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Take care with reciprocity from your business, suppliers
Lessons In Leadership
By Jack Hoey
A friend recently told me about a frustrating incident involving one of his suppliers, a company with whom he had spent a lot of money. When this supplier was presented with an opportunity to reciprocate by using his company’s services, they chose another vendor instead.
When a supplier to whom you have been loyal does not reciprocate, it is easy to become resentful or angry. If that happens, what should you do about it?
• Get the facts:
Always take the time to assure you have an accurate version of events.
Sometimes you will learn that the other person made a wise decision.
Even when that is not the case, pausing to research the actual sequence of events will give you time to cool off. It is always unwise to act rashly.
•Give the benefit of the doubt: There are many possible reasons why your supplier may not have directed the business to you.
Sheer busyness explains some oversights. I sometimes miss an opportunity to do a kindness because I am too busy to recognize the opportunity when it comes.
• Keep things in perspective:
If someone commits an oversight, ask yourself: Could I have made the same mistake?
If the answer is “yes,” then treat them with the same forbearance that you would want for yourself if the oversight had been yours.
Consider, too, that your supplier may have multiple customers who feel entitled to special consideration. He or she may not be able to keep everyone happy.
Another point to remember is that some people see reciprocity differently. In their view, they earn your business and are under no obligation to make it easier for you to win their business. Whether or not you agree with their reasoning, it is not malicious, and there is nothing to be angry about.
• Look in the mirror:
Finally, you need to ask yourself whether your company’s poor performance may be the reason you were not given the business.
Business is about relationships, and in any decision, there are many relationships to be considered.
If I purchase a service from an ill-qualified vendor, I may strengthen that relationship, but I damage relationships with my employees (who must work around the vendor’s short-comings), my customers (whose service levels may be compromised) and my investors (the value of whose investment has now been diminished).
If your company’s performance is the issue, it is vital that you know the truth. However, few people will volunteer this information to you.
You will need to approach your supplier carefully if you want honest feedback. The supplier must feel confident that they will not face repercussions for giving you a straight answer. If you can elicit this kind of feedback, it will be a valuable resource as you seek to improve performance.
If, all things considered, you still feel that a business partner treated you callously, what should you do?
If saying something may be constructive—i.e., it is likely to lead to a different outcome next time—go ahead and say it. But be sure you approach the supplier with respect, acknowledging that you may not have an accurate perspective on what things look like from their side.
If speaking out will not be constructive, be quiet.
Do not raise the issue merely to vent your anger or to complain. That accomplishes nothing and may burn a bridge that could be useful some day.
When you are denied business that you expected to win from a business partner, try to look at things from their point of view.
They probably made a rational decision. If they did, you are foolish if you blame them for making it.
Conversely, when you are in a position to practice reciprocity with a customer, be sure to do so.
Some people will be hurt or offended if you fail to buy from them when you have the opportunity.
When you face a fork in the path and 100% of the risk lies in one direction, go the other way.
Jack Hoey is president of Coasal Glass Distributors, a leading glass fabricator based in North Charleston. E-mail him at jhoey@coastalglassdist.com.
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