The Sadr Cycle Part Five, Aka (T)
How to Transfer or Terminate a Relationship for Maximum Productivity
September 25, 19XX
TO: XXXX XXXXXXXX
FROM: Ryan J. Jones
RE: Transfer plan regarding subject #3123 aka “Thad”
Dear Sirs and Madame:
Thad and his family have adjusted well to their lives in the United States. Thad’s older child has proven to be nearly as brilliant as his father and will graduate from MIT next spring. Thad’s work has been a positive and essential addition to keeping the United States of America secure.
I am confident of Thad’s commitment and loyalty to PROJECT Q. We have developed a sincere friendship, and this mission has proven to be fruitful and positive for all involved. As I am certain of Thad’s loyalty to his newly adopted home country, I am hereby informing all pertinent individuals that I will be implementing a plan to transfer Thad to his new case officer. The transfer plan will be put into effect immediately.
Sincerely,
Ryan J. Jones
THAD’S STORY PART FIVE
I was emotional as I was driving to Thad’s house, most likely for the last time. Thad and his family had settled in very nicely in a small town outside of the greater Boston area. His children were thriving in school, while his wife had made friends in the community and had even started writing again. One of his sons had discovered basketball and was playing on his school team. Life was going incredibly well for them, and I was grateful to have had a hand in giving them a new chance.
My superiors were very pleased with the work I had done on this project, but I’d soon be leaving for the Middle East and I had no idea how long I’d be gone. It was time to transfer Thad.
Transferring or terminating a target is never fun, but I like to remember that the nature of my relationship with targets is unique. Targets have provided our government with services in exchange for something they want—and I have facilitated that scenario. But that doesn’t mean that I don’t sincerely care for the well-being of that person—I do. Thad was one of the most intelligent people I have ever met in my career, and I have had the privilege of meeting some of the brightest men and women in the world. Thad was also gracious, kind, and a great conversationalist. I always left our meetings feeling informed, like I had just had a good time with a lifelong friend. Telling him I was going to have to transfer him to a colleague wasn’t something to which I was looking forward. And based on my past experiences, this process wasn’t always smooth.
As I pulled up to the house on a crisp afternoon in late fall, Thad was sitting on the porch in a chair wearing a sweater. He hugged me and patted me on the back. We went inside. Unlike his home back in Russia, Thad’s new home was warm and cozy. One of the first things Thad had done when he arrived was to start collecting books. He had built a large bookcase for his living room and was slowly curating an excellent library for himself. I sat on the sofa, taciturn. “What is wrong?” he asked. “You seem upset. I hope you are not unwell.”
I looked up, leaned forward, and said, “I am. I have to talk to you about something today and I admit it’s very hard for me.”
Thad looked nervous. “Wait, you’re not sending us back, are you? You promised that couldn’t happen!”
I assured Thad immediately that this wasn’t what I was here to discuss. “No. You never have to worry about that. I gave you my word.”
Thad sighed with relief. “I’m sorry. I should never have doubted you. But please, tell me what’s wrong.”
“Thad, I’m moving on to another project that will take me out of the country for an extremely long time. That means I have to transfer you.” Thad looked confused but didn’t seem overly upset. “I won’t be able to be your case officer anymore. A colleague of mine will be taking over immediately. I don’t know when you’ll see me again. I’m sorry, I hope you understand.”
Thad sat back in his chair and rubbed his hands together. “This is disappointing, and I’m not sure what to think, but I understand. I’m always going to be grateful for what you have done for my family.”
I stood up and said, “I have something for you.” I pulled out a small package. Inside was a Hager watch, an American-made watch that was initially available only to CIA officers. “You’re an American now. Wear this in good health.” Thad smiled when he saw the gift. Since moving to the United States, his watch collection had grown significantly. “You’ll be hearing from your new case officer soon. He’s going to be your go-to guy from now on.”
I bid goodbye to Thad and his wife and kids. As I drove down the street, I saw Thad waving in the rearview mirror. I said a silent prayer that they would all remain safe and happy here in America.
