So, how seriously are leaders and managers taking the embedding process in your organisation? 

Let’s explore a proven four-step framework that helps managers embed customer service training in a way that brings about consistent cultural change and long-term team performance improvement to see if there are any gaps. 

1. Learn the skills and use them: Build the foundation first 

The first step is for managers to fully absorb the learning, so they feel confident explaining and demonstrating the tools and skills to others. By investing in their own understanding first, they are better equipped to help their teams apply the learning effectively. 

A key early goal is for managers to develop a deeper understanding than their teams, enabling them to coach, guide, and support embedding activities. When leaders actively show their capability – particularly in customer service skills – it sends a powerful message, motivating teams to engage as well. 

One common pitfall is when frontline teams disengage because they do not see their managers or senior leaders modelling the skills being taught. This is easily avoided when leaders adopt the communication style they want their teams to use, drawing directly from the content of high-quality customer service training programmes. 

2. Live the use: Apply the skills daily 

To embed the skills deeply, they need to become part of everyday routine throughout the entire team. Managers should lead the way by using the tools daily and encouraging their teams to do the same. 

Embedding starts with consistent, practical use. Everyday interactions, meetings and routines are the ideal place to integrate new behaviours. Support this with micro-learning, bite-sized refreshers and accessible tools – from quick-reference guides to group practice sessions – to bring the learning to life. 

Try introducing: 

• Daily reminders of key tools and techniques 

• Team check-ins to share experiences 

• Reflection questions to evaluate how the tools are being used 

Celebrating early successes is also key to living the training. Positive reinforcement shows the tools are valued, driving motivation and buy-in across the team. 

3. Link to results: Connect the training to meaningful outcomes 

Learning is also about feeling inspired and motivated. Understanding the “why” behind the training helps managers recognise its value to team success and the customer experience. 

Embedding becomes truly powerful when new skills are connected to the team’s work. This step is about integrating the training into everyday systems, language and ways of working. Could everyone trained be able to explain the value of using the tools in helping them positively manage whatever comes their way at work, build strong relationships and deliver excellent service? 

Think about how performance expectations, objectives, customer outcomes and recognition can be aligned to the behaviours and skills introduced in training. The more your people see the training reflected in the structure of their work, the more naturally it becomes a way of life. 

It’s helpful to: 

• Include key skills in one-to-one conversations and feedback sessions 

• Use the training language in performance reviews and appraisals 

• Link training outcomes to customer feedback and business metrics 

When teams understand how their behaviour contributes to the bigger picture, they’re more likely to say committed. 

4. Lead with action: Be the role model 

The most powerful embedding action managers can take is to lead by example. Managers who consistently demonstrate the tools and behaviours in everything they do, show teams the real-life value of using them, every day.  

One common pitfall is when frontline teams disengage because they do not see their managers or senior leaders modelling the skills being taught. This is easily avoided when leaders adopt the communication style they want their teams to use, drawing directly from the content of high-quality customer service training programmes. 

Managers should be able to describe how they personally apply the learning, how it shapes their leadership and how they’re helping their team do the same. 

To lead it well: 

• Share their own learning journey 

• Ask reflective questions to check team progress 

• Provide ongoing encouragement and praise 

Consistent use of the skills and commitment are the strongest reinforcements of the training’s value. 

Embedding for the long-term 

Embedding is a continuous cycle of reinforcement, reflection and refinement. Influence from managers can transform a training programme from a one-off event into a springboard for lasting excellence in customer service and team culture. 

Your managers play a critical role in this journey. The question is: are they truly embedding the learning? Are they learning it, living it, linking it and leading it, every day? Because when they do, they create a culture where new skills are embraced, shared and celebrated as part of everyday work. 

How MGI Learning supports lasting change 

At MGI Learning, we know that truly effective customer service training goes beyond a successful event. Our expertise lies in helping organisations embed new behaviours so deeply that they become a natural part of everyday mindset, language and action. With our Mindset, Language & Actions Toolkit and our comprehensive approach to embedding – including discovery, tailoring and comprehensive learning journeys – we ensure organisations experience meaningful culture change, consistent performance and measurable business impact. 

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By equipping customer-facing colleagues with proven people skills, housing providers can navigate the shifting environment to enhance trust, engagement and long-term success. Engaging specialist training providers with extensive social housing expertise offers a practical, energising pathway for achieving exactly that. 

