Best Practices For Account Management

This morning, many people opened their favorite apps and nothing worked. A technical issue in Amazon’s data center rippled across the digital world, disrupting thousands of companies & millions of lives in real time. Here’s how big the impact was: Lyft riders were stranded. Snapchat wouldn’t load. Venmo couldn’t send or receive payments. Ring cameras went dark. Prime Video, Hulu, and Disney+ froze midstream. Fortnite, Roblox, Clash Royale, and Clash of Clans kicked players offline. Signal messages failed to deliver. Even Amazon’s own site, Alexa, and Prime Video stopped responding. For a few hours, entertainment stopped, payments froze, communication failed, and digital life itself hit pause. But I see something more.⁣ This wasn’t just a technology failure; it was an emotional one. Because experiences aren’t based on the outage itself. They’re defined by what happens in between; how people feel while it’s broken, and how they’re treated while they wait.⁣ As a business leader, I bet you want to retain loyal customers when unexpected challenges happen. So, here's what you do: 1️⃣ Acknowledge emotions quickly. Silence multiplies frustration. Even a short, human message, “We know this is frustrating, and we’re on it” restores calm faster than a generic tech update. 2️⃣ Communicate with clarity and care. Customers don’t need technical terms; they want reassurance. Say what it means for them: “We’re working to reconnect you, and your data is safe.” 3️⃣ Close the loop with gratitude and honesty. When systems recover, let customers know. Thank them for their patience, acknowledge the inconvenience, and share what’s been done. Transparency rebuilds confidence; appreciation restores connection. 4️⃣ Empower your people, especially your frontline teams. Technology can fix systems, but only people can fix feelings. Give your employees permission, training, and trust to respond with empathy. Top rated brands know technology may fail, but feelings don’t have to. Because what customers remember isn’t the outage; it’s how you made them feel when it happened.⁣ Got questions? Message me, and follow for more actionable proven strategies. Doing CX Right®‬ #customerexperience #customerservice #awsoutage

Pricing shouldn’t feel like a fight. It should feel like a fair conversation between adults who both want the relationship to last. When costs keep rising and margins start to feel thin, the worst thing we can do is spring a surprise increase and hope customers accept it. The better path is to make small, evidence-based adjustments that people can understand, and to do it with enough notice that trust grows rather than erodes. Here’s how I guide teams through it... We set a simple rule first: price reviews happen on a predictable cadence, anchored to a sensible index, and capped so there are no surprises. Then we give customers a choice. A clear Good / Better / Best set of tiers lets people pick the value that fits, and it means we stop discounting just to “make it work.” For loyal customers, we start with a grace period and then move in small, scheduled steps. It’s respectful, and it smooths cash flow for everyone. We also swap blanket discounts for an early-pay credit that protects the list price while bringing cash forward. We add a few fair boundaries so small, urgent, or high-touch work is priced to match the effort. Where costs have increased in one part of the service, we re-bundle so value is obvious and buyers are never misled. And when it’s time to talk, we keep the message short and human: here’s what changed in our input costs, here’s the adjustment we’re making, and here’s what stays the same in terms of quality and scope. If you track a few signals for 30 days, you’ll see better results like: most eligible accounts receive the scheduled uplift, the overall discount rate falls, more invoices are paid early, average revenue per customer increases, and churn and NPS hold steady. The goal is pricing that is predictable, and defensible. Think caliper, not hammer, with measured moves that protect margin and maintain customer goodwill. How do you explain price changes to customers without losing trust? ------- ➕ Follow Jonathan Maharaj FCPA for finance‑leadership clarity. 🔄 Share this insight with a decision‑maker. 📰 Get deeper breakdowns in Financial Freedom, my free newsletter: https://lnkd.in/gYHdNYzj 📆 Ready to work together? Book your Clarity Session: https://lnkd.in/gyiqCWV2