THE SADR CYCLE PART FIVE:
The (t)
By now you know that the SADR cycle has four main components, but my colleagues will be quick to tell you about part five, also known as “(t).” The “t” stands for “transfer” or “terminate.” Every relationship cultivated during an operation must be wrapped up—there are no loose ends. Case officers must move on to their next mission, and decisions must be made about recruits—are they transferred or terminated? If you’re wondering if “terminate” is literal and recruits are killed, you’re wrong. People involved in the operation continually assess the case and determine if a recruit is still of value to the intelligence world. If he is deemed valuable, he will be transferred to another case officer. While the developing and recruiting—the most difficult part has been done—the new case officer will be charged with creating his own connection. This can be difficult when a recruit has been accustomed to his case officer. A recruit needs to feel secure and know that his new contact will manage his well-being and the safety of his family. If a recruit is no longer considered valuable, the relationship is terminated. In that case, it’s almost like a breakup, but it is handled with the most delicate of kid gloves. Emotions must be managed. The asset is told the information they’re giving is no longer deemed valuable for payment and that the relationship must end. Obviously, this person can get very angry and blow the officer’s cover, which presents a real problem.
THE FLAWLESS TRANSFER:
THE ULTIMATE EXAMPLE OF GOOD CLIENT MANAGEMENT
The stakes are highest when an individual feels neglected or even betrayed when moved to a new case officer. Because the transfer can be so difficult, it is handled very carefully. What I never anticipated from my intelligence training was that I was learning an invaluable lesson about client management. We all know that when you’re an entrepreneur or small businessperson, it’s tempting to try to handle everything yourself. We want to make sure the biggest and best clients are treated with respect and feel they are getting your personal attention. Entrepreneurs also learn that if they want their business to grow they must continue expanding the company’s Rolodex. The CEO or head of any company needs to think like a spy—and move forward or die. It’s nearly impossible to keep building a business when personally managing all of the important client or customer relationships.
The United States has intelligence officers planted all over the world who are constantly gathering information. Yet it’s often the case that businesspeople don’t make a point of continually collecting information on their most important assets—their clients and customers. One of the most valuable lessons I’ve learned from my training is that arming yourself (and your team members) with information is the key to transferring a client or customer successfully to another team member, affording the time to grow the company to new heights. At Spy Escape & Evasion, I’ve created a practice where team members are carefully briefed before they take over client relationships. This is a two-part process that has kept clients happy, allowed team members to do their best work, and provided opportunities to upsell and make repeat sells to our very best customers.
Phase One: Preparing Your Team Members
Make the right match: Be deliberate about transferring a client to a new point person. Don’t simply make decisions based on who on your team has the most time available to take someone on or who has the most experience. Take things a step further and consider who will click with whom, who has commonalities, or whose personality would be the best fit. If you have an incredibly high-energy team member, you’ll have to consider if they are really the best match for a customer who is reserved and low-key. If you have a customer who requires patience and hand holding, think about who on your team is especially equipped to handle that.
Keep in mind that in the spy world, transfers have the greatest chance of success when there are fewer people involved in the process. Spies are all about one-on-one interactions. Obviously, this kind of ratio isn’t possible to duplicate in many businesses, but there’s something to be learned from it. Personal, uncomplicated relationships have the greatest chance of flourishing. At Spy Escape & Evasion, we aim to make our customers feel like they’re working with a small business, and we intend to retain this feeling as our company grows larger.
Lay out all expectations in detail: It’s impossible to meet expectations if you don’t know what they are. That’s why a spy is carefully briefed about the expectations of every aspect of a mission. What is he there to do? What kind of information would be deemed useful or valuable?
Whenever I bring on a new client and am ready to transfer him to a team member, I carefully disclose all of the expectations this person has that must be met. If I guaranteed a large order would be fulfilled in ninety days, a customer’s new contact at my company needs to know that. Any discounts, promises, concerns, or potential issues need to be made available to the new point person in order for this relationship to succeed. Ultimately, strong sales result from good customer service—and that begins when expectations are clear and transparent.
We take detailed notes on what we call a client contact sheet. Such detailed notes about interactions, personal details, and any bumps or bruises that have been encountered can be invaluable for client retention.
