December 08, 2024 by Mike Manazir – (4-5 minutes)

The Brick Chronicles
Learning, Listening and Building Better Solutions

Sarah Thompson, CEO of Baxter’s Bricks, reviewed the latest reports. Sales were plummeting, service complaints were climbing, and customer loyalty, once the company’s pride, was eroding.

Rick Nelson, COO, walked in. I received a call from one of our biggest clients. They said we’re not who we used to be.

Sarah set down her coffee. They’re not wrong. Let’s stop guessing what’s wrong and start asking. Get the team together.

The Team Gathers

Rick, Robert (HR), Jan (Marketing), Carla (Legal), and Tom

(Environmental Impact) met in the conference room. Sarah dropped the report in front of them. Why are sales falling, and why are complaints through the roof? Sarah asked.

Rick leaned back. We need to hear it straight from the source—our customers. Let’s sit down with our top clients and ask three questions: Why did you choose us? Why have you stayed? And most importantly, how would you rate our service now?

Jan nodded. And when they rate us low, ask, ‘What’s the one thing we could do to make it a 10? No defensiveness—just listen. Sarah agreed. Let’s do it. Then let’s use what we learn to fix it.

Customer Conversations: The Hard Truths

Over the next two weeks, the leadership team met with key customers face-to-face, listening to their frustrations. Below is a summary of what they heard.

Construction Companies: “We relied on you for reliability”, said one client. “Now, orders are late, and we have to chase your team for answers.“

Architects and Designers: “Your products are great, but your service is not. I waited a week to get a callback about specs.“

Retailers: “I’ve had to double my staff just to manage the delays from your side.“

DIY Enthusiasts: “I can’t even find clear answers online. When I call, no one seems to care.“

One client delivered the harshest blow: “I used to rate your service an 8 out of 10. Now? It’s a 4.“

But their answer to the big question—What would make it a 10 was clear: Be faster. Be personal. Make us feel like we matter again.

The Plan: Innovating for the Future

After gathering the feedback, the team regrouped. Sarah didn’t waste any time. We’ve let customers down. Now we fix it. But we can’t do this alone—it has to be a company-wide effort. Everyone needs to feel like they own this.

1. All-Hands Meeting: Robert led a company-wide meeting to share customer feedback. We’ve all seen the complaints, but now we know what’s behind them. Our goal? Make Baxter’s Bricks synonymous with amazing service.

2. Proactive Customer Engagement: Jan proposed assigning account managers to top-tier clients. One point of contact for everything—no more chasing.

3. Hybrid Support Model: Robert recommended adding an FAQ chatbot for quick questions but ensuring every customer call reached a human within two minutes.

4. Streamlined Processes: Carla revamped the order tracking system. Automatic updates for every order. No more mystery delays.

5. Rebuilding Relationships: Tom suggested a thank-you campaign. We’ll send handwritten notes and gift cards to show loyalty goes both ways.

Rallying the Team

The buy-in from employees was immediate**. Teams brainstormed ways to improve touch points at every level. Warehouse staff committed to faster shipments.

Customer service reps embraced the human-first approach. Marketing turned customer quotes into motivational posters for the breakroom: Great service builds great walls. One service rep said, it feels good to know we’re not just fixing problems—we’re changing how people see us.

Implementation in Action

Jan’s account managers hit the ground running, building personal connections with key clients. The chatbot handled FAQs seamlessly, while live reps tackled complex issues quickly. Real-time order updates reduced complaints, and the thank-you campaign turned frustrated customers into brand advocates. One client emailed Jan directly: This is the Baxter’s Bricks I remember. Thanks for showing us we still matter.

Results and Reflections

Two months later, sales were climbing, and service ratings had jumped from 4.5 to 8.2. Sarah walked through the office, where the buzz of excitement was palpable. The culture had shifted—service excellence was now ingrained in everyone’s role.

At the leadership meeting, Rick grinned. Who knew just talking to people could save a business? Sarah smirked. Talking and listening. Big difference.

Takeaway

Baxter’s Bricks reversed its slump by involving the entire team, listening to customers, and responding with innovative, customer-first solutions. Leadership isn’t just about fixing problems—it’s about making everyone feel responsible for and owning the solution.

You have to have already built the commitment and high esprit de corps among the employees to keep them motivated to innovate. They need to all WANT to work harder for something bigger than themselves – your company! Don’t let go of that idea of motivation.

“The best way to find innovation
is to listen to the people you serve and work with.”

-Satya Nadella

Lead from your heart. Lead to Win.

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