To Build Long-Lasting Business Partnerships, Think Like a Kindergartener

Solid relationships are built over time. An introductory meeting can transform into a long-term partnership – simply by remembering some basic childhood lessons.

Here’s how three seasoned account managers at Van Meter Inc. use grade-school moral codes to develop meaningful customer relationships (without the kiddie chairs).

#1 – Be a Good Friend

When Greg Tigges was hired at Van Meter 31 years ago, he didn’t know if he could actually “sell” a product. But he was assured by his boss in a way he’ll never forget: “It came down to developing friendships,” he says. “I make friends and help my friends get what they need. It always starts there.”

Having friendships means getting to know each other, and reaching out to connect in a way that isn’t just business. Tom Diehl, with more than 35 years in the electrical distribution industry, says getting customers to know him on a personal level is imperative to building long-lasting partnerships. Sharing personal details about his family and interests outside of work has allowed Diehl to develop deep friendships with his customers – beyond just selling products.

“I’ve never been a parts guy, I’m a relationship guy,” Diehl says. “Selling to someone is secondary to friendship. I want my customers to think of me first as a friend.”

And that goes for internal teams, too. Mike Germann, who works with industrial and solar contractors in Wisconsin and Minnesota, says having strong relationships with colleagues transfers directly to his customers.

“Any good salesman has to understand you cannot do it on your own,” Germann says. “You have to have the best team possible working with you, because you have to trust that everything’s right. You can’t just be a one-man show.”

#2 – Don’t Fib

The proverb “honesty is the best policy” isn’t just important in business – it’s critically important. As unfair as it may sound, people are often suspicious of salespeople, Tigges says. This is why it’s imperative to always – and he means always – tell the truth. Even when (perhaps especially when) you know the customer won’t like it.

“When you’re in a tight situation, it can be easy to tell a little white lie,” he says. “But white lies tend to turn into something much bigger. Being honest, even when it hurts, is the foundation of long-lasting relationships.”

Tigges realizes it may seem overly simplistic, but being truthful about a problem – whether it be a product flaw or a late delivery – has actually worked to strengthen customer partnerships throughout his career. Because once the bad news is presented, Tigges is able to work closely with the customer to come up with a solution, no matter how difficult or time-consuming. Being able to roll up his sleeves “to make things right” demonstrates a true commitment to his customers’ success.

“My job is to stand shoulder-to-shoulder with them so they see me, so they know we’re not going to tuck and run whenever there’s an issue,” says Tigges, who oversees roughly 30 customer accounts in Eastern Iowa. “I never want to give my customers a reason to bail on me. That’s how you build trust. Without it, things could really end differently.”

Adds Germann: “When you can work through tough times together, and you treat their business as an extension of yours, that’s when you succeed.”

#3 – Be Kind

When friendships are built on trust, it’s easy to want to nurture them. But sometimes the simplest acts of kindness are overlooked in a fast-paced business climate with tight deadlines and ever-changing expectations. That’s why Germann likes to focus on the basics: replying promptly to emails, arriving to meetings on time (or better yet, early), and following through on questions he might not have the answer to yet. Even acknowledging birthdays or kids’ activities or sharing pictures of a recent vacation are small gestures that have a big impact.

“I’m always surprised how often those little things get missed,” Germann says. “And they’re so easy to do. When you show genuine kindness, and do what you say you’re going to do, you really can’t go wrong.”

#4 – Do Your Best

Tigges likens account managers to football quarterbacks at the center of every move – from initial meetings to quoting projects to product delivery and beyond. All of it is laser-focused on developing long-lasting business relationships. But “selling” doesn’t always equate to “winning.” True partnerships go much deeper.

“A lot of times people think once you make the sale, you’re all good,” Tigges says. “But the real work actually starts after the product is delivered. You have to own it from start to finish. And when you’re a real partner, you’re never finished. You never stop working for them.”

That kind of work requires a special knack for digging deeper. Bringing added value to customers means being able to identify problems that might not be immediately obvious. Germann says this forces him to think differently about his customers – which never allows him to get lazy.

“Odds are, when a partner calls me with a problem, they might have a bigger problem than they first came to me for,” he says. “It’s up to me to figure that out. Because remember, no matter how great you think that relationship is, there’s always someone who wants to replace you. Work harder. And smarter.”

Diehl recognizes that doing his best means respecting his customers’ situation. They can’t all buy from him exclusively, 100 percent of the time. So, he falls back on another grade school lesson: Be humble, win or lose.

“You’re going to lose some here and there,” he says. “Don’t be a baby about it. If you’re a good winner, and a gracious loser, your partners will respect you much more for it.”

#5 – Don’t Skip Recess

This one’s easy, Germann says. Take time to celebrate a job well done. Be genuine. And have fun with your friends on the playground.

“You can’t fake true friendships,” Germann says. “They will always stand the test of time. Long-lasting partnerships are meant to be enjoyed. So enjoy them.”

Sure, having real partnerships means being more profitable – as any good account manager knows. But Germann says he never wants his customers to cringe over the transactional side of doing business. In fact, he hopes they hardly notice.

“We’re not just writing orders, and it’s not about every penny,” he says. “It’s about being a partner they really rely on, and have deeper conversations with, and want to be around. That’s where it’s at.”