But how often have you gone out of your way to sing the praises of the chef, the server, or the mechanic who helped you? If you didn’t, that’s normal. Most people don’t. But have you ever wondered why?

In their book, Raving Fans, Ken Blanchard and Sheldon Bowles drop a powerful line I’ve carried with me for years: “Your customers are only satisfied because their expectations are so low and because no one else is doing better. Just having satisfied customers isn’t good enough anymore. If you really want a booming business, you have to create Raving Fans.”

This quote highlights something many businesses overlook: Customer satisfaction is not the same as customer enthusiasm. Customers often walk away quietly pleased simply because their basic expectations were met. But meeting expectations doesn’t spark loyalty or word-of-mouth praise.

In the cleaning and restoration industry, this rings especially true. Customers call when something’s gone wrong, i.e., a pipe bursts, mold spreads, or disaster strikes. When you respond quickly, deliver on time, and fix the problem professionally, they’re satisfied. But are they blown away? Are they raving about your company to friends and family? Probably not—unless you’ve given them a reason to.

The 1% Difference

Here’s the secret: Creating a Raving Fan doesn’t require massive overhauls to your service model. It just takes 1% more effort than expected. That’s it.

And this 1% rule? It doesn’t just apply to customers. It starts with how we treat our teams.

Think of kids for a moment. They are relentlessly pursuing just one more episode or one more piece of candy. And when you give in, their joy is contagious. That same joy is possible when employees or customers get something they didn’t expect—something small that says, “I see you.”

As professionals in a fast-paced, high-stress industry, our days are packed. We’re juggling multiple jobs, chasing timelines, and dealing with personal challenges behind the scenes. But here’s the truth: your customers don’t see that. All they know is they have a problem, and you’re the expert they chose to fix it. Meeting their expectations isn’t the win. Exceeding them, even slightly, is what creates a lasting impression.

Internal First, External Always

Creating Raving Fans starts internally. Everyone, from business owners to field techs, plays a role in shaping the customer experience. When team members feel valued, supported, and empowered to go the extra mile, that same energy flows outward to your customers.

Sometimes, it’s as simple as showing up to a job site with coffee for the crew or noticing a colleague having a rough morning and asking what you can do to lighten their load. Small acts build a culture where people genuinely care about each other. When this kind of culture becomes standard, it naturally shows up in your customer interactions.

The Customer Connection

So what does 1% more look like with customers? It might be:

• Moving that piece of furniture they were planning to handle.
• Sending a quick follow-up email thanking them for their trust.
• Leaving behind a small, branded gift or handwritten note.
• Showing up with coffee and donuts on day three of a long job.
• Mailing a thank you card to a repeat customer with a local restaurant gift card inside.

None of these things are costly or time-consuming, but they’re memorable. And memorable moments turn satisfied customers into loyal advocates.

Will every customer become a raving fan, even with these efforts? No. Some people will always want the bare minimum and move on. But here’s the thing: every customer has the potential to become a fan if you consistently build that 1% more into your business model.

Raving Fans Drive Growth

Customers who are merely “satisfied” will move on when they find someone cheaper, closer, or faster. But customers who feel seen, appreciated, and delighted—even just a little—become loyal. They become your unpaid salesforce. They refer friends, leave glowing reviews, and advocate for your brand. In a market as competitive and referral-driven as ours, this kind of loyalty is priceless.

So, the next time you are on a long job or finishing a service call, ask yourself, “What’s my 1% today?” It could be something as small as remembering the name of the customer’s pet or offering advice beyond the immediate job.

Every day gives you a new chance to create a fan, not just complete a job. When you make that extra effort—even just 1%—you’re not only solving problems, you’re building loyalty, trust, and a reputation that people will talk about long after the work is done.

The post Create Raving Fans, Not Just Customers appeared first on Cleanfax.

