A Customer Culture is Designed on a Service Ethic

There are many factors that groups and companies have not designed a lifestyle of extreme concentrate on their clients and associates. Some are control problems — they don't have the right resources and methods or they have not recognized regimented hearing and reaction techniques and procedures. In these situations, supervisors don't know how to become more client and partner-focused. They don't have the way.

But the root cause of poor or just mediocre customer service goes deeper. It has to do with will. Most managers don't focus on their customers and internal/external partners because they're too busy managing. They've become Technomanagers focused first on technology and management systems.

customer culture

Technomanagers don't want to serve, they want to control. They lord over and boss people. Technomanagers act as if (their words may say something very different) people (customers, partners, and everyone in their organization) serve their technology and management systems.

Psychologist and Forbes columnist, Srully Blotnick, spent twenty-seven years following the lives of 6,981 men. In his book, Ambitious Men: Their Drives, Dreams, and Delusions, he writes, "It's difficult to say to someone, 'I am your humble servant,' and in the next breath hit them with, 'but I am also your social superior'... 45 percent of all the ambitious and talented men we studied who failed did so because of difficulties directly connected with the simultaneous pursuit of these two goals."

Effective leaders know that without disciplined management systems and leading edge technologies, outstanding service is nothing but a dream. But they act on a belief system that management systems and technology exist to serve people. This is an extension of the effective leader's personal purpose built around the key service principle that success comes through serving others.