A Customer Services Culture

Culture is the set of beliefs, values, behaviors, and habits demonstrated by a group or organization. For example, an organization may be collaborative or more independent, hierarchical, or open in communication, reactive or proactive, adverse or advocative to change, etc. The culture of an organization involves how people treat each other, how they interact with their team members and customers, how they approach challenges, and how they solve problems. All organizations have a culture; however, some are implicit, and others are clearly defined through core values and other documented standards.

So why would an organization take the time to define their culture?  Peter Drucker said, “culture eats strategy for breakfast.” A culture is the sum of employee’s default actions, habits, and behaviors, and even the best strategies and plans won’t help an organization succeed if it doesn’t align to the culture.  A clearly defined culture sets the tone for how employees and leaders treat each other and their customers and provides a guide for new employees.  A clearly defined culture also sets a standard and establishes a way to measure successes and failures ensuring consistency and high performance over the long term.

Especially as organizations grow, cultures can change over time for the better or for the worse.  As new employees join the team through growth or turnover, new habits and behaviors are introduced that may influence the organization’s culture. This diversity may add value to the company by introducing new, more effective ways of doing business, but often times these legacy behaviors put an already high performing organizational culture at risk. There is a delicate balance that must be achieved between exploiting individual diversity and maintaining consistency in organizational performance.  Without a clear definition and institutionalization of values and behaviors, organizations risk the introduction of negative changes and inconsistencies over time.

High performing teams are founded in effective and efficient behaviors and habits.  One very effective way to define an organizational culture is by developing a customer service model. Not only does the customer service model define how to support customers, it provides a standard for how to work with, and interact with, internally employees as a team.  The framework provides a set of values and behaviors that each employee can use to ensure consistency in their actions and hold each other accountable to a common set of standards.  Additionally, the customer service model can be leveraged to help orient new employees to the team.

Cultivating and maintaining a defined culture is not a one-time task; it is an ongoing journey. As organizations evolve, they must continue to revisit their culture, adapt to changing circumstances, and ensure alignment with their values. This adaptation process allows organizations to harness the power of diversity and innovation while safeguarding against the erosion of the core values that define their identity. It's a delicate balance that requires constant vigilance and effort to uphold.

In conclusion, Peter Drucker's statement that "culture eats strategy for breakfast" underscores the fundamental importance of a well-defined organizational culture. A clearly articulated culture guides employee behaviors, interactions, and decision-making. It establishes a framework for accountability, measurement, and ongoing improvement. As organizations strive for high performance and longevity, they must recognize that their culture is a living entity that requires care and nurturing. Developing a customer service model is not only a practical way to define and instill a culture, but it also serves as a compass for consistent, values-driven actions and a roadmap for new employees to integrate seamlessly into the organization's thriving culture. In a world of rapid change, a well-defined culture is an anchor that provides stability and a foundation for success.

References

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