Brief your team member on the customer. Include as many details as possible. Ryan and Thad’s story shows how hard intelligence officers work in order to really get to know a target. I make a point to never stop developing a relationship with my customers. I always want to know what they want, what they feel they need, and generally what their lives are like. Obviously, a mother of four is likely to be interested in different products than a young kid who is just going to college. Just as Ryan continued to learn about Thad, I’m always trying to understand what makes a person tick. Staying up to date on how customers are doing as people is about being a good human being and placing yourself in the best position to serve them well. Just like in the intelligence world, the more information I have, the more smoothly the operation can run.
Habitually record data to provide the best customer experience: While I’m fortunate to have a fantastic team I work with and whom I trust implicitly, I make sure to keep detailed records about not just what people are buying and when, but what’s actually going on with our customers. If someone has had a baby or gotten transferred to a new company, we want to know right away so we can continue to meet their needs in the best way possible. Every time an intelligence officer like Ryan met with a target, he would fill out a contact report. We use the very same system in my office. Every time contact is made between customer support and a customer, a report is filled out so that anyone in the business can access the information. Obviously, it’s not our business to pry very personal information from people, but when we learn that “Thomas Smith loves golf and takes several golf outings a year,” we’ll note that. The next time one of us talks to Tom, we will ask how his last golf trip was. This is incredibly easy to do, and it has the effect of making clients feel like valued individuals. I’ve included a sample of an actual contact report tailored to fit the needs of my own business. While the information below is specific to me and my business, you can tailor it . . .
[ FOR YOUR EYES ONLY ]
CONTACT REPORT
DATE, PLACE & TIME OF CONTACT: 15 July 2017/20:00, Annual Survival convention
PARTICIPANTS: Lisa of Spy Escape & Evasion Team, Thomas Smith
Thomas is extremely pleased with the level of service. We included free tactical pens with his last order, which he distributed to his employees. He is interested in booking an in-company training with Jason. I also mentioned we have the Advanced Spy Course coming up in May. He is planning his big dream golf trip to Scotland for his fiftieth birthday in October.
FOLLOW-UP ACTION: Sent email 16 July 2017, including information about booking speaking engagement and Advanced Spy Course.
DATE, PLACE & TIME OF CONTACT: 29 July 2017/20:00, phone call
PARTICIPANTS: Lisa of Spy Escape & Evasion Team, Thomas Smith
Thomas booked in-company training. He has some questions about the Advanced Spy Course. Collected logistic information for training. Wished him well on his upcoming trip.
FOLLOW-UP ACTION: Sent Jason Hanson email with questions so I can provide him with most detailed answer. Set reminder to send birthday card from the company.
DATE, PLACE & TIME OF CONTACT: 12 September 2017/20:00, phone call.
PARTICIPANTS: Lisa of Spy Escape & Evasion Team, Thomas Smith
Called to see how trip was and finalize logistics for the in-company training. The golf trip went great and he’s planning a Christmas golf trip to the Bahamas. Asked if he had any further questions about Advanced Spy Course. He replied he was curious about the best hotels and restaurants. I think he’s close to signing up!
FOLLOW-UP ACTION: Send Thomas information regarding good hotel deals in Las Vegas. Ask Jason to send a personal email telling Thomas he’d love to see him at the Advanced Spy Course. Remind him there are only five spots left!
Phase Two:
Preparing Your Client or Customer for the Transition
When I decide to transfer a customer to one of my team members, I have no doubt that the customer will receive excellent service. Our number-one team motto is “Treat customers like family.” That essentially means that while I might be taking a step back, another family member is jumping right in. I don’t just stop all contact with the customer and let my team member take over. Though I have an incredibly capable team, I recognize that not preparing the client for the transition can put a strain on the relationship. That makes things difficult for both the customer and the team member. We make sure clients feel taken care of and that they’re in good hands by doing the following:
Making an Introduction
Before or during transfer, I reach out to the client and let them know how much I value their business. If I’ve decided Lisa is their best match, I’ll let them know I’m excited for them to connect with her, and I’ll be sure to throw in a few tidbits about why I think Lisa will be terrific. I’ll talk about how Lisa’s strengths and unique qualities will be a benefit to working with her. I want it to be clear that I’ve made a deliberate match—I’m not just tossing the business to whomever is available. I’m also sure to connect the client with Lisa directly. Depending on the nature of your business or the size of your account, you’ll need to decide if this is something that can be done over email, on the phone, or if it’s best to meet in person.
