Nothing frustrates more and results in blame-shifting than paying for a solution to a problem only for another to resurface soon thereafter, requiring that more money be spent to solve it. Experience teaches us to consider problems and their resolution comprehensively from multiple perspectives than rushing to provide point solutions to problems. Understandably, the availability of resources often dictates the strength of and approach to the solution. SMMEs should guard against ignoring prerequisites for considering a solution or residual issues that may arise in the future because of the implementation of the solution. By Nimroth Gwetsa, 31 July 2022.

The problem often faced is that customers are reluctant to spend money ensuring the environment is conducive for a new solution to be implemented to solve a problem. They prefer spending money in solving a known problem than preparing the environment to ensure the new solution to the problem can be implemented. Solution providers, on the one hand, also want compensation to prepare the environment before undertaking to solve a specific known problem.

Fearing loss of opportunity, this dichotomy, often results in either party not placing much emphasis on the prerequisites or residual issues but placing more focus on the main problem to be solved in the hope all will go well afterwards. Seldom, all goes well without a glitch and many relationships are destroyed from poor management of expectations from such engagements.

Take, for example, the common problem afflicting many now concerning power supply owing to load shedding. Many may consider implementing measures to mitigate the disruptive effect of load shedding with backup solutions or solutions that may reduce their reliance on public utility services.

Owing to the costly nature of such solutions, their adoption isn’t taken lightly and is often a significant investment on the acquirer’s side. In such instances, the acquirer may be reluctant to invest in preparatory work to ensure their environment is ready to receive such new solution. A classic example is reluctance to assess and ensure that the wiring is compliant before undertaking the work to reconnect backup power solutions to the existing circuit. This work, being done to prevent damage that may result from power surges that may result from incorrect prior wiring.

The reluctance may be owing to such work taking much funds from the required solution to resolving prior work and may result in even a smaller or inadequate solution being implemented.

Sometimes the diversion of funds may cause the implementation of the solution being delayed, with the likelihood of not being implemented at all in future if funds are redirected for completion of preparatory work.

Sometimes, the acquirer may not know of such requirements, but the solution provider may. However, fearing potential loss of business if such requirements are considered beforehand, they may be reluctant to disclose such details to the customer, hoping the problem may not occur or that they will cross that consequence bridge when they get there.

I do not know what others value the most, whether a transaction or relationship. However, if pride in your work is what you prize, perhaps you will lean more towards valuing relationships than making a quick sale. Doing things right always is the best policy. Even if compromises must be made, at least let there be awareness of the consequences thereof and preparedness to deal with them if they do occur.

Ignoring them is not the solution and could result in the relationship being permanently ruined. Be grateful that you have been considered to assist with the resolution of the problem, but also prepare customers about the possibility of inherent or residual issues that could arise even after a new solution has been implemented, and the importance of an investigation afterwards, to find the cause and solution to the problem.

That way, when a problem arises soon after implementing a new solution, your customers may not think your new solution or workmanship was the cause of the new problem soon after implementing a new solution. Things can and will always go wrong at some point. Preparing for their inevitable occurrence will always be better than having to deal with the distrust and arguments arising from such occurrences.

The mistake many apprentices or SMMEs make when customers experience problems soon after they have implemented new solutions is apportioning blame or rushing to exonerate themselves. Perhaps, had they prepared customers to expect other unrelated problems to likely occur and for the need to investigate the nature and source of the new problem, it may be unnecessary to defend themselves, and would have secured repeat business as a result.

Sometimes problems occur, not because there was anything wrong in how the new solution was implemented, but that efficiencies arising from the new solution may result in other problems becoming evident.

All that is required is openness to quickly reach out to the customer, investigating the causes of the new problem and finding ways to ease their pain without you suffering any loss, and gain a long-lasting relationship afterwards, than burning bridges from a hardened heart.

Dealing with customers and keeping them satisfied while remaining profitable is not easy. Whatever you do, do not make the mistake of treating customers like suspects, but investigate without prejudice and let facts speak for themselves.

Strive for excellence so your work can stand out and your clients can easily agree with you when other problems arise soon thereafter you have completed your work.