Exploring a landscape of change 

Regulatory expectations are at their highest ever levels as regulatory bodies seek to regain customer confidence. The UK’s Social Housing (Regulation) Act 2023 introduced a stronger consumer regulation regime, including new Tenant Satisfaction Measures (TSMs) that require organisations to demonstrate performance on issues such as repairs, safety and communication. The Regulator of Social Housing has made clear that a culture of responsiveness and transparency is essential. 

Financially, rising costs – particularly in maintenance, retrofitting for energy efficiency and compliance – are squeezing budgets. The National Housing Federation recently reported that social housing providers face a combined funding gap of over £23 billion over the next decade for building safety and decarbonisation work alone. Add in the ongoing need to address homelessness, improve stock quality and support vulnerable residents, and the operational challenge becomes clear. 

In this environment, technical solutions are vital – and they can only succeed if residents feel heard, respected and valued. That’s where outstanding customer interactions make the difference. 

Why people skills are the key advantage 

Research shows that strong communication and empathy directly influence resident satisfaction. A 2024 Housemark survey revealed that housing organisations scoring in the top quartile for customer service reported 20% higher tenant trust levels than those in the bottom quartile. In times of regulatory scrutiny, this is a significant measurable driver of organisational performance. 

Excellent people skills act as the bridge between policy and lived experience. When frontline teams are confident in their approach, they can: 

• Defuse challenging conversations before they escalate, saving time, building trust and protecting relationships. 

• Promote positive resident engagement, ensuring feedback is welcomed and acted upon constructively and collaboratively. 

• Reinforce organisational values in every interaction, building a consistent and reassuring customer service. 

The Mindset, Language & Actions difference 

MGI’s globally recognised Mindset, Language & Actions Toolkit training programme provides a framework for sustained service excellence. Based on proven psychology and tailored by training experts with decades of combined experience in the social housing sector, it focuses on three core pillars: 

1. Mindset – Encouraging teams to approach every resident interaction with ownership and responsibility, optimism, empathy and a solutions-focused outlook. 

2. Language – Equipping staff with techniques to frame messages positively, even when having to say ‘no’ or deliver disappointing news, so that residents feel respected and reassured. 

3. Actions – Reinforcing behaviours that demonstrate reliability, solution-focus and competence, ensuring agreed solutions become tangible results. 

This structured and flexible approach means housing organisations can embed the Toolkit across all service areas, from call centres to estate teams, creating a shared language and united way of working that residents immediately notice and benefit from. 

Positive impact in real situations 

Imagine a resident reporting a recurring damp issue. In a pressurised environment, it’s easy for conversations to become transactional. Using the Toolkit, the colleague takes a different approach – actively listening to the resident’s concerns, remaining solution-focused and collaborative, and explaining next steps in supportive terms. While the physical repair is in process, however long it takes, the resident is kept up to date and feels informed and respected, reducing frustration and the likelihood of further complaints. 

Another example: during a rent review, a frontline officer trained in the Toolkit uses open, constructive language to explore payment options, using collaboration and solution-focus to help the resident find a workable plan. In both cases, the interaction builds trust, something that directly influences TSM scores and organisational reputation. 

Aligning with sector goals 

The housing sector’s commitment to the government’s Decent Homes Standard, net zero targets and improved resident voice is all underpinned by effective communication. Regulatory inspections increasingly focus on “soft evidence” – the lived experience of residents. This means every conversation, email and meeting counts. 

Organisations adopting proven training solutions with specialist providers are better positioned to: 

• Meet and exceed regulatory expectations for resident engagement. 

• Demonstrate a strong, measurable service culture to boards, regulators and funders. 

• Boost their people’s confidence, reducing stress and improving retention in high-pressure roles. 

The financial case for investing in people 

Investing in improved service and people skills will generate tangible savings and better outcomes. Fewer complaints mean less time and money spent on investigations and compensation. Stronger relationships can lead to faster access for repairs, reducing repeat visits. And confident, motivated teams are more productive, helping organisations achieve more with existing resources. 

These efficiencies are invaluable in a sector facing billions in additional costs. 

Moving forward with confidence 

There is great potential to rise above the challenges facing the social housing sector by equipping your teams with the people skills they need to build a foundation of sustainable success. By investing in proven, long-lasting customer service training, housing organisations can build resilience, strengthen compliance and ensure residents feel respected, supported and heard. 

Talk to us to find out how MGI’s Mindset, Language & Actions Toolkit can give your teams the tools to thrive in this era of change – turning every conversation into an opportunity to strengthen trust and deliver service that residents remember for the right reasons. 

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A key to reducing redress lies in cultivating a service culture where teams approach each interaction with empathy, a positive, solution-focused mindset and the confidence to lead conversations clearly and constructively. 

