What happens to a business when leaders care about customer care? There are two answers. One short and the other, long. The short answer is that the business becomes a brand that is favoured amongst its customer segments. The long answer is that nothing about the business remains the same. Its vision for itself expands, it experiences a congruence between its values and its culture, there is continuous rejuvenation of its internal infrastructure to keep pace with changing employee and business expectations and finally, its profits come from a healthy balance between being a great place to work and a great place to do business.
As I said, there was also a long answer.
When leaders care about customer care, “care” permeates everything about the business. That’s because leaders who have accepted that their range of custodianship spans both internal and external customers, demonstrate a natural alignment to watchfulness. Any business that allows itself to be led by the groups that it serves, will have the natural advantage associated with keeping pace with evolving needs. The additional advantage is that the process of keeping up with customers’ needs, requires a business to be in constant shape-shifting mode, creating the space for advancements in technology and business processes to be onboarded easily.
Nothing about the business remains the same.
A low incidence of destructive conflict is one of the most telling signs of a business environment where care is at the core of its existence. Individual differences and personality collisions are viewed as instances of constructive conflict and embraced as natural companions on transition journeys.
I believe that when care is positioned at the core of a business, generating revenue becomes a consequence of maximizing the attention paid to both employees and to external customers. Meaning that in addition to leadership competence in basic operational matters, the business focuses on “doing things right” and “doing the right things” for both groups being served, so that neither group finds itself at risk of being neglected.
Care at the core of a business, means that customer engagement standards are defined clearly and, whilst they are primarily to be used as guidelines for maintaining harmonious interactions with external customers, they are parameters for protecting employee rights as well.
When leaders care about customer care, “care” permeates everything about the business.
Employee protection is needed to arbitrate those incidents in which customers violate basic human interaction codes with unacceptable behaviours. Often, employees are sacrificed in favour of retaining customer business, when customers are clearly in the wrong.
In those businesses ruled by care, employees’ rights are defended whenever customer misbehaviour qualifies for penalty.
In many businesses, complaints of “poor communication” within and between departments abound. In businesses where care occupies pride of place, effective communication becomes inviolable. The sending and receiving of messages, becomes an exercise in respect and consideration. In particular, verbal interactions with customers become masterclasses in building powerful relationships. Information being relayed is clear, on time, thorough and framed with due care and consideration for how it will land with the receiver.
Verbal interactions with customers become masterclasses in building powerful relationships.
It’s easy to spot a business led by leaders who care about customer care. Knowledge of the needs and wants of both employees and external customers, is known at an intimate level, at the top echelons of the business. That’s because these leaders do everything that they can to shorten the distance between the shop floor and the boardroom. It just makes sense to have customer data at one’s executive fingertips, so that decisions can be taken as close to the customer as possible.
One is struck by the sense of pride that distinguishes the businesses that value care. Every task, regardless of how small or large, is completed by individuals who take ownership for quality and completeness. In these businesses, brand value is wrapped up in the attention to details and in not leaving any loose ends. Two criteria for forging customer love.
Finally, leaders who helm the businesses that demonstrate care, are leaders with a difference. They don’t only talk about the value of care, they model the desired behaviours. They don’t only lead by example, they are the authentic examples of leadership.
Businesses that place a premium on institutionalized care, become employers of choice, over time. They attract individuals who are themselves, particular about delivering care. When does a business know that it is a premium employer? When its recruitment database is overflowing with a waiting list of gold standard individuals.
Finally, leaders who helm the businesses that demonstrate care, are leaders with a difference. They don’t only talk about the value of care, they model the desired behaviours. They don’t only lead by example, they are the authentic examples of leadership.
In short, these leaders demonstrate that when one leads a business with and through care, not only is the business contract executed, but the social contract with individuals, is executed as well.