Reaching Out and Checking In
I know I don’t need to look over my employees’ shoulders (they always go above and beyond and overdeliver), but that doesn’t mean I don’t touch base with big accounts from time to time. Reach out periodically to check in, and reiterate that you appreciate their business and hope they’re doing well. This is an effective way to let your customers know you care about them. This is also an instance when contact reports come in incredibly handy. From the example provided above, I learned that Thomas had returned from his big golf trip to Scotland, which meant I could ask him how it went and that I had useful information with which to establish rapport. These small but sincere personal touches often get lost along the wayside, especially with so much commerce being done on the internet. Don’t underestimate the impact of putting a personal, human touch on your customer service experience.
THE TERMINATION: PETER’S STORY
The following story featuring Magda and Peter demonstrates what happens when a relationship in the spy world isn’t running so smoothly.
“Magda” was brilliant, but it turned out that she was also very dangerous. I spotted her at a popular tea house in a neighborhood where many researchers and professors from XXXX XXXXXX University lived. It was a well-appointed neighborhood, with beautiful old buildings gracing every street. Magda was born in the Middle East but was educated in America at MIT. The background from my analyst suggested that her unique knowledge of XXXX XXXXXXX could be essential to new developments in biowarfare. I engaged with her after some careful observation and began the long cycle of developing her. I managed a warm introduction at a faculty party I had gotten my way into and set up the first meeting. It went well, and it was obvious she would be a fantastic asset to the United States government. I met with her in various cafes and restaurants throughout the city for many months. She shared our deep concern that her knowledge of XXXX XXXXXXX could be used to hurt innocent people in a terrorist attack. She felt comfortable with the idea that her information would be safer in the hands of the United States.
We agreed to meet at a museum near her office at a particular time, but she didn’t show up. Nor did she send one of our predetermined signals that would indicate to me that something had come up. My first reaction was to worry. I had carefully conducted a surveillance detection route and I was positive I wasn’t being followed. But was Magda being as careful? Making sure no one was watching me, I headed home and used our signal to contact her. She answered immediately. When I asked her where she had been, she stuttered and made up an excuse about being busy. I had given her a codeword, “tenure,” that she could mutter in the event she was being held against her will. She didn’t use the codeword, and it seemed that she had genuinely forgotten or hadn’t wanted to meet. This made me ask myself whether she was truly dedicated to our cause. I made it clear that I needed to see her the following morning and set up a time and meeting place.
When Magda arrived, she looked agitated. I asked her if she was concerned about her tenure, which was code for “is someone threatening you?” She said no, she wasn’t worried. She was just busy. She drank her coffee hastily and said she had to go. My heart sank a bit. For some reason, Magda had had second thoughts about what she was doing. She wasn’t fully committed, and an asset who is on the fence about what they’re doing is a massive risk. I went home and then set up another meeting with Magda. I could tell by the tone of her voice that she was reluctant to meet. I told her it was of utmost importance. When she arrived, I sat back in my chair and appeared serious, which she recognized. “What’s wrong?” she asked. I leaned forward and gently explained her services weren’t needed anymore. Her face took on a frightened look. “Did I do something wrong?”
I looked at her and, with a sincere half-smile, said, “Magda, you have nothing to worry about. Thank you, but your services are no longer needed.” I dropped cash on the table and walked out of the restaurant. I was sad to lose Magda—but an asset that isn’t dedicated to the mission is simply too risky. I’d have to find a new target.
THE CUSTOMER IS NOT ALWAYS RIGHT:
Learn to Cut Losses Quickly to Save Time and Money
The second that Peter felt Magda might not be fully committed to their work together, he had no choice but to let her go. By now you know that the development process takes a long time, so the failure to recruit her would have been a huge setback. But it’s impossible to risk working with an agent who isn’t fully dedicated, as the risk that they will be open to manipulation by individuals from other countries or agencies is too great. That’s why an asset who isn’t toeing the line will be terminated immediately. There are no second chances.