At MGI Learning, we support organisations to develop these capabilities across their teams, equipping people to respond in a timely manner, communicate with empathy, find solutions and confidently address situations where they are unable to provide exactly what the customer wants.  

Mindset first: Seeing possibility, taking responsibility 

Mindset is a powerful lever in reducing redress or compensation. A solution-focused mindset means approaching every customer interaction by exploring what can be done rather than what isn’t possible. 

When service professionals feel confident in their ability to guide conversations forward, they take greater ownership. This proactive attitude can enable them to resolve issues before they escalate and creates a sense of progress that reassures the customer. 

Leaders have a vital role to play in promoting and demonstrating this customer-focused mindset. When senior leaders actively support capability development and model the values of empathy, ownership and responsibility and solution-focus, the shift is much more likely to be embedded at every level. 

At MGI Learning, we consistently see that this shift in mindset towards ownership and responsibility for making a difference leads to measurable improvements in customer outcomes. 

Empathy builds trust in every interaction 

Empathy is about understanding the customer’s perspective and communicating in a way that makes them feel heard and valued. This is especially important in emotionally charged or complex service situations. 

When teams respond with empathy, appreciating the impact of a situation on a customer, they feel respected and supported. Even when the outcome isn’t exactly what the customer hoped for, the experience can still be positive and respectful. 

Empathy lays the foundation for trust, and trust reduces the likelihood of complaint or escalation. 

MGI Learning programmes specifically equip service professionals to demonstrate empathy in a business context. The tools taught ensure customers know the service giver recognises how a situation is impacting them and that they are focused on finding solutions and a way forward.  

Communicating clearly, constructively and confidently 

Clear positive first communication is central to reducing redress. Customers are more likely to remain satisfied when they understand what’s happening, what’s possible and what to expect. 

Service professionals who use constructive, proactive, positive language such as “Let’s look at next steps together” or “Here’s how I can help”, “Some options we can look at are”, give customers confidence that their concerns are being taken seriously and actively addressed. Positive first communication is a skill taught by MGI Learning to equip all team members with language tools so they can always respond in a positive, appreciative, empathetic or collaborative manner.  

Confident handling of complaints and feedback 

Should a situation escalate to a complaint, how organisations manage the feedback is a key point of differentiation and often the tipping point between redress and resolution. 

When teams welcome feedback, stay composed under pressure and respond with fairness and empathy, customers experience service that feels both person-centred and professional. The way a complaint is handled can preserve trust and satisfaction, even when it is not resolved in the customer’s favour. 

With the right tools and training, professionals can approach these situations with confidence, finding a way forward that respects both the customer’s concern and the organisation’s position. 

Embedding a culture that prevents redress 

When individuals across the organisation adopt a mindset of ownership, empathy and solution-orientation, the opportunity to provide the highest level of service exists. This focus on service creates a culture where complaints reduce and therefore the need for redress and compensation reduces too.  

Service excellence becomes embedded into the culture. Customers experience consistency and a commitment to finding a way forward. Teams feel empowered to make a difference in every interaction – and organisations see fewer complaints, stronger relationships and lasting reputational value. 

Partner with MGI Learning 

MGI Learning helps financial services organisations build service cultures grounded in empathy, responsibility and a solution-focused mindset. Through our Mindset, Language & Actions Toolkit, we equip individuals and teams to lead every customer conversation with purpose, confidence and care. 

Let’s explore how we can support your team to reduce redress and deliver truly excellent service. Book a discovery call with us today. 

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Deliver skills-based, practical customer service training 

Truly effective customer service training provides people with practical, real-life skills they can apply confidently in everyday interactions. Teams learn how to manage challenging conversations, clarify misunderstandings and respond with confidence and care in any service situation. 

Teams and individuals who are trained in these essential ‘how-to’ people skills alongside their technical knowledge feel empowered to take ownership, offer solutions and maintain positive customer relationships. The result is improved customer satisfaction, stronger trust and measurable advances in service metrics – including NPS, complaint resolution rates and operational efficiency. 

Empathy as a core service skill 

Empathy is key to delivering service that builds trust and supports long-term customer loyalty. Training that helps people express sincere, relevant empathy enables them to connect meaningfully with customers, especially in challenging situations such as when they have to say ‘no’ or give disappointing news. Acknowledging the customer’s experience and moving swiftly to solution-focused action sets the tone for constructive, respectful conversations. 