“Another Boeing plane has crashed…” That headline didn’t just inform the world. It shook it. Airlines grounded fleets. Passengers canceled bookings. Families waited in grief. And in those painful moments, everyone turned to Boeing — waiting for reassurance, compassion, and clarity. But what they received instead was silence, technical statements, and corporate coldness. ⸻ 💬 The Dialogue That Never Happened Imagine if Boeing’s CEO had stood before the world and said: 👉 “We are devastated by this tragedy. Our deepest condolences go to the families who lost their loved ones. We take full responsibility to uncover the truth, fix it, and make sure this never happens again. Every passenger’s life matters. We will not rest until trust is restored.” Instead, the company issued vague technical explanations about “software updates” and “pilot procedures.” The difference? One statement speaks to the heart. The other hides behind jargon. 📉 The Fallout of Silence Boeing didn’t just lose billions in market value. They lost something far more precious: trust. • Passengers felt unsafe. • Governments demanded groundings. • Airlines questioned contracts. • Employees lost pride. A global brand that once symbolized safety became a symbol of fear. And the leadership lesson? 👉 In crisis, your communication is your reputation. ⸻ When tragedy strikes, the human brain looks for three things immediately: 1. Reassurance (Pathos): “Do you see my pain? Do you care?” 2. Clarity (Logos): “What exactly happened? Am I safe?” 3. Responsibility (Ethos): “Can I trust you to fix this?” ⸻ Here’s a 3-step Crisis Communication Framework every CEO must remember: 1. Acknowledge Emotion (Pathos): • Show empathy immediately. • Example: “We are heartbroken by this tragedy. Lives were lost. Families are grieving.” 2. Share Facts Clearly (Logos): • State what you know, what you don’t know, and what you’re investigating. • Example: “The incident involves [details]. Investigations are ongoing. Safety checks are underway globally.” 3. Commit to Responsibility (Ethos): • Show accountability and promise change. • Example: “We take full responsibility. Here’s how we are fixing it: [specific steps].” ⸻ ✅ Do’s & ❌ Don’ts of Crisis Communication ✅ Do’s • Respond quickly. Speed signals responsibility. • Lead with humanity. Speak to emotions first, facts second. • Be transparent. Say what you know and admit what you don’t. • Take responsibility. Even partial acknowledgment builds trust. • Be consistent. Updates must be regular, not one-time. ❌ Don’ts • Stay silent. Silence is filled with rumors. • Use jargon. “Software anomaly” means nothing to grieving families. • Deflect blame. Saying “pilot error” erodes credibility. • Downplay loss. Even one life lost must be honored. • Overpromise. “It will never happen again” sounds hollow if unproven. ⸻ 💡 The Bigger Leadership Lesson Crisis doesn’t just test your company. It tests your character.

Had an insightful conversation over the weekend with a colleague about a common pitfall in CX programs: relying solely on surveys and ignoring other valuable insights. Here are some key takeaways: Ease of Implementation Surveys are easy to deploy and manage, providing quantifiable data that’s simple to analyze. This makes them an attractive option for many organizations, especially those with limited resources. Tradition and Comfort Many companies stick to surveys because it’s what they’ve always done. Changing this entrenched practice can be challenging, especially if the leadership team prefers traditional methods. Resource Constraints Surveys can be cost-effective, making them appealing for smaller organizations that may not have the budget for more sophisticated tools. Organizational Silos Feedback often gets trapped within departmental silos, preventing insights from being shared and acted upon. Lack of Ownership Without clear ownership of the feedback loop, survey results can end up being ignored. It’s crucial to have designated teams responsible for analyzing feedback and driving action. Inadequate Analytics Capabilities Many companies lack the analytical capabilities - people and tech - to turn survey data into meaningful insights. Cultural Resistance Taking action on feedback requires change, which can be met with resistance. Companies need a culture of continuous improvement to effectively address feedback. Short-Term Focus Organizations sometimes prioritize short-term gains over long-term improvements, leading to reluctance in making significant changes based on feedback. Here is where we ended in terms of actions to take: 1. Integrate Multiple Data Sources: Combine survey data with digital analytics, social listening, and customer journey mapping for a comprehensive view of the customer experience. 2. Foster a Customer-Centric Culture: Encourage leadership commitment, employee training, and recognition programs that reward customer-centric behavior. 3. Invest in Analytics: Enhance analytics capabilities to turn data into actionable insights. 4. Close the Feedback Loop: Implement a closed-loop feedback system and communicate changes to customers. 5. Design Thinking and Customer Co-Creation: Use design thinking methodologies to deeply understand customer needs and co-create solutions. 6. Cross-Functional Collaboration: Promote collaboration across departments to discuss feedback and develop action plans. 7. Measure Impact and Iterate: Continuously measure the impact of changes and iterate to improve further. What are you doing to get out of the CX-as-a-survey (CXaaS) trap? #customerexperience #cx #surveys #analytics #designthinking #customercentric

