Which service culture camp are you in?
"Are we making this too complicated?"
The CFO wondered if his company was taking the right approach to building a service culture. His question revealed the answer.
His company sat firmly in one of three service culture camps. Perhaps you can guess which one:
Stuff
Fluff
Focused
Only one works. The others waste time and sap morale.
Camp Stuff
Executives in this camp create a lot of work. They hold endless meetings, form committees, and launch countless initiatives.
That work soon becomes a distraction. It's easily forgotten when the needs of the business demand attention.
That's where the CFO found himself.
Something nagged at him. His company had a lot of service culture stuff, but none of it tied together.
The biggest indicator was confusion.
Executives all believed in the service culture, but none could describe it in clear, simple, and concrete terms.
There's hope for the CFO.
He recognized his company was over-thinking service culture. The team wasn't afraid of hard work. They just needed focus.
Camp Fluff
Executives in this camp do it all for show. There want the accolades without making a commitment.
One founder bragged about using The Ritz-Carlton to build his service culture. Curious, I asked him questions to learn more.
His story quickly fell apart.
The real effort was slim. He had sent some of his employees to a workshop. They didn't actually do anything with it.
The sole purpose was for the executive to brag about it.
Fluff can work for a moment. It sounds impressive at first, but ultimately falls apart. The employee eye rolls are telling.
I see this founder struggling until he makes a true commitment.
Camp Focused
This camp is different. Executives in Camp Focused are fully committed to building service culture.
They understand that this isn't a side project. It's not something you do when you have some free time. Service culture is fundamental.
One CEO saw service culture as an opportunity to help win and retain more customers.
She saw her industry had become commoditized. Each player offered essentially the same thing. Client service was the only way to stand out.
So, she made service the cornerstone of her growth strategy.
It was ingrained in decision-making. Every decision was connected to the service culture. Employees were galvanized by having a clear purpose.
Her company created incredible advantages:
Client retention improved
Word-of-mouth marketing drove new leads
Employees chose to stay, and recruited others to join them
Conclusion
Building a service culture is like running a marathon. There are three ways to prepare:
Stuff: Study it endlessly
Fluff: Talk about it ceaselessly
Focused: Start running
Which camp are you in?
Service Culture Resources
These resources can help you build a service culture.
Get the guide. Follow a step-by-step process with The Service Culture Handbook.
Take the course. Join 130,919 people who have taken Leading a Customer-Centric Culture on LinkedIn Learning.
Hire a coach. I offer one-on-one coaching for customer-focused leaders. Book a no-obligation discovery call.
Remote Support auf dem höchsten Niveau | B2B Service Enthusiast, Prozessoptimierung, Change Management
17hIt's a wake-up call for leaders caught in the traps of overthinking (Camp Stuff) or superficiality (Camp Fluff), and a rallying cry for those ready to embrace true transformation (Camp Focused). The story of the CEO who made service the cornerstone of her growth strategy is particularly inspiring. By aligning every decision with the service culture, she not only differentiated her company in a commoditized market but also created a purpose-driven workforce. The results speak volumes: improved client retention, organic growth, and a magnetic employer brand. This post challenges us to move beyond the comfort of endless planning or the allure of quick fixes. It encourages us to embrace the focused approach – to start running our marathon with purpose and perseverance. As we reflect on our own organizations: Are we truly committed to building a service culture? Are our actions aligned with our intentions? It's time to shed unnecessary complexities and focus on what truly matters – creating exceptional experiences for our customers and employees alike. Remember, a strong service culture isn't built overnight, but with clear vision, alignment, and consistent effort, we can create an environment where exceptional service thrives.
Snr Manager, Quality Performance & Compliance (EMEA), Otis Elevator Chair of Gulf ESG, Chair of Middle East Otis Women's Network
4moI love this, so clear Jeff. It also speaks to your recommendation to have a Customer Vision - set out clear statements and expectations for the business to ensure that a Service Culture is developed and cultivated.
Governance, Risk and Compliance Program Leader | Trusted Advisor & Partner | Issue Root Cause Analysis | Solution Oriented Change Leadership | Management Reporting | Leadership Development |
4moMy vote is for Camp Focused!
Helping leaders do change better | trainer, speaker, consultant, author | erstwhile fastest knitter in the U.S. | cat enthusiast
4moThese distinctions are important - and I'd be willing to bet that some folks reading this will have an "aha" moment or two about why their approach might not be working - or, happily, why it IS working.
Customer Service Section Head @ Saint-Gobain Glass Egypt | MBA, Customer experience management, certified as international Export specialist.
4moStrong opinion!