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Miscellaneous

Howdy, Pard’ner: Making Business Partnerships Work

Bob · Dec 3, 2018 ·

Tired of going it alone? Wish you had someone to share your struggles and triumphs? Starting a business with someone else, or adding a partner to your existing enterprise, can bring many advantages, including support, division of labor, better ideas, increased productivity, and decreased stress levels. It can also dissolve into disaster complete with tears, frustration, and ruined friendships. Over the years we’ve worked with many dog business partnerships and we’ve seen it all, from beautifully oiled partnership machines to sad disappointment to bitter drama.

Here’s some advice for building the former and avoiding the latter.

Is it right for you?
There are plenty of advantages to partnership. You get to share the workload, ideally dividing tasks according to each partner’s skill sets and strengths. At the very least you have someone to split the icky stuff that no one wants to do. You have someone to celebrate successes with, and to share frustrations and setbacks with, too. You get a brainstorming partner to help solve problems. And when you come up with something new to try, you’ve got someone to share the risk and excitement of any new endeavor. In short, partnership provides built-in support from someone as invested in your business as you are.

But there are downsides to partnership, too, and it isn’t a great fit for all temperaments. If you tend to prefer to do things your own way, you may find giving up autonomy and sharing decision-making a challenge. If confrontation is particularly painful, you may not enjoy the communication necessary for a healthy partnership.

Before you enter into business with someone, sit down for a serious, honest chat with yourself about how the pros and cons stack up for you.

Only fools rush in
If you decide partnership is the way to go, choose your partner wisely. We’ve seen many dog pros eager to rush into an agreement with a dog pro friend or colleague. It’s wise to approach partnership like marriage. After all, this is someone you’re going to spend time with every day for many years to come. You’ll share joint decision making. Your financial situations will be tied together. Given all that, it’s safer to consider a serious period of exploratory engagement rather than an impulsive drive to Las Vegas. After all, ending a business partnership can be nearly as complicated and messy as a divorce.

This is another time for serious, honest assessment. What is driving you toward partnership? Do you feel sure this particular person is the right match for your partnership goals? Consider their temperament in relation to your own, including their feelings about and approach toward taking risks, their communication style, decision making speed, and perspectives on money and how and when to spend it. And what about goals and vision—are you truly on the same page about where to take the business and how to get there? Just as in a marriage, in our experience it’s mismatches in these areas that tend to sink a good relationship.

Sometimes differences can actually be helpful. For example, if you know you’re a bit on the timid side, a bolder partner can help you seize opportunities to move forward. But if you’re not open to that, it’ll be conflict that seizes the opportunity.

While you’re in assessment mode, look also at what your prospective partner brings to the table. What skills are you missing that a counterpart could add to the mix? Perhaps organizational skill, or a knack for marketing or numbers. Or maybe you complement each other service-wise, such as two dog trainers with different areas of training focus.

Keep your eyes wide open
Before you sign binding paperwork, sit down with your prospective partner and hammer out key details. Chief among them are:

Division of labor. What are each partners’ responsibilities in the company? Who is in charge of what? What does accountability look like? What happens if one partner isn’t getting their work done? And, very importantly: What is your definition of productivity? Is it about putting in the hours, or about outcomes? We’ve seen a fundamental difference in outlook on this question cause conflict in a number of partnerships over the years.

Decision making. How will decisions be made in each area of the business? About spending money? About marketing? About which services to offer? About hiring? About how things get done? About prioritizing goals? Will all decisions be shared, or will each partner have autonomy over certain areas? What happens when there is disagreement and consensus cannot be reached?

Profit sharing. How will money be distributed? Will this be based on how much each partner invests? In hours contributed? Based on how much revenue each person generates? Split equally? Under what circumstances can these decisions be revisited?

Spending. How will a budget be determined? How much money will be spent on marketing? How will you decide how much is okay to spend on a new facility or a new hire or a professional service like accounting or business support? What happens when an unexpected expense arises, or a larger intermittent one like needing a new website?

