Leading in a Customer-Oriented Business

An article authored by Kerrie Hedley and Susan Goodfellow from XLVets.

Leading in a Customer-Oriented Business requires leaders to understand, and be up to speed with the expectations of both their current and future customers – advancements in technology have been a key factor in evolving customer service expectations in recent years, with speed being a key word here!

It is a helpful exercise to pause and consider a recent experience where you have had an exceptional customer experience – what was it that made it exceptional? When I thought about this, the part that really stood out to me was the human connection and the trust I had in that person, but digging deeper, technology had been a huge part of getting me to the point where a memorable human connection was possible.

We can also learn from challenging customer service experiences, some may even say we learn more from these than the exceptional ones. Thinking about times we have personally felt challenged, unsupported, and were left feeling we would no longer choose to do business with the provider, what mistakes did they make? Where are we at risk of making these mistakes in our practices? Could some of our practises be seen as lagging behind those of other customer-oriented businesses? What can we do to stay ahead?

What are the latest trends in customer service expectations?

Technology

Recent research around customer expectations is heavily focused on the technology aspect; customers increasingly expect immediate responses to their queries, and a 2021 Hubspot survey showed that 60% of customers defined immediate as less than 10 minutes. Moreover, customers value their time, and in turn, they value businesses that value it too, so if customers can access a service 24/7 to self-serve for certain items, that is even better. How many times have you had the experience of being on hold for many minutes to have a simple question answered that could have been provided by an online portal, or as increasingly seen, using AI in the form of supportive chatbots? Or have you been offered random appointment times without full visibility of the options available alongside your own calendar? Critically, customers want to receive consistent service across any channel they choose to use and it is the responsibility of the service provider to ensure this consistency, through tone of voice, reliability and more.

Personalisation

Customers want tailored services that are personalised to them, and they often don’t mind sharing their data if they receive tangible benefits in return. Customers want to work with proactive businesses that anticipate their needs, something veterinary practices have done relatively well by reminding customers about boosters or routine preventative healthcare treatments. But is there more we could achieve through data shared by our patients and clients with their express permission to do so?

Sustainability

Sustainable business practices are increasingly important, moreover as consumers become more aware of greenwashing, so we must make sure that our commitments and claims are authentic and offer true benefits to our environment.

The human touch

Crucially, and thankfully, despite the high demand for convenient technology, customers still want to experience empathy and human connection at the heart of their interactions with a business. This means that a hybrid approach to customer service is important, where technology is a hygiene factor and simply must be present in modern businesses to support the customer journey. But where we can make a real difference, and stand out, is in our human-to-human interactions.

So, what does this mean for leadership in a customer-oriented business?

Leaders need to be well-versed in tech and human interactions. From a technology perspective, will all future businesses need a Chief Technology Officer to define and lead a technology strategy that fits with business goals and customer needs? From a human perspective, how do we need our leaders to be to ensure we deliver empathy and human connection in an ever-increasing digital world?

We are in a period of rapid technological change. The speed of AI adoption and its active implementation by our technology suppliers means there is a need to upskill current team members and perhaps recruit for new roles. Adaptability is a characteristic that will ensure our businesses and teams keep up to speed with the changes, along with a willingness from leaders to invest in, and ensure that ongoing training is available to team members, and a willing curiosity from us all will help us navigate this period and thrive.

Two leadership models that we think are useful to explore through a customer service lens are Brene Brown’s Dare to Lead, and Kim Scott’s Radical Candor.

Brene Brown’s Dare to Lead is a guide to courageous leadership which focuses on vulnerability, empathy and shared values. Brown describes vulnerability as the emotion we feel during times of uncertainty, risk and emotional exposure. It is what we feel when we put ourselves forward for something but can’t control the outcome. Practising vulnerability encourages teams to ask more questions, give each other feedback and be open to receiving feedback, to try new things, to take responsibility for resolving issues and ultimately it leads to continuous improvement and more innovation in businesses. Having a core business value that is focused on your customer and leaders that demonstrably embody that value will encourage the team to do the same. Empathy is a skill that can be learnt, and is critical for authentic human connection – it is taking the perspective of others, without judgement.

Kim Scott’s Radical Candor model focuses on balancing care for our team members with direct feedback. This framework for communication in a customer-oriented business ensures that team members are not only motivated by a shared vision but are also clear on how they can improve and contribute to customer satisfaction. Leaders show genuine concern for their employees’ well-being and professional growth. This personal investment builds loyalty and morale, driving employees to go the extra mile for customers. By providing clear, constructive feedback we can help team members understand their strengths and areas for improvement. When done with care, this directness fosters a culture of continuous learning and high performance. By encouraging two-way communication, we ensure that feedback is not just top-down but also bottom-up. Employees are more likely to voice concerns, suggest improvements, and share insights about customer needs when they feel heard and respected.

Using the courageous leadership behaviours from Dare to Lead combined with the Radical Candor model, we can create an environment where clients will be supported by an engaged team that is open to using new technologies and techniques to meet evolving consumer needs. One of the key ways we can ensure our teams are in the right mindset to provide exceptional customer service is through the ongoing development of a trusting and high-functioning team, some key ways we can do this are:

Create a Safe Environment: Encourage vulnerability by creating spaces where employees can share their thoughts without fear of judgement. Regular check-ins and team-building activities can help build this safe environment.

Lead by Example: Demonstrate empathy and authenticity in all interactions. Whether it’s a customer complaint or an internal issue, approach situations with a genuine desire to understand and improve.

Foster Continuous Feedback: Implement systems for regular feedback that are both supportive and challenging. Use one-on-one meetings, peer reviews, and customer feedback loops to ensure that everyone is aligned and accountable.

Celebrate Successes and Learn from Failures: Recognise and reward efforts that contribute to customer satisfaction. When failures occur, approach them as learning opportunities rather than setbacks.

In balancing careful and thoughtful human leadership with technological leadership, we can create working environments that provide our teams with the tools, modelled behaviours, and working environment that allows them to put the client at the heart of providing excellent customer service.

Kerrie Hedley, Chief Operating Officer, XLVets

Following graduation from the RVC, I worked in 100% equine practice. I joined the XLVets team in January 2015 as XLVets Equine Business Manager on a maternity cover basis and have never left! I now oversee the operational running of XLVets. Outside of work, I’m kept busy by my two year old, two chocolate labradors and three cats.

Susan Goodfellow, Chief Marketing Officer, XLVets

Based in the North East, I joined the XLVets team in April 2019. I am passionate about Marketing and Communications with experience across Agriculture, Food and Business Enterprises, start-ups, and business development. Personally, my husband and I farm free-range laying hens and sheep in Northumberland and we have two children.

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