Focus conversations on what can be done 

Training should encourage teams to frame conversations around what is possible, the way forward and solutions before stating limitations. When people learn to lead with what can be done, they demonstrate a proactive, empowered mindset that reassures customers and builds goodwill. 

Customer service training that reinforces solution-focused thinking and language helps teams offer practical alternatives and clear next steps. This commitment to finding a way forward is a powerful driver of positive service metrics and supports higher NPS and retention scores. 

Build active listening and responsiveness to feedback 

Exceptional customer service starts with the ability to listen carefully to what is being shared by a customer. Training that develops attentive listening, using clarifying questions and summarisation skills ensures customers feel heard and understood. This ensures outcomes are achieved with a clear understanding of a customer’s needs, improves customer satisfaction and supports improved NPS by demonstrating care and respect in every interaction. In addition, training should emphasise the value of feedback from all channels.  

Listening carefully is the first step in welcoming feedback and whichever media feedback comes through, provides valuable insights for continuous improvement. Individuals and teams trained to seek out and act on feedback contribute to a culture of learning and a commitment to delivering the best outcomes for customers. 

Promote ownership and responsibility 

Customers respond positively to organisations that take responsibility and act decisively. Training that focuses on taking ownership ensures people take action to resolve issues and move away from excuse-driven language. Simple changes such as replacing “That’s not my department” with “Let me find someone who can help” have a significant impact on customer perception. 

When challenges arise, people trained in ownership and solution-focused action help build confidence in the organisation’s ability to deliver successful outcomes. This approach supports improvements in customer service metrics across the board. 

Ensure clear alignment with measurable outcomes 

To achieve meaningful improvements in NPS and related service metrics, customer service training must be aligned with specific performance goals. Programmes should be designed or selected to show a clear line of sight between skill development and expected improvements in metrics such as customer satisfaction, complaint resolution, employee engagement and operational effectiveness. 

In regulated sectors such as social housing, where compliance and tenant perception are measured, customer service training should also support adherence to benchmarks while promoting inclusive, respectful and community-focused interactions. 

Customer service training that focuses on building empathy, listening skills, ownership and responsibility and solution-orientation leads to better customer experiences and stronger business outcomes. When training provision is thoughtfully aligned with service objectives and desired skills are embedded into everyday practice, organisations see genuine improvements in NPS, retention and operational efficiency through the delivery of consistently excellent service. 

Organisations that invest in these core skills empower their teams to deliver service that customers value, trust and recommend, ensuring a lasting impact in today’s competitive landscape. 

Get in touch here to find out how MGI’s proven Mindset, Language & Actions Toolkit can be tailored to your organisation to address your team’s needs and consistently achieve increased metrics including NPS. 

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Our customers within the financial services sector tell us that the ability to genuinely express empathy is high on their agenda. It is a fine line to tread between being appropriately empathetic without over or under doing it! In our experience service givers can be overly familiar in trying to build a strong relationship with a customer who is sharing information that requires an empathetic response or, alternatively, can miss the opportunity altogether.  

From these discussions, it is clear that the ability to appropriately express empathy has many benefits. Some more obvious than others!  

Empathy builds trust and strengthens relationships  

Financial matters are, of course, deeply personal, and customers want to feel secure when discussing their finances. Empathy helps create a sense of safety and understanding, fostering long-term relationships with clients. Trust is a key factor in customer loyalty – when customers feel understood, they are more likely to stay with a financial institution. 

Enhances customer satisfaction and experience 

Empathetic customer service can help to de-escalate emotions, making customers feel valued and respected especially as they often reach out to financial institutions when they are experiencing stress, such as during financial hardship, fraud or confusion about products. 

Helping customers navigate financial service interactions involving complex or distressing situations such as debt management, loan denials, fraud cases or insurance claims requires a high level of technical and people capability. In such cases showing empathy reassures customers that the institution cares about their well-being, not just their financial transactions. It also helps in guiding customers through difficult decisions with greater understanding and patience. 

Encourages better problem resolution 

Customers who feel listened to and understood are in a better position to cooperate with service givers, making it easier to collaborate to resolve their issues. Empathy enables customer service representatives to tailor their responses based on the emotional and practical needs of the client. When customers feel their concerns are acknowledged, they are more likely to accept the best solutions, even if they are not ideal. 

Reduces complaints and improves compliance 

Empathy helps mitigate frustration which can build up in situations involving personal or business finance. Using appropriate empathy can reduce the impact before it escalates into complaints or formal disputes. Regulatory bodies emphasise fair treatment of customers – demonstrating empathy aligns with these compliance requirements. 

