Broken Windows in Business : Part 2

Broken Windows, Broken Business: How the Smallest Remedies Reap the Biggest Rewards
by Michael Levine

(Page 2 of 3)

Giuliani, speaking to the Conference of Mayors in May 2000, added to that sentiment: "New York City during the 1960s, '70s, '80s and into the early '90s served as a symbol of decline. I keep a national magazine cover describing New York City in 1990 as 'the Rotting Apple,' a city in decline. And at that time, people in the City of New York accepted it. They accepted the idea that this was our lot in life: that we were an old city that had seen our greatest days . . . the perception was that things were never going to be as good as they used to be."

Notice that the "perception" of the city's population is what is being mentioned here. The more people saw their city as a place with a glorious past and a mediocre present, the more it became the truth. It wasn't until the little details, the minor infractions, were dealt with that the quality of day-to-day life for citizens of the city showed noticeable improvement, and at that point, real change could be achieved.

Now, how does this apply to business?

The broken windows theory is all about the unmistakable power of perception, about what people see and the conclusions they draw from it. It doesn't claim that cracking down on graffiti will lead to fewer murders; in fact, crime rates overall are not necessarily affected by the theory being put into practice, as Wilson himself acknowledged. What is important is that as the quality of life in these areas improved, even on a scale that might seem insignificant, the population began feeling better about its surroundings, and that led to significant change: People spent more time out of their homes, participating in events and patronizing local businesses.

In business, perception is even more critical. The way a customer (or potential customer) perceives your business is a crucial element in your success or failure. Make one mistake, have one rude employee, let that customer walk away with a negative experience one time, and you are inviting disaster.

I work in the public relations business in Hollywood. I have represented Barbra Streisand, Charlton Heston, Linda Evans, Fleetwood Mac, Vanna White, Demi Moore, Michael J. Fox, Robert Evans, and Michael Jackson, among many others. I understand the power of perception, and believe me, it can be devastatingly powerful - for good or for bad.

Perception is also something that happens in the blink of an eye. There is nothing more fleeting than a first impression; it is made in a heartbeat. But a perception can be made at any time, even after you have been acquainted with a person or company for years. And opinions turn on such perceptions.

For example, let's say you have bought your coffee at the same store every day for the past five years on your way to work in the morning. You've gone there unfailingly, sometimes added a bagel or muffin, and occasionally stopped in at lunchtime. The counter staff knows your name, knows your usual order, and can anticipate your preferences.

But one day, even without thinking about it, you happen to notice as you stand in line waiting to order that the walls haven't been painted in years. There are slight cracks and chips in the paint just behind the counter help. It's never occurred to you before, but that small perception makes a difference.

Maybe you start to wonder if those paint chips aren't falling into the coffee or onto a surface where rolls and bagels are cut and prepared for sale. Perhaps the fact that you noticed the paint job makes you realize just how long you've been waiting on line every morning. It's just possible that you consider which other aspects of the store's physical plant - including its cleanliness - might be in disrepair. You might end up by wondering exactly why you've been frequenting this particular business all along.

That one little perception can pack an extraordinary wallop, can't it?

Now, nothing assumed in this scenario is necessarily true: There's no reason to think the coffee outlet's cleanliness, commitment to service, sanitary conditions, or food preparation are at all in question. But you perceived one flaw, and from that allowed your mind to wander into territories it might not have ventured without some direction.

It's not a place the owner would want his customers to go. And if he takes care of broken windows like the paint job, he can avoid such mental journeys. It's better to create a positive perception, of course, but avoiding the negative ones is far and away the most critical thing one can do to attract and keep customers. There is no alternative for an unbroken window, other than one that is under repair.

Let this book be your manifesto, your obsession, your bible of perception. From this moment on, consider how everything seems to your customers, your employees, the public in general. Yes, you have to care about what really is, but you also have to concern yourself with the way things appear to be.

Copyright © 2005 by Michael Levine

About the Author

Michael Levine is the author of eight of the most popular reference books of the last decade. His 1984 The Address Book-How to Reach Anyone Who's Anyone and its seven consecutive sequel editions set standards for accuracy, completeness and public acceptance. Additional books include Take it from Me, 7 Life Lessons from Noah's Ark; How to Survive a Flood in Your Own Life, and public relations for the digital age, Guerrilla PR Wired. Levine's essays on a range of subjects have appeared in various prestigious publications including the L.A. Times, The Hollywood Reporter, San Francisco Chronicle, The New York Times, USA Today, and National Review.