Communication. You must have a communication plan. This is another area that has tanked many a dog pro partnership. First, you’ve got to engage in regular communication about the business. Maybe this is a weekly meeting punctuated by quarterly goal setting, for example. Or maybe you hold a focused monthly meeting supported by quick daily check-ins. Whatever your style, your plan for staying in communication on everything—from big-picture goals to daily protocols—must be codified and taken seriously.

You also have to be willing to actually communicate. This goes back to the temperament question raised earlier—are you willing and able to speak up in a productive way when things bother you, and can you openly hear your partner do the same? As part of your communication plan, make space for these kinds of conversations.

Finally, be social. We hope it goes without saying that you wouldn’t choose a partner you didn’t actively like. It’s important to continue to enjoy each other’s company. You’ll find the challenging conversation easier if you take the time to have a beer or cup of coffee together on a regular basis.

Create a pre-nup
Despite best intentions, things don’t always work out as planned. And life has a way of inserting surprises, too. So your partnership agreement should include provisions for what happens when one partner wants out of the company. Are they to be bought out by the other and, if so, how will the buy-out price be determined? Does each partner have to stay for a pre-determined amount of time to get a buyout? Can a partner sell their “shares” to someone else? What about decision-making power? And what happens should a partner become incapacitated or die?

Don’t go it alone
It is wise to consult with both a lawyer and an accountant when considering these pre-nup questions and also issues around profit sharing. It’s also important to note that the business entity structure you choose (i.e., LLC vs. S Corp vs. straight partnership) may dictate answers to some of the questions we’ve raised here. A business coach can also serve as a supportive mediator in helping to make these decisions, and in setting up structures for decision making, division of labor and accountability, and communication.

Honor red flags
If you take just one piece of advice from this article, let it be this: If you feel any hesitation, if worries are percolating in your mind or heart, if your stomach feels uncomfortable, if there are red flags presenting themselves to you in any way, pull back or at least slow down until they’re fully resolved. Partnership is work to enter into, and quite a bit of work to get back out of. It’s not something to “try out” or experiment with. Don’t move forward without taking the steps in this article and feeling sure it’s the right move for you.

Partnership light
If you’d really love the advantages of a partnership but aren’t ready for the risks or aren’t sure you’ve found your ideal counterpart, put your toe in the water instead of diving in. Read here about marketing partnerships and other ways to add more collegial support to your dog pro work life.

Rebuilding Your Dog Business

Bob · Jan 1, 2019 ·

Usually this time of year we share tips for getting the new year off to a great start through goal setting, time management and organization, project planning, and the like. This year we’re spending a lot of time thinking about our clients forced to rebuild their businesses (and lives) due to this past year’s natural disasters. But there are all sorts of catalysts for rebuilds.

For example, we’ve seen clients hit the restart button after a move, after dissolving a partnership, to take a next career step (such as from dog walking to dog training), to rebuild a damaged reputation, or after coming back from an extended break (say, after taking a paid position or caring for a family member).

Whatever the reason for rebuilding, a careful approach can bring renewed success and engagement. Whether you’re facing a rebuild by necessity or choice, or just looking for a little inspiration to get your new year off to a rocking start, we hope these tips help.

(Many thanks to a number of clients who have been through rebuilds for their generous contributions to this article.)

Assess the situation
Taking stock of the details of your situation readies you to build the strongest path forward. Some considerations:

Your audience.
Audience includes your client base and your larger network of marketing partners like vets and fellow dog pros. Is yours intact? A few of our clients have lost their audience base due to natural disasters displacing their communities. If you’re moving, you’ll have to build all new relationships. Whereas coming back after a break, your work may be more about reconnecting with your network. If you’re striking out on your own after a partnership, the terms of your dissolution agreement will dictate the task—will you continue caring for all or a portion of your clients, or are you obligated to seek new ones?

If you’re moving, do some audience research to learn about the culture in your new area. What do people care about in a dog service? What are their common dog-related concerns, goals, and needs? How do they view their dogs? Though most solid approaches to running a dog biz work just about everywhere, we’ve encountered plenty of regional differences in our work with dog pros over the years. We’ve seen dogbiz clients who have relocated a successful business have to make changes to the way they structure their services, market and talk about them, and even handle their sales process to transfer their success to a new area.