I’m certainly not suggesting that there should be no second chances in the workplace (everyone makes mistakes), but I am trying to relay the importance of saving yourself precious time and energy if a client isn’t being respectful and conducive to your mission. I can’t tell you how many times a friend of mine has told me a story about a bad client—a guy who is abusive, yells and screams, makes outrageous demands, and can never be pleased. Then I’ll hear about how people are bending over backward to make this guy happy. They’ll placate him for a few days or maybe a week, and then the cycle just starts over again. In my book, the customer is not always right. That’s the biggest myth in business. If someone is abusive to your team, difficult, and causing constant drama, they should be let go immediately. In the intelligence field, a bad egg is removed immediately, and I follow a similar creed in my own business. An uber difficult client isn’t worth any amount of money. A terrible client will infect your team and their morale like a cancer.
If you look at the resources and energy this individual is sucking up, you’ll see that, chances are, they’re not worth it. Time, energy, and even personal happiness are your most valuable commodities, and they should be directed toward finding new clients who exhibit acceptable behavior.
KNOW YOUR VALUES
(AND ACT ON THEM WITHOUT RESERVATION)
I remember the early days of starting my company, when I had just left a solid job at the CIA that had a regular paycheck and great benefits. All entrepreneurs know what it feels like to be building something from the ground up—it’s thrilling, but it’s also terrifying when you realize you don’t know when your next paycheck is coming (or if it’s ever going to come at all). If you let the fear of the unknown guide you in your decision-making process, you’re going to make choices based on money. This approach often results in taking on a client whom you know will be difficult or letting a customer batter around your entire staff because he’s “paying good money.”
When you join the CIA, you take an oath. After initiation week ends and you’ve spent an entire week with all of the other recruits, you’re taken to the CIA headquarters in Langley, Virginia. Everyone states the following:
“I, [name], do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; that I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties of the office on which I am about to enter. So help me God.”
Like all of my brothers and sisters in the CIA, I took my oath very seriously. I was proud to defend the United States of America against her enemies, without any reservation whatsoever. I decided that when I started my own company, I would outline my core values and beliefs, and I would make a pact with myself and all of my team members to follow them closely. A framed copy of my company’s core beliefs hangs in my office as a reminder of what I stand for. It reads:
Our mission for the survival business that I run:
Prepare and empower every American to protect their family, defend their freedom, and trust in God.
Our values:
Intelligence officers take risks to protect us every single day; they uphold their vow to protect America, and they take this vow seriously. I feel it’s just as important that I respect my own values and core beliefs when it comes to my business ventures.
My dedication to our core values was tested not long ago. A customer signed up for one of our advanced courses, which carries a heftier price tag than some of the others. He had decided to take the class after he had spent quite a bit of money buying various survival items from our website. Naturally, we were pleased when he signed up for the class, but then things got complicated. He started making excessive demands, yelling at my team and becoming irate if his emails weren’t answered within minutes. In short, he turned out to be a difficult and unpleasant individual. Without an ounce of hesitation, I emailed him and thanked him for his business, but I calmly explained that, due to his behavior, he was no longer welcome in the class. I also refunded his fee of several thousand dollars. He was very surprised. But as I looked up past the computer and saw my values hanging on the wall, I knew I had done the right thing for my company and my team.
[ SPY TIP ]
OWN UP TO YOUR MISTAKES
When something goes wrong with an operation, the intelligence officer in charge takes full responsibility, no matter what happened and no matter whose fault it technically was. If a client is upset because my team messed up an order or made a mistake, in the end it’s on me. I will own up to it and do everything in my power to appease that customer and make things right.
