As someone who is not a dedicated follower of the Beautiful Game, I need to be careful about dispensing any particular wisdom on this summer’s World Cup. However, Spain’s win over Argentina last Sunday should have been a fitting end to a tournament that gripped so many around the world and gave a welcome boost to the hospitality and retail sectors.
Instead, the game was fairly uneventful and the closing moments were overshadowed by an ugly brawl. Despite the result already being decided, this breakdown in sportsmanship and etiquette is what many viewers will remember – even those of us (me included!) who don’t often watch football.
As spectators, officials and the media continue to scrutinise Argentina’s conduct, there is a clear lesson for the Service Nation: standards and professional conduct matter every bit as much as the final result.
We are all on display to customers, even when we think they might not be looking. They notice the cues – some subtle, others less so – as to what an organisation’s culture is like through how we present ourselves – their perception of which can impact how they feel about the product or service they receive, and their experience.
High standards and strong results aren’t competing priorities either. When done well, they reinforce each other. But if an organisation prioritises one over the other, it risks undermining the customer experience improvements that contribute to long-term growth.
The acid test of standards comes when the pressure is on
Any team that works together to deliver for customers and meet business objectives will have seen the value of professionalism and good conduct. The acid test, however, comes when things go wrong.
In these moments, it’s vital that staff understand what is expected of them. Setting out a clear code of conduct might be part of this, and having a culture rooted in respect, accountability and professionalism is key. Not just to uphold service standards and come across positively on an individual level, but to ensure the reputation of their organisation is protected – like players on a football pitch, we are never only representing ourselves.
Clear and consistent standards also give some employees the confidence to handle difficult moments in a way that reinforces an organisation’s wider purpose – in the knowledge that they are both empowered to make the right call in the moment and accountable for their decisions and actions – whatever their seniority or status. Customers and colleagues alike notice when standards are applied selectively. Uneven treatment can create resentment and discourage people from raising concerns, making accountability harder to maintain.
Therefore, leaders need to model the standards they set for their organisation, demonstrating why they are important, and shaping a positive culture.
How we win matters as much as winning
On Sunday, Spain’s professionalism added to their victory, while Argentina’s conduct fell short of what’s expected of top professionals – and its politicians are now dealing with some of the reputational blowback it has caused the country.
The same principle applies to every organisation. Leaders have to weigh results and conduct when measuring success. A target may be met, but if colleagues or customers feel the experience was delivered poorly or without care, they might walk away without confidence or satisfaction – and worst still, never come back and share their poor experience with others.
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