Your branding.
Can you rebuild based on what you’ve already built, or will you have to begin from scratch? Specifically, will you be able to move forward with your current business name, logo, and website? A natural disaster leaves these things (if little else) intact, whereas rebuilding after a damaged reputation likely involves creating a fresh face for the business. Some situations, like moving a business, rebuilding after a dissolved partnership, or changing services, could go either way. If you’re moving and you haven’t sold your name and website, you may be able to use your old branding infrastructure, provided it’s a good fit for your new location. If your partnership dissolution agreement has left you in possession of the business, you’re good to go, but if not, this will be a central step in your rebuild. A change in services may require a rebrand, depending on the change and current branding. For example, many of our dog walking clients over the years have eventually gone on to become dog trainers. “Good Dog” is a brand name that can easily go along for that ride, whereas “The Well-Hiked Hound” isn’t likely to survive the switch.

Your services.
Will you continue to provide dogs and dog lovers with the same services, or is a change in order? For relocating businesses, this will require a bit of research into the needs of the area, including what others are offering and any niches that look ready for filling. Rebuilding after a disaster may require creative rethinking. For example, losing a daycare facility to a fire may necessitate a temporary switch to dog walking and/or in-home exercise or mental stimulation services. There may also be opportunities to provide new forms of support to others, such as boarding or board and train services for those who have lost homes and need temporary shelter for their dogs.

Your location.
As mentioned a few times, understanding your location is a must, including the local dog and client culture, as well as what other dog pros are (and aren’t) offering. If you’re rebuilding in the same location, you’ve got a leg up on this. Still, it makes sense to take stock of what you know. If you’re looking at a move, do what you can to gather intel by visiting the area, reading local publications, spending time on local social media, and reaching out to local dog pros and dog lovers to get a feel for the needs and quirks of your new home.

Assess opportunities
Life rarely offers do-overs. Though rebuilding can be challenging and stressful, especially when forced (as by disaster, family illness, failed partnership, etc.), it can also present tremendous opportunity. We’ve watched many dogbiz clients over the years emerge from rebuilds with renewed energy and inspiration—and greater success, too.

As I write this I think about clients who have used failed partnerships to undo all the compromises forced by shared decision making, and remake their new businesses according to their own rules. I think of clients who have taken advantage of cross-country moves to let go of old mistakes in their businesses, replacing weak policies with strong ones and updating to more powerful branding. I think of clients who, after a few years off in a paid industry position, have reopened their businesses with stronger networking relationships and greater confidence to take advantage of them. Or clients coming back from extended leave caring for family members who have tackled the reopening of their businesses with the inspired hindsight that comes with plenty of forced reflection time.

Whatever your situation, look for the opportunities. Is your rebuild a chance to pursue a switch to a new service you’ve wanted to offer or have been training for, or to drop one you’ve long stopped enjoying? A chance to fix old policy or rate mistakes? To focus your marketing message and projects toward a different clientele? To replace a musty logo or that business name that just never quite worked? To build a new website better suited to position you as the go-to dog trainer, dog walker, or dog daycare in your area?

When you’re done, when you’ve reached the other side of this process, what do you want it all to look like? In short, envision how you can emerge from your rebuild stronger, happier, and more successful.

Make a plan
The best way to achieve a vision is to make a plan to get from where you are now to where you intend to be. Start by identifying changes you want to make. Now lay out the steps that need to be taken. What literally needs to be done? If you tend to think in large categories, break your categories down into concrete tasks. If you start with a huge list of small steps, organize those into categories. Then identify which tasks you need to do yourself, which require the input of others, and which can simply be delegated.

Put your steps into priority order. Place them on a timeline, noting both when they need to be done by and, most importantly, when they will actually be done. Block out time and assign tasks to your calendar so that you can literally see how and when each step will be done.

