After starting our company, we knew what we wanted to produce, but needed the big players in our industry to learn about us and become our customers. We knew that was easier said than done. I also knew that if we wanted to catch big fish, we needed to go where the big fish were.
We started by attending the industry’s main association’s annual meetings. It did not hurt that it was a young industry and we were all innovating as we went. The annual meetings featured a strong social element, with many opportunities to meet the right people. One example was the late-night Trivia Pursuit games (this was 40 years ago, after all). Much to my surprise, I was asked to be our team captain. That year, the teams were organized as boys vs girls. I was clearly not the smartest in the room, but I had great skills at figuring out who was. That people-reading skill led to our team being a dynasty.
The next day, we were listening to a featured speaker. Her talk included the following: You all think your customers buy from you because of your specs, your product’s color, its warranty, its chemistry, your pricing, or something unique. No! Your products all have different names, but they all do the same thing. All of your warranties are the same. You all sell for, in essence, the same price. Your products are all installed the same way and do the same thing. The reason your customers buy from you is because of your sales people. They like the salesperson they buy from. People buy from people.
I was dumbfounded. I felt like she had somehow learned about my secret sauce. That was my M.O. I cannot say I had any technical expertise or crazy smarts that set me or my company apart. My skill was in being likable. I thought I invented it. It was working. And it had been working for me for my whole life.
A few years later, at the same annual event, we enjoyed numerous social activities — golf, tennis, and croquet tournaments were scheduled. I participated in all. My goal was not to play the sports, but to hang around and get to know the head technical people at each company. Again, it worked. While playing croquet, I was asked to be a supplier to one of our largest prospects. I signed them right up (after running into a brick wall for years). These are but a few examples. I have literally done this hundreds, if not thousands, of times.
I have read management gurus who claim charismatic leadership is not critical to success. My career and success definitely did not follow that path. I have always had an overdeveloped sense of humor. People like to laugh. I viewed it then, and still do now, as a tool to make friends and be liked. Being a ‘nice guy’ was and, for me, continues to be a critical success factor. Of course, I am not advocating a lack of technical knowledge. One also needs competency. But being a nice guy has benefits beyond your customers liking you. It is just a great way to be. ●
Steve Peplin is CEO of Talan Products