While I am honored to share what I’ve learned about business from my intelligence training, I can’t tell you what feels wrong and right to you. That’s personal and your choice. But I will say that having a zero-tolerance policy when it comes to difficult customers has enabled me to keep high-quality team members on board; it has virtually eliminated negativity from the work environment and has opened up time for us to seek out more fruitful opportunities. Whatever your belief system and wherever you are in the process of building your company, I highly recommend taking the time to lay out a mission statement and your core values. It doesn’t have to be a million pages long, and it may evolve as your company grows, but it’s immensely helpful to have principles to fall back on. When I was creating the mission statement and core values for Spy Escape & Evasion, I put time aside to ponder the following questions:
Since the day I wrote down answers to those questions, I haven’t had to second-guess myself. I never wonder if turning away a rude customer is the right thing; I know that keeping him on board is not something that’s acceptable to me. Taking the time to execute this simple exercise has probably saved me countless hours dealing with pain-in-the-butt people and rightfully angry employees.
HOW TO TERMINATE THE RIGHT (AND SAFE) WAY
Being a former police officer and intelligence officer has taught me a few important lessons about dealing with difficult or irrational people. Most customers and clients who exhibit unacceptable behavior are most likely harmless, but I take the approach that each case should be handled carefully and calmly. I follow these steps once it’s been determined that we must terminate a relationship with a customer:
Step One: Designate
Designate a person to execute the termination. At Spy Escape & Evasion, I am the only person who can terminate a customer. Depending on the size and scope of your company, figure out who has the authority, expertise and demeanor to do this professionally and carefully.
Step Two: Be Calm and Quick
Always remain calm, even if the customer is yelling and screaming. I know from experience that this can be difficult to execute, but you don’t want to ignite their anger further. You don’t need to spend an hour on the phone detailing everything they’ve done that has caused you to need to end the relationship. Also, always refund their money.
Step Three: Be Professional and Clear
Don’t bother talking about how the person has made people at your company feel, or how this is their own fault. An unreasonable person will simply not see the part they played in this situation. Clearly state that they’re no longer welcome to do business with your company.
Step Four: Stay Strong
Sometimes people apologize and swear they will change and that they really want to keep working together. Stick to your guns. This individual has already taken up lots of your valuable time and energy.
Step Five: Disengage
If the person sends an apology or an attack or tries to get in touch with your company in any way, do not engage with them. This is for your own safety and the safety of your employees. If someone is attempting to cause trouble or is angry, interacting with them will only push them. Much like you should avoid a stalker, you should never engage with an irrational client.
DON’T LET 20 PERCENT OF THE CLIENTS GIVE YOU 80 PERCENT OF THE GRIEF
While I’m grateful every single day that I took the plunge and started my own business, I will also tell you it’s one of the hardest things I’ve ever done in my life. Running your own company is relentless, and, whether you expect it or not, there is always something to do. I believe this is why it’s so incredibly important to spend some time thinking about your core values—and making a vow to follow them. I never forgot the oath I took as an intelligence officer on behalf of the United States of America. And as an entrepreneur and employer, I owe it to myself and my team members to follow through with those words hanging on my wall. To put it simply, I’m not going to let a handful of bad apples spoil the good thing we have going on at Spy Escape & Evasion. The next time you get an email or phone call from that dreaded client who is always stirring up trouble, consider whether or not it’s truly worth engaging with them. Being an entrepreneur is hard enough; don’t be afraid to send problem clients on their way so you can get back to doing the good work you really want to do.
[ SPY MYTHS DECODED ]
BEING A SPY IS ALL ABOUT NONSTOP ACTION. EACH DAY COULD INCLUDE ANYTHING FROM A HIGH-SPEED CAR CHASE TO A GUNFIGHT.
False!
If you look back at the story about Ryan and Thad, the most exciting moments were when Thad received a book or a hard-to-find part for his watch. Not terribly dramatic and probably very disappointing if you were expecting a shootout or a car chase. Since Ryan was doing his job right, it meant there was no drama—no guns drawn, no jumping off buildings or speeding away in a boat.
If Hollywood made a movie about what being a spy is usually like on a day-to-day basis, no one would want to see it. Being a spy involves incredibly detailed research, and this can take a long time. It also involves a lot of “casing,” or following an individual to learn their habits and patterns of behavior. The planning stages of an operation could take months or even years—and that’s a lot of time sitting at a desk. The truth is, if a spy finds himself in a fight, pulling out a weapon, or in a high-speed chase, it really means he’s screwed up and gotten himself into a terrible situation. Good spying means not drawing attention to yourself.