Taking the time to plan this way can bring great peace of mind, helping to quiet doubts, fears, or worries about what’s possible. As one of our clients who contributed to this article explains,

“At first I felt pretty hopeless. I didn’t know how to begin rebuilding. I started by listing everything that had worked well before, and thus decided what things could stay the same. Then I dug into what hadn’t been working well and came up with alternatives. I think breaking it apart this way, and realizing how much of my previous business model was still viable, gave me the hope (and strength) to tackle the thinks I wanted to change.”

Communicate with clients
How much you share with clients about your rebuild and the reasons behind it depend on your situation as well as your comfort level with transparency. It’s more appropriate to share the reasons behind a rebuild precipitated by a natural disaster than one forced by a partnership breakup, for example.

As you consider how much detail to share, keep this in mind: Your relationship with your clients is largely one of service, support, and expertise. In other words, your job is to be there for your clients. While they care deeply about you and probably think you walk on water, it’s still kind of all about them. So though it makes sense to share the bones of your story—a move due to a spouse’s job relocation or to be closer to family now that you’re starting one, a facility lost to a storm, a partner moving on to new adventures, a break to care for an ailing parent—avoid a long accounting or one that is overly personal or emotional.

No matter the situation, take a positive stance in your telling, focusing on the opportunities to make changes and improvements. Share with clients how these changes benefit them. Where possible, do so in a timely manner, keeping clients in the loop to avoid any upset from surprises. For example, if you’re selling your business due to a move, don’t wait until the last minute to let clients know you’re leaving and to tell them how awesome your replacement is. They’re more likely to make the transition comfortably with time to digest the change.

Get support
If you’re struggling to assess your situation or identify the opportunities present in your rebuild, if the planning process seems cloudy or you could just use a shoulder, reach out for help. Seek support from a friend who’s good at organizing and cheerleading, or from successful colleagues, or from a well-qualified business coach. Rebuilding a business is stressful and demanding, even when it’s something you’ve chosen. There’s no reason to do it alone, and you’re more likely to meet with success with support in your corner.

Breathe and believe
Over our years supporting dog pros we’ve guided many clients through business rebuilds of one kind or another. They’ll be the first to tell you it was well worth it and that they’re better off for it. So if you’re contemplating a do-over, or are in the midst of one as you read this, take heart.

Here’s some extra inspiration from one of our clients who contributed her experience to this article. Her words echo sentiments we’ve heard from many others:

“Take [your situation] as an opportunity to overhaul your business. It really can be a blessing. I changed my marketing message, decreased the size of my service area (less drive time, yay!), and ended up working less hours and attracting really amazing clients. It will take a lot of time and effort, but it’s so worth it in the end.”

What she said. So take a deep breath and believe in your vision and your ability to get there. And please be sure to reach out for support if you need it, or just to share your success with us. We’d love to hear the story of your rebuild.

Making Difficult Conversations Less Difficult

Tia · Sep 30, 2019 ·

As positive reinforcement-based dog professionals, we tend to care deeply about others’ feelings, and naturally dislike conflict. For many of us, just the thought of a difficult conversation makes our stomach turn. But take heart when faced with one. It means you’ve made a decision to improve something in your situation. Hold on to that thought as you prepare.

Difficult conversations come in many forms, from everyday business communications like the sales moment at the end of an initial consultation or meet-and-greet, to dreaded conversations such as letting a client or an employee go, and everything in between. Whatever the situation, a little preparation can provide big payoffs in your confidence and comfort level, as well as the outcome.

Here are some steps to help you plan and prepare – and hopefully take some of the discomfort out of the situation.

Determine your desired outcome
Having a clear picture of your goal – what you want the outcome of your conversation to be – will help you create a plan.

Start by asking yourself a few questions pertinent to the situation. For example, is there only one acceptable outcome? If your goal is to end a relationship with a client, period, end of story, there is only one outcome. But would you consider another result? Let’s say the client promises to abide by your cancellation policy, would you accept that and continue offering your services? Or if an employee admits she hasn’t been doing her best work but is committed to doing better, are you willing to give it another go?

