I received a letter today from a man who writes music. His request of me was that we publish his music. We do publish and sell our own music world wide (www.copypackmusic.com), However, with over a hundred selections of our own, and that being merely a part of what we do, we are not really interested in dealing with a whole new facet.
One of the things he wrote caught my attention and should be of interest to you.
This gentlemen wrote: “ Your response can be a simple e-mail or a ‘yes’ or ‘no’, but you will have afforded me the professional courtesy of a response...”
There are few things as annoying to me as the lack of a response to an application, a concern, an inquiry or an offer to serve. Regardless of the other parties reasoning, what that treatment says to me is that I am really not important and/or they believe themselves as something extra special and at a level above. I don’t do business with those people.
I have found it very rewarding both personally and in business, to make every effort to communicate with legitimate interests regardless of the level or the source – friend or foe. We are not talking about spam, form advertising, or phishing expeditions. Our reference is to genuine inquiries. Let me continue my story.
I called the man in Louisiana who wrote the letter. While I could not accommodate his wishes, I could provide suggestions and support for his efforts. I do not consider myself an industry leader nor any great paragon of wisdom. However, by his response, just the fact that I bothered to call, made his day a little better. And on the business side, that call may have little affect; however, it certainly won’t hurt.
As the top leader in organizations, I have always had a practice of returning every call directed to me. I have volunteered to meet with individuals and groups – regardless of animosity, differences, or concerns. I have to honestly say that this has been the most productive practice in circumventing grievances, reducing law suits, increasing productivity, gaining support, and improving my effectiveness as a leader, and ultimately, the organization’s success.
I have many good and bad examples of this principle. Let me just close with the following question: we spend many dollars trying to get the attention of people, but do we take the opportunity and listen to those whose attention we already have?
One of the things he wrote caught my attention and should be of interest to you.
This gentlemen wrote: “ Your response can be a simple e-mail or a ‘yes’ or ‘no’, but you will have afforded me the professional courtesy of a response...”
There are few things as annoying to me as the lack of a response to an application, a concern, an inquiry or an offer to serve. Regardless of the other parties reasoning, what that treatment says to me is that I am really not important and/or they believe themselves as something extra special and at a level above. I don’t do business with those people.
I have found it very rewarding both personally and in business, to make every effort to communicate with legitimate interests regardless of the level or the source – friend or foe. We are not talking about spam, form advertising, or phishing expeditions. Our reference is to genuine inquiries. Let me continue my story.
I called the man in Louisiana who wrote the letter. While I could not accommodate his wishes, I could provide suggestions and support for his efforts. I do not consider myself an industry leader nor any great paragon of wisdom. However, by his response, just the fact that I bothered to call, made his day a little better. And on the business side, that call may have little affect; however, it certainly won’t hurt.
As the top leader in organizations, I have always had a practice of returning every call directed to me. I have volunteered to meet with individuals and groups – regardless of animosity, differences, or concerns. I have to honestly say that this has been the most productive practice in circumventing grievances, reducing law suits, increasing productivity, gaining support, and improving my effectiveness as a leader, and ultimately, the organization’s success.
I have many good and bad examples of this principle. Let me just close with the following question: we spend many dollars trying to get the attention of people, but do we take the opportunity and listen to those whose attention we already have?
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