone who is leaning on us" how would that change the way you and your team look and interact with your clients? In addition, when we "provide" for others, it isn't done out of obligation, but instead out of PASSION. which is why we gain so much joy out of it in the first place. With an intention like this at the forefront of our vision, what type of difference would it make for your patrons, the growth of your business, and the satisfaction your team gets from what they do?In looking ahead for those who lean on us, is it too ambitious to expect us to prepare our business to meet the needs of our clients, deliver on those needs at the level promised, and then maintain the connection even after the current transaction is done? If it isn't, than THIS is what can set you apart in the business world.One final thing I would like to clarify is that to "provide" for our clients' needs does not mean to "provide" for ALL of their needs. A big part of the commitment to care for others that lean on us is for us to recognize that we may not be the people best suited or equipped to do so. We have to be honest about our capabilities with others, and most especially, with ourselves. Trying to be everything to everyone just means you are specifically committed to no one. Examine your business, and take a true inventory with what you can, can't, and are willing or unwilling to do. Then commit to what you can consistently provide for those who call on you to do so. "Client Provision" isn't something that you say you do; it is the agreement that you are committing to with every transaction.However, it isn't enough to say that we are committing to "Client Provision". it is the actions we take after the commitment that proves it or not. WHAT YOU NEED TO KNOW:1. Business decisions can be far less stressful, or even enjoyable, if you communicate with those who benefit from your product.2. Treating work with your clients like you would a ministry of providing to those in need helps focus on your calling as a business owner: to provide.3. Looking ahead and anticipating your client's needs will set you apart in the business world, but it is not enough to simply commit. You MUST act.