Also consider whether you’re willing to provide any support. If you’re cutting ties with a client, will you provide a referral to another dog pro who can help her? Are you willing to give the employee a recommendation for another job?

Setting your parameters ahead will help you stand firm in the moment, preventing temptation to give into pressure if you’re asked to reconsider your decision, and making sure you arrive at your intended outcome.

Choose your mode of delivery
With so many means of communicating these days, it’s important to think through the best mode for delivering your news.

How do you typically communicate with the person you plan to reach out to? If it’s someone you see regularly, and you’re both used to meeting face to face, this might be the best option. If you rarely see each other, a different mode might work just as well to achieve your outcome.

In many cases, a well-crafted email provides a professional delivery method for your message while serving as a nice buffer, giving the recipient some time to think and digest before responding.

A phone call or face-to-face meeting is the most personal way to have a conversation, but it does leave open the possibility of an uncomfortable exchange. If you decide to have a personal conversation, it will help to practice what you’ll say. More about that in a moment.

While sending a text message may feel most appealing, ask yourself whether the information you need to convey is likely to be well received via a text message. If you’ve ever consoled a friend who has been dumped via text message, you know it doesn’t feel good – nor does it typically provide closure. Texts also invite an immediate response, which could mean receiving a flustered or angry one.

If you’re unsure which communication mode is best, try imagining the conversation in each mode. Put yourself in the recipient’s shoes to imagine how it might feel to receive the news over the different mediums, and also consider what mode of response will be most comfortable for you to digest.

While we do live in the age of instant communication, remember that you’re representing your business – whether as a service provider or an employer – so ultimately you want to choose a mode that is comfortable and appropriate for both parties, and that enables you to present yourself professionally.

Choose your words
What are the first words that come to your mind when you imagine the conversation? Write these down, say them out loud, then pause! Chances are your patience is already spread thin by whatever issue has necessitated the conversation, so these first words may not be the most positive. That’s okay. You’re just planning right now, so let yourself have those thoughts. There’s almost always emotion tied in when we’re facing a difficult conversation, so this step may be cathartic – just what you need to move forward with a clearer mind. Don’t you feel better already?

Now think back to the desired outcome you identified earlier. First, what are the most concise words you can use to communicate and achieve that outcome? Next, think about how can you frame your words to apply empathy and kindness while making your point clear enough to achieve your goal.

Include language that communicates the ‘why’ behind your decision. Lack of understanding is often the culprit when conversations don’t go as we’d hoped. If possible, share some common ground. For example, if you’re letting go of a dog who is stressed in your group walks, talk about your common goal of giving Fido a healthy and fun outlet for his energy, then share why you feel group walks aren’t working for Fido. If you’re dealing with a client who isn’t following the training plans you’ve provided, remind them of your mutual goals for Buddy, and that you’re unable to accomplish them without their commitment. Drawing on shared thoughts, feelings, and goals can help you communicate from a place of mutual understanding, making the rough news easier to hear.

Practice it
If you decided to communicate in writing, give yourself some focused time to draft and edit your text. Have someone else read it, too, to ensure that the words clearly express the outcome you’re aiming for.

If your conversation will be in person or by phone, think through how it might go. Do some brainstorming with a trusted friend or colleague. Imagine potential questions or push-back that could come up during the conversation. While you’re unlikely to imagine every way a conversation might go, simply exploring the possibilities in advance will better prepare you for what might happen – and help your thoughts stay more organized in the moment.

Once you’ve crafted some language you’re comfortable with, take some time to practice saying it. Stand in front of the mirror, or videotape yourself. Or better yet, do some role play with a friend. It will likely feel awkward at first, which is precisely why it’s good to practice! The more comfortable you are in the actual conversation, the more likely you’ll achieve your desired outcome.

If the conversation you’re preparing for is one you anticipate might cause the other person to become upset or angry, remember there will be two sides – be sure to practice beyond just what you plan to say, imagining and responding to potential responses. Don’t fret this step too much, if you practice a few scenarios, you’ll likely feel more confident handling whatever direction the conversation takes.