That’s the thing about feedback—you can’t just ask for it once and call it a day. I learned this the hard way. Early on, I’d send out surveys after product launches, thinking I was doing enough. But here’s what happened: responses trickled in, and the insights felt either outdated or too general by the time we acted on them. It hit me: feedback isn’t a one-time event—it’s an ongoing process, and that’s where feedback loops come into play. A feedback loop is a system where you consistently collect, analyze, and act on customer insights. It’s not just about gathering input but creating an ongoing dialogue that shapes your product, service, or messaging architecture in real-time. When done right, feedback loops build emotional resonance with your audience. They show customers you’re not just listening—you’re evolving based on what they need. How can you build effective feedback loops? → Embed feedback opportunities into the customer journey: Don’t wait until the end of a cycle to ask for input. Include feedback points within key moments—like after onboarding, post-purchase, or following customer support interactions. These micro-moments keep the loop alive and relevant. → Leverage multiple channels for input: People share feedback differently. Use a mix of surveys, live chat, community polls, and social media listening to capture diverse perspectives. This enriches your feedback loop with varied insights. → Automate small, actionable nudges: Implement automated follow-ups asking users to rate their experience or suggest improvements. This not only gathers real-time data but also fosters a culture of continuous improvement. But here’s the challenge—feedback loops can easily become overwhelming. When you’re swimming in data, it’s tough to decide what to act on, and there’s always the risk of analysis paralysis. Here’s how you manage it: → Define the building blocks of useful feedback: Prioritize feedback that aligns with your brand’s goals or messaging architecture. Not every suggestion needs action—focus on trends that impact customer experience or growth. → Close the loop publicly: When customers see their input being acted upon, they feel heard. Announce product improvements or service changes driven by customer feedback. It builds trust and strengthens emotional resonance. → Involve your team in the loop: Feedback isn’t just for customer support or marketing—it’s a company-wide asset. Use feedback loops to align cross-functional teams, ensuring insights flow seamlessly between product, marketing, and operations. When feedback becomes a living system, it shifts from being a reactive task to a proactive strategy. It’s not just about gathering opinions—it’s about creating a continuous conversation that shapes your brand in real-time. And as we’ve learned, that’s where real value lies—building something dynamic, adaptive, and truly connected to your audience. #storytelling #marketing #customermarketing

Through years of guiding professionals in career and business transitions, I’ve learned this: 👉 The ones who thrive don’t control more. They control differently. Most people waste energy trying to control the uncontrollable - market timing, restructures, client decisions, hiring freezes. The ones who land faster, pivot smoother, and stay resilient? They know exactly what belongs in Control, Influence, and Accept, and they anchor themselves with resilience traits that keep them steady in the storm. 𝗠𝘆 𝗴𝗼-𝘁𝗼 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸: 𝘁𝗵𝗲 𝗖.𝗜.𝗔. 𝗺𝗼𝗱𝗲𝗹 Control → What’s 100% in your hands. ✔ Updating your LinkedIn profile. ✔ Sending that proposal. ✔ Practising your interview. Influence → What you can’t control, but can shape. ✔ How a recruiter perceives you. ✔ Whether a client trusts you. ✔ How your brand lands. Accept → What you must let go of. ✔ Hiring freezes. ✔ Market downturns. ✔ Budget cuts. 𝗛𝗼𝘄 𝘁𝗼 𝗮𝗽𝗽𝗹𝘆 𝘁𝗵𝗶𝘀: List your current challenges. For each one, ask: Control, Influence, or Accept? Put 80% of your energy into Control. (Daily actions, skill building, consistency). Dedicate 20% to Influence. (Relationships, reputation, storytelling). Release the Accepts. (They free you to move forward instead of staying stuck). 𝗔𝗻 𝗲𝘅𝗮𝗺𝗽𝗹𝗲 𝗶𝗻 𝗿𝗲𝗱𝘂𝗻𝗱𝗮𝗻𝗰𝘆: Map your situation. Write down everything that’s on your mind. Label each: Control, Influence, Accept. Double down on Control. (Daily actions → profile, outreach, interview prep). Play the long game with Influence. (Relationships, positioning, visible thought leadership). Release the Accept. (You don’t need to carry the company’s decision with you). 𝗪𝗵𝘆 𝗶𝘁 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗶𝗻 𝘁𝗿𝗮𝗻𝘀𝗶𝘁𝗶𝗼𝗻𝘀 Transitions are when this mindset is tested most. ➡️ Into a new role: You can’t control when the perfect job opens. But you can control your preparation, influence how decision-makers perceive you, and anchor yourself with resilience traits that keep you steady in the wait. ➡️ Into a business: You can’t control every market force. But you can control your clarity of offer, influence your audience through consistent visibility, and rely on resilience anchors to keep you moving when progress feels slow. P.S. If you’re in a transition right now (new role, new business, or both), where are you putting your energy: Control, Influence, or Acceptance? P.P.S. And see comments for 6 resilience anchors needed during transitions - which do you lean on most? ♻️ Repost if you found this helpful

