Building a customer-focused culture starts with people. Everyone is important in forming and maintaining this culture. A winning customer-focused culture isn’t just about plans and methods. It’s about people working with passion to make a place where every customer interaction shows the company’s dedication to delivering a great experience.
In my last article, I wrote that leaders set the tone for a customer-centric culture. By embodying customer-focused behaviors, they can inspire their teams to follow suit. Leaders at all levels should regularly engage with customers and share these experiences with their teams, emphasizing the importance of customer feedback.
In the early 2000s, Grainger required corporate leaders and corporate team members to spend time in the field with customers. It seems intuitive, but it’s easy to get caught up in the day-to-day and forget who pays the bills. No matter your role, part of your time each month should be dedicated to being in front of customers where possible.
Leaders can also demonstrate their commitment to customer-centricity by involving themselves in resolving complex customer issues. This not only sets a high standard for customer service but also provides them with first-hand insights into customer needs and challenges. Mike Pulick, the Grainger president at the time, spent time in one of my branches and watched the counter team struggle with SAP and customer transactions.
The next week, he led a continuous improvement meeting that involved all levels of the organization. This led to several improvements, but the biggest was SOE (Simplified Order Entry). It was the first time SAP changed its graphical user interface (GUI) to accommodate the process. It was a tangible example of a leader with experience getting involved and making a difference.
Leaders like Mike set the bar, and their actions have a ripple effect on employee behavior. To cultivate a customer-centric culture, leaders must actively model these values. This means prioritizing customer needs in decision-making, actively seeking customer feedback and demonstrating empathy and understanding in interactions with customers. Here are some ways leaders can model customer-centricity:
- Visit your locations to witness the customer experience firsthand and identify improvement areas.
- Hold regular town halls where customers and employees are invited to share their feedback directly with leadership.
- Implement a “shadow a customer” program: Leaders and team members spend a day working alongside customer service representatives or the sales team to gain a deeper understanding of customer pain points and opportunities.
- Publicly recognize and reward employees who exemplify customer-centric behaviors.
Unleash Employee Superpowers: Build a Customer-Centric Culture Through Empowerment
Empowering employees involves granting them the autonomy to make decisions that positively impact the customer experience. This empowerment leads to a more agile and responsive organization. Try to develop a framework that outlines the extent of decision-making power at various levels, allowing employees to resolve customer issues swiftly without unnecessary bureaucracy. Empowered employees also feel more valued and invested in the company’s success.
For example, imagine frontline employees feeling like they have a say and aren’t just robots. They can jump in and solve customer problems without getting tangled in layers of approvals. That’s the magic of empowering your team.
By trusting them to make decisions that directly impact the customer experience, you’re creating an agile and responsive organization that can respond quickly to customers’ needs. Hisco had this culture, perhaps because it was an ESOP, but leadership gave employees the leeway and decision-making to address customers’ issues at any level. People felt that they could make a difference.
Develop a clear framework that outlines the decision-making power each level holds. Give employees a roadmap, not a leash. This empowers employees to act swiftly and solve customer issues on the spot – no more waiting for the “the boss” to say yes. It’s a win-win: happier customers and less frustrated employees.
Empowerment isn’t just about giving someone the keys; it’s about making them feel valued, too. Picture this: A customer comes to them with a tricky problem, and your employee goes above and beyond to find a solution, leaving the customer singing your praises. Wouldn’t you want to recognize that kind of dedication and initiative?
Here’s the secret weapon: Implement a recognition program that celebrates exceptional customer service. It could be a bonus, a public shout-out, a handwritten note, or even a stand-up before the day begins where people can share their teammates’ WOW moments. Let them recognize each other. The point is to show your employees that their proactive and innovative efforts to keep customers happy are truly appreciated. This fuels their investment in the company’s success, creating a virtuous cycle of happy employees, happy customers and a thriving business.
So, ditch the robots and unleash the superheroes within your team. With empowerment and recognition as your tools, you’ll build an organization that’s not just customer-centric, but customer-dazzling!
Employee Experience and Customer Experience are Linked
A positive employee experience is intrinsically linked to enhanced customer experience. Employees who are satisfied and engaged in their work are more likely to deliver higher levels of customer service.
Have you ever noticed that when you’re having a great day at work, you naturally treat your customers better? Turns out, there’s a science to that. Happy employees translate directly to happy customers. Imagine your team as a well-oiled machine, churning out smiles and exceeding expectations. That’s the power of a positive employee experience.
So, how do we create this magical land of happy employees? It all starts with listening. Regularly conduct employee satisfaction surveys and take the pulse of your team. Are they feeling supported, heard and valued? Then make sure you act. Addressing any concerns or roadblocks they face keeps morale high and fuels that customer experience magic. The key is understanding the deep connection between employee experience and customer service.
The time for talk is over. Put these strategies into action and watch your customer-centric culture explode with energy and purpose. Remember, it’s all about people, passion and the relentless pursuit of a GREAT experience.
Brian Hopkins is recognized for his expertise in customer service and operational efficiency within the industrial distribution sector. His career trajectory showcases a series of impactful leadership roles, marked by innovation and strategic growth.
Notably, at W.W. Grainger (2002-2011), Brian significantly enhanced call center operations, and deployed the Grainger strategy by leading an operational staff of 7 direct reports and more than 800 employees in Illinois, Wisconsin, and Iowa Call Centers. His tenure as District Branch Operations Manager and Branch Manager demonstrated his proficiency in managing large-scale operations, overseeing 18 branches with $200 million in revenue, and effectively running a $25 million branch operation.
Subsequent roles include driving operational and customer service transformation at HD Supply Power Solutions (2011-2015), leading customer experience innovations at Hisco (2015-2020), and enhancing multi-site customer service strategies at Redi Carpet (2020-2022) and AZP Multifamily (2022-2023).
Brian Hopkins' career is a reflection of his unwavering dedication to customer service excellence and operational efficiency in industrial distribution. His tenure, especially at W.W. Grainger, has had a lasting impact, showcasing his capacity to innovate and lead in complex, multi-site operational environments. His academic background, including an MBA and a Bachelor of Arts in Business Management, complements his extensive practical experience.
Brian has consistently demonstrated his ability to lead, innovate, and drive sustainable growth across various operational landscapes.