And remember, both while practicing and during the real conversation, pause and think about your words before you say them.

Deliver the news with confidence
Most of us got into this business because we care deeply about dogs and their well-being. We use positive reinforcement-based principles to develop relationships built on trust and mutual understanding. We also tend to care a great deal for the people, and with a little planning we can apply the same principles to our difficult conversations. Whether it’s with a client, a staff member, or a business partner, we can achieve our desired outcome with grace and minimal discomfort for everyone involved.

When the time comes to deliver the difficult news, whether you decide to have the conversation in person or in writing, set the tone. You are a professional representing your business. Remind yourself what’s in it for you – the ‘why’ behind your decision and how the outcome will improve your situation.

While these types of conversations are rarely fun, taking some time to plan and prepare can help you deliver difficult news like the pro you are!

Mastering the 3 S’s in Your R+ Dog Business

Veronica · Oct 3, 2021 ·

As a R+ dog pro, you know all about working the 3 D’s with dogs—that’d be distance, duration, and distraction, of course. But what about the 3 S’s in your business?

We want to see you running a dog business that is financially Successful, without those stomach-dropping slow months. We want to see you doing that while enjoying plenty of downtime for yourself and your own dogs (including regular weekends and even vacations!), because only then is your success truly Sustainable. And we want to see you standing at the helm of a business that is Stress-free because you feel confident in all aspects of your work—even the marketing and pricing and sales bits.

If this sounds like something you want, too, here are four guiding principles that will help you master the 3 S’s!

Principle #1: Less Is MORE
Less is more can be a challenging concept to embrace, but it is both freeing and critical to success for you, your business, and the clients and dogs you serve. Less is more is ultimately about setting everyone up for success. Once you give in to this concept you’ll see endless opportunities to apply it but to get you started, here are a few:

Stop trying to serve everyone. Instead, focus on serving the exact right clients for you. Imagine working only with clients you love, never again losing sleep or energy or peace of mind to those who wear you down, bring you down, or who just don’t fit. Identifying your ideal client avatar and then building your marketing, services, and onboarding processes to attract them will increase the success of your business as well as your long-term enjoyment of it.

Stop trying to do everything. Our attempts to serve everyone often lead to trying to do too much. Our service offerings become overly complex and the number of choices on offer become overwhelming enough to actually lose business. If this is you, look at simplifying your services based on the needs of your ideal clients and your professional understanding of what is best for the dogs—and also what works for you. Confidently standing behind services you’ve crafted based on these parameters will mean better results for you and the dogs.

Here’s one exception to the less is more rule: Trainers, when it comes to training packages, bigger is almost always better. Dogs and their people will always benefit from more time with you, and your business and your personal sense of satisfaction will benefit, too. Selling less training than is necessary to create the best chance of helping clients reach their training goals is a disservice to the client and the dog, not to mention your business and peace of mind.

That said, when you get to work inside those larger packages, less is more still applies—it’s always better to train fewer things to greater proficiency!

Principle #2: You Cannot Do ALL THE THINGS
If you often feel like the proverbial hamster on the wheel, or like you’re stuck in an ongoing juggling act, or perhaps like you’re drinking from a firehose, then this principle is for you. When running a business alongside everyday life it’s easy to end up with a schedule that is literally impossible to keep. We never feel on top of things because there are simply too many things.

Creating a truly sustainable success—one that includes comfortable work / life balance—requires turning in our busy badges for a focus on top goals and priorities. When we don’t prioritize what’s most important to us, both in our businesses and our personal lives, it’s often those things that matter most that get the short shrift. We work hard only to feel like we haven’t gotten anything done. Those important work projects (like marketing, for example!) get endlessly pushed off. Time for the things we love most (like family or our own dogs) gets lost. We tell ourselves stories like it’s not possible to take a vacation, and these stories become embedded in our industry belief system.

But when we give ourselves permission to stop trying to do all the things in favor of focusing on the things that matter most, we find there really is enough time. Using tools that protect our goals and priorities, like a master schedule, the 3 D’s (do it, delegate it, or drop it!), and the word “No” help build a truly sustainable success.

And if that word “No” gives you the willies, consider this: Every time you say “No” to something you are saying “Yes” to something else. The reverse is also true. Next time you’re considering saying “Yes” ask yourself first: What will I have to say “No” to in order to carry out this “Yes”? Which is most important?

Principle #3: DONE is Better Than Perfect
We are an industry of caregivers. As such, we are easy prey for imposter syndrome, perfectionism, and plain old fear—fear of failure, of criticism and judgement, of rejection. These struggles (along with a lack of clear industry standards for guidance) keep us from moving forward and reaching our full potential. They make it hard to confidently market and sell our services. They keep us from pursuing innovative ideas and launching new services.

This is a shame. There are so many dogs and dog lovers out there who need us—who need our knowledge, skill, compassion, and caring. If you find yourself holding back, waiting until you’ve got something just perfect (your website, your puppy program, your walking service, another five years of experience under your belt), we encourage you to take a deep breath and PUT IT OUT THERE. No matter how much time, energy, or detail you pour into something, there will always be improvements to make. How many dogs are going without your positive impact while you struggle toward perfection?

The point is to serve. If you can make a positive difference now, do it. You can continue to perfect your business and services as you serve.

Principle #4: We Are Better TOGETHER
This is the most important principle of them all because it makes all the rest more doable. For too long we’ve been an industry of reluctant loners, each isolated and struggling alone. What we’ve found among our THRIVE! members and Dog Walking Academy grads is that coming together as colleagues instead of seeing one another as competitors leads to more successful, sustainable, and stress-free businesses for all.

It’s simply easier to apply the principles of less is more, you cannot do all the things, and done is better than perfect when you have a community of like-minded R+ dog pros egging each other on, sharing great ideas, inspiring one another, supporting positive choices, and celebrating each step along the way. Together we are smarter, bolder, more creative, more engaged, and more confident. Together we are quicker to master the 3S’s to enjoy financial success, sustainable work and life balance, and the confidence and skills to run a stress-free business.

Could you use support mastering the 3 S’s and putting these four principles into play for yourself? If you’re a R+ trainer we invite you to join our THRIVE! waitlist to be the first in line next time we open to new members. If you’re a dog walker, you’re invited to join our exclusive group of professional dog walkers by enrolling in the Dog Walking Academy.

What To Say & How To Say It

Veronica · Nov 1, 2021 ·

A client calls to cancel a training appointment or dog walk, knowing it’s against your policy. You show up for a training session to find the client’s not done their homework again. You decide a student and her dog would be much better off in private training. You realize it’s time to let a client go. All of these situations require a difficult conversation. Putting such conversations off only makes them harder. Rushing in too fast can make the situation worse. So what do you say? And how do you say it?

Here’s the 3-part dogbiz formula for finding the right words for any situation:

Set your conversation up for success with the 3 Ps
Humans are complex. We have ability to engage in complex language. We have complex emotions. We each carry a lifetime of complex experiences that influence how we interpret the world around us. Put all that together and it’s no wonder we often find it difficult to get along, to hear each other properly, to respond to situations as calmly and rationally as we might.

Challenging conversations are more likely to go smoothly when we take the time to think them through, from both our perspective and the clients’. The 3 Ps—Prepare, Pause, and Plan—can help us do that.

P #1: Prepare
Before heading into any conversation, get clear with yourself about your conversation goal. Setting parameters ahead will help you craft your approach and stand firm during the conversation, avoiding temptation to agree to an outcome you regret afterward. What do you want to happen as a result of the interaction? What will success look like? Are there any alternative outcomes you’re willing to entertain?

Answering these questions is much easier when you have clarity about your services, who they’re ideally meant for, and how they’re meant to be used. If you find it difficult to set a conversation goal it may be helpful to spend some time clarifying your service details, policies, and the ideal clients you’d like to attract.

