In some organisations, it can often feel as though there is a disconnect between those on the frontline and those steering the ship.
One explanation for this might be the complex operating environment businesses find themselves in, having to navigate geopolitical shifts that necessitate rapid and difficult decisions; negotiate rising costs for both businesses and individuals; and adapt to an increasingly diverse workforce with varying needs and expectations.
Given these pressures, establishing cohesion and unity of purpose at every level of a business is no easy task. But for service-led organisations, it is essential to boost employee morale, ensure operational resilience when things get tough, and drive sustainable long-term performance.
Ultimately, the responsibility to do so lies with us as business leaders, and our ability to lead through service.
Getting – and sending – the right message
Some of you may have read about Bill Gates recently working a shift in customer service at his daughter’s startup. While perhaps some might see this as clever positioning or marketing, it nonetheless points to a fundamental truth when it comes to service leadership.
For CEOs and senior leaders, regular exposure to the frontline of customer service is invaluable – and something leaders at well-performing organisations are doing frequently. It offers a window into the customer experience, first-hand -what is working well, where the pain points are, and where our systems either support or hinder solutions.
These factors aren’t static, either. As we know, customer expectations, operational challenges and market conditions all evolve rapidly.
Which issues crop up time and again? Are our people properly equipped and empowered to deliver customer solutions? Boards that understand the value of service will be asking these questions regularly.
And it goes beyond identifying operational improvements. Seeing senior leaders involved and engaged with customers on the frontline sends a clear message to customer-facing colleagues that their work is important.
This is especially critical, given 54% of employees think that their organisation’s best route to improving customer service is a focus on motivating and engaging their people.
Customer-centric decision making
As a leader, developing a genuine understanding of what goes on and how things work throughout your organisation is a key component of its success.
On a human level, it allows you to connect with employees, resonate with the day-to-day realities of their roles, and experience tangible customer outcomes.
And from a business perspective, it draws our attention to what matters to our most important stakeholders – colleagues and customers. That might mean investing in training or putting in place the right measures to prevent abuse of frontline staff, or ensuring the right fusion of technology and human to deliver an effective and personalised experience for our customers.
All of this helps to install a deep culture of service that projects a clear purpose and sense of direction, and guides decision making – both strategic and operational. It is this sort of culture that we see in the most effective service-led organisations, and which will set us on the right trajectory to continue to improve customer service, raise satisfaction and drive economic growth.
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