The Secret to Customer (and Team Member) Loyalty

Having already confessed to spending too much time and money in Starbucks, it should come as no surprise that I have been the recipient (and subsequent respondent) to numerous on-line customer surveys.  "Thank you for visiting Starbucks at Springfield and Fifth.  Please take a few minutes to tell us. . ."

Yes, there are the usual questions about the quality of the food and beverage and condition of the store.  One question, however, really stands out to me.    The respondent is asked to rate their recent customer experience via this statement, "They (the team) made an effort to get to know me. . ."

I have originated and viewed many consumer surveys - never have I seen a question quite like this.  It is brilliant.   Internally, organizations are often so concerned about efficiency that they strive to avoid spending time with the customers.  "Get the drink order, get the money and move on."   Starbucks wisely acknowledges the value of "getting to know."

Why is this important from both a retail perspective as well as in a team situation?      Getting to know someone creates bonds.    It creates caring.   It creates ownership.

Ask yourself to identify two distinctly different retail experiences;   one in which you are a nameless wallet vs. the one in which people really know you.   Which store are you likely to visit more often?    Which experience makes you feel better about your investment?     Which approach builds loyalty?

The same is true in the workplace.   Often the popular concern is that getting to know team members on a personal level could somehow be dangerous:    that we may slip and fall on harassment claims or charges of unequal treatment.    But come on already - we all recognize what harassment is and what unequal treatment is. . .and it's not getting to know team members better.   There is also the fear that if we become too familiar with team members that we are  somehow compromised.     Not true.   We know boundaries and we can abide by boundaries;   and we can also empathize and coach and promote team members with the knowledge we have of them.

There is also the matter of time.   "I don't have time to spend with my team" is the workplace equivalent of "Get the drink order, get the money and move on."  The time spent with team is richly rewarded not only with a greater human experience, but also with increased commitment to mission, a stronger knowledge of the workplace and greater efficiency.


By getting to know our team members, they are likely to visit with us more often.   They will feel better about their investment of time at work.   And it will build two-way loyalty.

And loyalty is a very good thing.

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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle