When a mistake happens, as it can and will in a world filled with humans, we are taught that the right thing to do is apologize.  A prompt, heartfelt apology is appropriate, along with corrective action wherever possible.

However, what does it mean if “We’re really good at apologizing” as an experienced leader questioned in a team meeting?  An apology is indeed something we each need to be able to give, but it isn't the sort of thing we should become “good” at delivering.  You do not have to look further than political or sports figure “apologies” to know what I mean.

Being good at apologizing means we’re not as good at delivering superior service as we could and should be.  The focus must be on getting the service delivery right, so that an apology isn't even part of the discussion.

An extension of this conversation is the human tendency to offer excuses.  Excuses for things done (or not) is thoughtful avoidance of an apology.  Excuses don't acknowledge a breakdown in the first place and shift the blame elsewhere, therefore negating the need for an apology.  Offering excuses most certainly results in a customer who loses a degree of trust and loyalty.  You can't be really “good at excuses” for long, because the customer will simply find another service provider who doesn't make them.

Get the service right.  It's what customers pay for and what we should expect of ourselves at the bare minimum.  It's 51% of the customer retention equation; said another way, it's the price of admission to the professional service game.

The other 49% is about Exceeding Expectations, Crystal Clear Communication and Highly Responsive Service; couple this with no excuses and therefore no need for apologies.  The result is a formula for success.

So, when an inadvertent service failure occurs, first fix it without offering excuses.  Then apologize, but don't make that a habit.  If you become good at apologies, it's time to look in the mirror. 

That's when the effort matters most in football.  Playing with intensity throughout a game is always important, but it's how you finish that will be remembered. The highlight reels don't mean much unless those spectacular moments result in a win for the team.

American football is tough business, even brutal. The game is intense, hard-hitting and fast. Faster and more physical than ever before. Victory doesn't go to the weak; it belongs to those who can finish strong. And that means being able to play as hard, with as much focus, in the fourth quarter as you do in the first. Mental discipline must match physical discipline for this to occur.  The adrenaline is long gone by the fourth quarter; it must be replaced by effective training, supported by sheer will.

The importance of the first three quarters is to get you into the fourth, with a possibility to win. How many of us have seen leads evaporate at that crucial time, if a team loses its edge by becoming complacent from sitting on what they thought was a comfortable lead?  Or weakening and losing because they just become plain old tired -- the hands-on-hips, out-of-breath kind of tired. The kind of clock-watching tired that just wants the game to be over.  It's at that pivotal moment that you make a decision to Win, or fade away and Lose.

The game of business can also be tough, even brutal.  Competitors and customers don't always play fairly.  If you're in a service business, the season can be long, even brutal.  The first quarter may be fast and fun; the second and third will turn into something else, as the summer heat bears down.  Ultimately, it's what you do in the “fourth quarter” that defines you.  What will you do?  How will you be remembered?  Can you find it deep inside you to finish as strong, or stronger, than how you started?  That's what winners do.

Here’s a quote from General Stanley McCrystal that sums up what it takes:

“There’s likely a place in paradise for people that tried hard, but what most matters is succeeding. If that requires you to change, that's your mission.”

When you make it into the fourth quarter, play like it’s a new game. Adapt your game plan, dig down deep and bring something to the field of play that the competition hasn't felt before.  Enjoy the Game – and the Journey!  (It's a long season!)

What is it that makes one meal preparation taste better than another?  Similarly, what is it that makes one business thrive when another struggles or fails?  Could the answer be in the winning recipe?

Are there unique ingredients that the successful chef or business leader uses, which others don't know?  It's certainly possible, but much more likely that it's how those ingredients are combined that makes the difference.

What the ingredients are, how much is used of each, and when they’re added all matter. In a service business, the winning recipe must be formulated differently for each type of client and, in some cases, for each individual client. Rather than applying a set formula to every situation, different and better results can be achieved by seasoning to taste.

If you're not seeing the results desired, it's worth taking a look at not just what you're doing, but how and when you're doing it. Success is achieved through trial and error; only by applying the experience, patience and focus of a chef can you discover your own winning recipe.

What’s your winning recipe for achieving maximum client satisfaction?

That’s what happens when a leader and service delivery team know exactly what to do.  “Zero Discussion” is required; their response becomes instinctive and driven by commitment to the cause.

Oddly enough, you don't get to this point without tons of robust communication. That provides the foundation, along with constant reinforcement of the team’s mission – its “Why” – with relentless training to dial in “How” to respond and then “What” to do.  When everyone on the team gets it, nothing more needs to be said when the leader says “Let’s go!”

It's one thing for the team to develop these instincts, but you know they’ve become ingrained in the culture when others outside the team notice. I just had the distinct pleasure of hearing this from a long-term client who manages a high-touch portfolio of properties with demanding owners. Two key managers have developed an incredibly strong relationship with him and are in complete sync with his expectations and required responses to different situations.  The client put it into context this way:  “No matter what it is, the response is always the same:  We’ll take care of it. Zero Discussion.”  It takes an absolute ownership mentality and years of proven results to reach this level of confidence and trust.

Zero Discussion is the level at which actions do truly matter more than words.  It implies more than an “I’ll take care of it” mentality; it implies taking positive action without offering excuses, regardless of the circumstances. To attack a situation with Zero Discussion requires clarity, shared understanding and an absolute commitment to achieving results.  This is the 180 degree opposite of “It’s not my job.”

Customers can tell if a service response is viewed as obligatory and delivered with a sigh; they also know when it's driven by a high level of caring and commitment. When that happens with Zero Discussion, you’ve built a lasting relationship.