If you've got a new service, or product, or if you enter a new vertical, even if your partners are ushering you into their market, expect skepticism. Even with the best partners advocating for you, decision-makers may hesitate and many companies will put you at the bottom of their priority list until you can prove your value. It’s crucial to get traction quickly, or risk being overlooked. Here’s what I would do to break through that initial skepticism and gain momentum: 1. Pilot Programs: Offering a limited-time trial can help, but only if it's designed to deliver clear value from day one. - Set clear success metrics with your customer before the pilot begins. Establish measurable outcomes like improved productivity, user engagement, or cost savings. - Don’t just give them the product—ensure their teams are trained and equipped to use it effectively during the trial. This maximizes the chance of success and measurable impact. 2. Feedback Loops: Regular, structured communication with your partners and customers is key to refining your offering. - Set up bi-weekly check-ins to gather both quantitative data (usage rates, performance metrics) and qualitative feedback (user experience, pain points). - Use this feedback to adapt your approach in real time. Whether it’s tweaking features, adjusting pricing, or improving support, make sure you’re iterating based on what you hear. 3. Case Studies: Success stories build trust and reduce uncertainty for potential customers. - Create detailed case studies highlighting real results from your pilot programs or early adopters. Focus on specific benefits—whether that’s operational efficiency, cost savings, or user satisfaction. -Share these case studies with future prospects to showcase the value and credibility of your service. Timely, relevant examples can turn a hesitant prospect into a committed customer. Gaining traction with a new service takes time, but with the right strategies you can overcome skepticism and build momentum.

How to raise prices WITHOUT losing customers. Raising prices is inevitable for small businesses. Here’s how to do it right: 1. Research & validate - Benchmark your prices against competitors. Where are you different? - Ask your customers what they value most about your offering. - Define a subset of customers to test pricing with before rolling out. 2. Segment & strategize - Give new customers a higher price while phasing in your existing customers over time. - Offer multiple pricing tiers based on features or service levels or offer discounts for bundling multiple products. 3. Communicate transparently - Don’t try to hide it. Give customers lots of advance notice, and clearly explain the added value/improvements you’re making. - Highlight your unique aspects, especially with customer testimonials. 4. Monitor & adjust - Regularly collect feedback through surveys, anecdotes, and monitor & respond to online reviews. Adjust if necessary. - Keep an eye on early-indicator metrics (e.g. sales calls booked, website traffic, support ticket volume) so you can act early to address any dropoffs. — If you found value in this post, give it a comment / like / repost so more people see it. Thanks for reading. Follow Michael Girdley for more daily business content ✅

Let’s face it - at some point, you’ll probably have to raise your prices. 😳📈 At Pizzana, we did. With inflation, supply chain hiccups, and rising labor costs, there was no way around it. But here’s the thing: how you raise prices makes ALL the difference. The key? Communicate, communicate, communicate. 🔑 We were upfront with customers and paired our increase with new happy hours, smaller plates, and other options that kept the experience accessible for everyone. So if you’re facing this dilemma, don’t panic—we’ve all been there. Here’s how to raise prices without losing your customers: 📣 Be transparent. Share the “why.” People are far more open to change when they understand it. 👀 Check the market. If competitors are adjusting too, you’ll want to stay in line. Pro tip: never be the outlier—high or low. ✨ Add value. Upgrade menus, packaging, or service. If the experience feels five-star, the extra dollars won’t sting. 💡 Offer flexibility. Tiered pricing, smaller portions, or specials can soften the shift. At Pizzana, happy hour deals helped balance our price changes. When you raise prices with your community in mind, customers feel respected—and they’ll stick with you. Small business owners—have you had to raise prices recently? What worked, and what didn’t?

Your top rep just left. You're giving their $2.3M territory to someone who's never closed a deal over $50K. What could go wrong? 🤷🏻♂️ Territory handoffs are where good accounts go to die. Lots of orgs treat them like real estate transactions - here's the keys, figure it out. But ENT relationships aren't transferable assets. They're built on trust, credibility, and months (if not years) of relationship capital that walks out the door with your departing rep. The new rep shows up to accounts expecting them to behave like warm leads. Instead, they get treated like cold callers because the buyer has zero idea who they are. Active deals stall. Renewal conversations get pushed. New opportunities dry up because the rep is spending 6 months just rebuilding basic credibility. Here's what actually works for territory transitions: - 30-day overlap period where departing rep introduces successor on every active deal. - Account transition memos with relationship maps, not just CRM notes ("Sarah in Procurement hates surprises, always CC her boss Tom"). - Reduced quota for 90 days while new rep rebuilds relationships. - CS co-sells for first quarter to maintain continuity. - Departing rep records video intros for top 10 accounts explaining the transition. That last one is the gangster move, btw. Also, track these metrics during handoffs: - Days to first meaningful customer conversation. - % of active deals that advance vs. stall in first 60 days. - Time to first new opportunity creation. - Customer satisfaction scores during transition period. Throwing someone into a $2M territory with a spreadsheet is basically corporate Russian roulette. Your departing rep spent years building those relationships. Give your new rep the tools to actually inherit them.