When you hear five or more people giving feedback with a common suggestion, it becomes clear: the client needs to improve on that point.

Often, it’s a small issue:
“I wish they would answer their emails on the same day.”
“They are too impatient with collecting payments.”
“Sometimes small tasks that we expect to be done get lost.”
But are those small issues? Not if a number of different people say the same thing.

We don’t get to decide what’s small or large – customers do.

If these are the worst problems, that’s not so bad because they’re manageable.
But manageable doesn’t mean optional – it still needs to be a priority.

Your reputation is fluid. Your team may change, competition adapts, technology evolves, and economics shift. It’s never static for long.

Using It
Blaming staff is the worst form of management. If they’re not meeting expectations, it reflects on your training and supervision.

Own it: show your management skills at work.

Work with your team to develop a process that is both reasonable and reliable:

“We’ve had several comments about [TOPIC]. Customers have mentioned [SUMMARY OF ISSUE], and I’d like to resolve this to ensure we continue to attract above-average clients.”

Ask nicely. Explain the positive outcome. Listen attentively and without interruption.

Net Promoter Score (NPS) measures the percentage of positive clients minus the percentage of negative ones. It’s a key indicator of reputation.

Another strong indicator are the stories customers tell. At Gap Management, we use the term “StoryFrame” to describe a common story told by multiple people. If the same story is shared by five or more people, it reflects a very real experience.

Yes, some people love to complain. But when multiple customers share the same concern, it’s time to listen carefully and act.

Hearing the Details
When we interview clients of high-value service providers, we hear detailed experiences.

These clients take the time to talk because the service is important to them. They’ve invested significant time and effort in deciding to work with our clients.

They’re generous with their time and ideas.

They share their stories, suggest improvements, describe different service levels they’ve experienced, provide testimonials, discuss the competition, and more.

The Report we deliver after analyzing all interviews is designed to trigger action.

The Value of Criticism
Criticism has high value. It can elevate organizations – but only if they’re prepared to embrace it.

Preparation involves action and the willingness to accept negative comments.

Leadership is emotion as well as action. You can’t command a team if you don’t command respect by setting an example.

If the top leader only delegates tasks and then complains, they’re not a leader – they’re a dictator.

And that kills a reputation quickly.