In our organization there is only one thing that will get me into an upset boss mode. That is if we do or don’t do something that will have a negative impact on a client.

There are many ways to accomplish a task. When choosing between two options we choose based on what’s best for the client, regardless of cost (within reason), or how much harder it is to accomplish. We build our processes to accommodate the client from the very beginning.

If we do something and it doesn’t feel like it’s best for the client, we re-do it.

We all know how it works around here. I can be comfortable that if I’m not involved the client is still going to win.

Great customer service is a worthwhile goal. What else can this attention bring you as a leader?

We’ve probably all used this phrase – “The customer is always right!”

We know this isn’t always true. In fact customers can be downright unreasonable at times. It’s simply a catch phrase that shows you honor the customer. And, conversely could be perceived to dis-honor our processes and our people if you merely utter the phrase without building the structure to naturally support great customer service.

Be careful. If as a leader you view yourself as a referee between your customer and your employee you have created a natural confrontation and a winner and a loser.

The paradox is that you might think trust is built with your team if you intervene and defend your staff member in the conflict with a customer. This is winning a battle while setting yourself up to lose the war.

The truly successful customer service organizations make it appear as if the customer is always right. This comes from solid process that creates a discipline throughout an organization that guides decision-making without a lot of rules.

That consistency is what builds trust with your team.

Photo credit: University of Salford

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