The business world has changed drastically during the last decade. Now, instant gratification and likeability are the names of the game. If you’re skeptical, ask anyone under 35 if they get a dopamine rush from Instagram likes or TikTok followers. Chances are the answer is yes. This shift impacts everything, including the job market. Employees today aren’t satisfied with just a paycheck; they’re looking for validation, purpose, and growth. For businesses struggling to keep top talent, motivate the mediocre, or grow, it’s time to shift the mindset.

Let me explain why as I share a story that changed my thoughts about leadership.

The Trap of Treating People Like “Just an Employee”

Over the years, I’ve seen plenty of talented, hardworking people stuck in a cycle of job-hopping. These aren’t slackers or complainers. They’re folks who genuinely want to succeed and help their companies thrive. The problem? Too often, they’re treated like cogs in a machine. They’re given tasks but not trust. They’re told what to do but aren’t invited to share their ideas. They’re “just employees,” not leaders.

If companies don’t shift this dynamic, they’ll continue with a revolving door of employees and a never-ending “Help Wanted” sign on the door. The role of small business owners and managers is to lead, inspire, and create an environment where people feel valued and empowered.

A Leadership Lesson I’ll Never Forget

I worked for more than 17 years in retail management. During that time, I had a regional manager who, quite frankly, wasn’t my favorite person. But one particular interaction with him left a lasting impression.

After pulling an all-nighter to unload trucks and restock a big box store for the next day’s opening, I was met by the manager, who showed up an hour before the doors opened. For the next hour, we walked the floor as he pointed out everything wrong, including items out of place, displays not up to the corporate planogram, and minor oversights. When we finished, he said he had to rush to another store.

Frustrated, I stopped him before he left. I had to know: “Why don’t you ever mention the things I’ve done well? All you ever focus on are the mistakes.” His response: “If I don’t spend much time here, you’re doing great overall. My job is to focus on what needs fixing.” I understood his perspective, but it left me feeling unappreciated.

Over time, I realized his approach might have been efficient, but it wasn’t practical. People need to hear that they’re doing well. Without positive reinforcement, they’ll either settle for mediocrity while searching for a new job or leave altogether.

The Power of Positive Leadership

Being a leader means more than correcting mistakes; it inspires greatness. For employees to feel empowered to contribute, they need to feel valued. Managers who only address what’s wrong miss an opportunity to build trust and loyalty.

Here’s the good news: small changes in how managers interact with their teams can make a huge difference. Let me summarize this into a simple “Do and Don’t” list.

Do Build Leaders (Not Just Employees)

1. Praise publicly. Recognize good work in front of the team. A little public acknowledgment can go a long way.
2. Involve them in decisions. Start with small choices, then work up to bigger ones. This shows you trust their judgment and value their input.
3. Invest in their growth. Ask employees what they need to grow personally and professionally and how you can support them. Sometimes, working toward a different position or role within the organization is vital to them, so explore this and help them achieve it. Other times, they want to know that someone cares about them enough to show an interest.
4. Hold regular check-ins. Performance reviews shouldn’t be one-sided. Ask, “What can I do better as a leader?” This shows humility and a willingness to grow alongside them.

Don’t Make These Common Leadership Mistakes

1. Don’t assume money is the only motivator. For some employees, flexibility, vacation time, or opportunities to learn new skills might matter more than money.
2. Don’t punish mistakes harshly. Instead of treating mistakes as failures, view them as opportunities to learn and improve together.
3. Don’t blame the economy or the company. If you need to make tough decisions, explain the thought process behind them and show empathy for how they might impact your team.
4. Don’t correct or discipline publicly. Handle conflict and feedback behind closed doors, where employees feel safe to speak openly.

A Final Thought: Lead to Inspire

At the end of the day, most hardworking people want the same things: to provide for themselves and their families, to feel valued, and to enjoy their work without constant stress. When managers focus on creating leaders instead of just managing employees, they will not only improve the business—they will build a culture where people want to stay and grow.

The post Stop Managing Employees, Start Creating Leaders appeared first on Cleanfax.