P #2: Pause for perspective
In step two we take time to consider the situation from the client’s perspective. We often enter these conversations focused on our own needs and emotions, compounded by our concern for the dog. With all of that swirling in our minds, it’s easy to overlook the person we’re talking to. But to reach that person, to connect with them and communicate effectively we’ve got to be able to step into their shoes.

Take a few minutes to consider these questions. Writing your answers down will help when it comes time to craft the language for your conversation.

Why might the client/student be doing (or not doing) something?
What needs might they have?
What might their priorities be in the moment?
What emotions may be involved for them?
How might they be experiencing the situation?
What’s in it for them? How will your outcome goal benefit them?

P #3: Plan
Now it’s time to plan what we’ll say and how we’ll say it. As you craft your first draft, keep your goal forefront of mind to ensure clear communication of your intended outcome. Also keep an eye on your answers to the perspective questions. This will help you communicate with empathy, increasing the client’s receptivity what you have to say. Be particularly sure to include your why—your answer to what’s in it for the client. How will they benefit from what you’re communicating?

Step away from your draft for a bit. Now try reading it from the client or student’s perspective. Are you saying what you mean to? How else might your words be heard?

Once you’ve got a solid version, practice your delivery to tighten up your words and build your confidence. (It’s absolutely okay to communicate in writing if you feel you’ll be more successful or more easily received that way.)

The 3 Ps in Action
Let’s look at an example of putting the 3 Ps to work. Say a client calls to tell you her week has gotten away from her and she needs to cancel her day training transfer appointment, even though your cancellation policy is clearly stated in your contract and you’d explained it up front during your initial consult. You’d also explained the importance of the transfer sessions and the client’s role in attending them.

Step 1: Prepare
What is your goal for the conversation? In this case, it’s simple: To convince the client to keep the appointment. You want to protect your schedule and revenue. You also want to protect training progress for the client and the dog.

Step 2: Pause for perspective
It’s very frustrating that the client wants to cancel, even after the care you’d taken to explain the critical role these sessions play in the training plan and its success. But let’s take a deep breath. The client obviously cares about her dog, or she wouldn’t have invested in a training package. And she clearly want results or, again, she wouldn’t have invested in a training package—especially a more expensive one in which the trainer does the training. This isn’t a lack of care.

And though it can be easy to focus on personal feelings, such as frustration or feeling disrespected by the client’s request, the more likely culprit is simply overwhelm. The client has put too much on her calendar and is feeling stressed. She’s looking for a release valve, something to remove from her schedule to take some pressure off.

Step 3: Plan
The job, then, is to convince the client that she stands to lose more by missing the appointment than she stands to gain. We know she cares about the dog. We know she cares about the training results. We know she’s invested a lot of money to get those results. Protecting that investment and those results, helping her achieve her goals, gain relief from stressful walks, and enjoy her dog—this is our why, what’s in it for her to keep the appointment.

With all of this in mind, our script might go something like this:

I’m so sorry this week’s feeling so stressful. We can reschedule our Friday appt., but before we do I just want to make sure it’s really the best option for you. Remember, as I explained at our consult and in our contract, I’ll have to charge you for the appointment, and we’ll be slowing down progress toward being able to enjoy your walks with Charlie. He and I are making some great strides and I hate for you to lose the opportunity to take advantage of that, given all the money you’re investing in his training. Before I take our appointment off the calendar, are you sure we can’t make Friday work?

This script makes the goal clear: We want to keep this appointment. It also leaves no room for alternate outcomes. But it’s delivered with empathy and caring, both for the stressful week the client is having and for the frustrating walks that brought her to us in the first place. We are standing firm about our intended outcome because we care about the client’s success.

When we go into difficult conversations with the 3 Ps we’re much more likely to come out pleased with the results. If thinking on your feet in such moments is not your strong suit, make a list of the client conversations you most dread. Take some time to use the 3 Ps to set yourself up for success ahead of time. Prepare for each with a clear goal. Arm yourself with a caring perspective from the client’s point of view. Then plan what you’ll say to communicate your goal from that place of empathy. Add a 4^th P—practice—and you’ll be ready for any conversation that comes your way!

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