Why a Strong Team Means Happier Customers


Share on LinkedIn

We’ve been talking a lot about customer satisfaction this year. We’ve given what we consider sound advice, shared tips and examined exactly what helps customers stay in love with your organization.

However, customer satisfaction is nothing without a strong team.

We’ve talked before about C-Suite executives designing and enforcing a customer satisfaction measurement program, but all that hard work is for nothing if the team behind it all doesn’t come together.

The key is the happiness of the customer. This has to be the organization’s primary goal above all others. If the whole team understands and is focused on that goal, then every interaction with a customer will encourage and seek satisfaction.

Ways an organization can promote customer satisfaction within its team

At The Dunvegan Group, we’ve encountered situations where we see that employees can be more concerned about following policy and procedures to protect their own job position than they are about caring for the customer. This has disastrous effects on customer satisfaction. We coach managers to empower and encourage their team to pitch in when it comes to sharing and applying their knowledge and expertise to resolving a customer issue.

It doesn’t matter to the customer who caused the problem or who generated the solution, as long as there is a solution – even one as simple as saying, “Thank you for your feedback. Let me make sure I have all the particulars and I will call you back with an answer within two hours.”

By taking ownership of the situation and promising to get back to the customer, any team member can assume the responsibility for satisfying the customer. Making every team member an active part of the process will ensure that no customer is ignored, misunderstood or – even worse – blamed for their unsatisfying experience.

How large organizations can ensure customers are satisfied

We know the world of business is complicated, and many organizations have several departments or several people that customers can talk to. With companies like this, it’s important that every department and every team member has a communication system that addresses how to resolve customer complaints – who to contact and what information will be needed.

The customer doesn’t want to be told “that’s not us, that’s the other department” when they have a problem. They don’t want to be told that a bill can’t be dealt with by who they’re talking to. They want the person responding to their complaint to have the information, or make the effort to get the necessary information – without making the customer phone another number. This is especially critical for companies that present two or more lines of business under the same umbrella. If an internet customer phones the telephone department, is it fair to the customer to be shuffled around like a hot potato?

We’re not saying that all departments should know the inner workings of others – but it’s key that every customer receive amazing service with a willing attitude, even if the solution is as simple as transferring the call to a real, live person in the correct department.

Don’t let your company’s internal issues, structure, processes or procedures become the customer’s problem.

What every team member should be trusted to do for customer satisfaction:

One – Play their position – full out. Everyone has their position in the company that requires their unique set of skills and expertise. Encourage team members to share their skills and use them to support others.

Two – Willingly collaborate with others. The great thing about making the customer your business’ primary focus is that it removes the ego. No more inter-departmental snobbery here! Nurture collaboration with goodwill, good intentions and good humour, and it will soon become second nature.

Effective team building makes for happy employees, and happy employees make for happy customers!

Image source: respectalliance.com

Republished with author's permission from original post.

Anne Miner
Anne Miner, the founding partner of The Dunvegan Group, first entered the field of marketing and survey research in 1974. Since then, she has been the lead consultant on assignments across virtually all product and service categories, from diapers to transportation. Anne is respected for her ability to work closely with her clients' teams to identify the issues to be investigated, focus on what is actionable and develop creative solutions.


Please use comments to add value to the discussion. Maximum one link to an educational blog post or article. We will NOT PUBLISH brief comments like "good post," comments that mainly promote links, or comments with links to companies, products, or services.

Please enter your comment!
Please enter your name here