Supports customers in times of crisis 

As financial services team members provide support through the ups and downs of personal and professional lives, economic downturns, job losses or unexpected financial emergencies can cause immense stress for customers. Demonstrating empathy and focusing the customer on the action the organisation or they can take helps to move situations forward and find solutions.  

How to show empathy in financial services customer service
 

• Active Listening: Allow customers to fully express their concerns without interruption. 

• Appreciate the impact and move to action: Acknowledge how the situation is affecting the customer, for example by saying, “I appreciate this situation is very challenging for you. The best way I can help is to… Or a suggestion I have for you is…” 

• Personalised responses: Tailor the conversation to the customer’s specific situation and avoid robotic or scripted replies. 

• Solution-oriented approach: Offer clear and compassionate solutions rather than just stating policies. 

• Follow up and assurance: After resolving an issue, check in with the customer to ensure they are satisfied. 

Empathy is a business imperative in financial services. Institutions that prioritise appropriate empathy in customer service can build stronger client relationships, improve problem resolution and differentiate themselves in the market. By actively listening, acknowledging the impact of a situation on a customer and providing compassionate solutions, financial service providers can create positive, trust-based customer interactions that drive long-term success. 

Get in touch here to find out how MGI’s proven Mindset, Language & Actions Toolkit can equip your frontline finance teams with the skills they need to excel in providing effective, empathetic customer service, whatever comes their way. 

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The case for change skills: why now? 

Workforce readiness 

Equipping teams with the skills and resilience to navigate change is increasingly recognised as essential for UK businesses aiming to remain competitive and agile. Recent data underscores the urgency of this need:  

Research from Cornerstone indicates that 63% of UK executives believe their workforce is unprepared for change, while 45% of employees report lacking the necessary support and resources to adapt to evolving conditions. (Thetimes.co.uk) 

Workforce transformation 

The rise of automation, artificial intelligence and hybrid working models now shape how work is done. A 2023 study by PwC found that 40% of UK jobs will see significant changes to their core tasks by 2030, making adaptability and resilience crucial for both employees and organisations. 

Societal and environmental challenges 

Issues such as sustainability, diversity and inclusivity are now central to business strategies. Organisations face pressure to adapt their policies and practices to align with evolving social values. The ability to manage emotions and approach these changes with optimism and collaboration is critical to maintaining morale and engagement. 

The 3 essential change skills for 2025 

1. Assessing the impact of change 

Effective change begins with understanding its scope and implications. People at all levels must develop analytical skills to evaluate how change will affect their work, their teams and the organisation. This ensures proactive planning and prevents resistance born from uncertainty. For example, when implementing new technology, assessing its impact on workflows and skill requirements enables smoother transitions and more effective training. 

2. Managing emotions positively and productively 

Change managed well can galvanise organisations to achieve great progress. And change often triggers anxiety, fear, or resistance—emotions that, if unmanaged, can derail progress. Organisations can provide training to help their people:   

• Recognise and regulate their own emotions  

• Empathise with colleagues navigating change 

• Foster a culture of support and collaboration. A 2022 LinkedIn Workplace Learning Report found that 91% of UK employers believe emotional self-awareness skills improve performance, underscoring their importance in times of upheaval. 
  
  

3. Seeing opportunities and embracing optimism 

Cultivating a mindset that focuses on potential benefits fosters innovation and creativity. Employees who view change as an opportunity for growth are more likely to propose solutions, embrace new roles and contribute positively to organisational transformation.  

Data supporting the need for change skills



Research highlights the growing importance of equipping employees with change management skills: 

• CIPD (2023): Organisations with strong change management frameworks are 3.5 times more likely to meet or exceed objectives. 

• Gallup (2024): Employees who feel confident in managing change are 45% more engaged, leading to higher productivity and lower turnover. 

• McKinsey (2023): Companies that focus on building resilience and adaptability see a 30% increase in long-term performance metrics. 
  
  

How UK organisations can foster these skills 

Training and development 

Organisations can invest in continuous learning programmes that focus on change readiness and problem-solving. Practical workshops and digital learning tools can all enhance these skills. 

Leadership as role models 

Leaders play a pivotal role in shaping how change is perceived. By demonstrating optimism, empathy and a solution-focused mindset, leaders can inspire similar attitudes throughout the workforce. 

Embedding a culture of change 

A culture that celebrates adaptability and rewards innovative thinking makes change less intimidating. Regular communication, employee recognition and opportunities for feedback create an environment where change feels collaborative rather than imposed. 

The benefits of change-ready employees 

Equipping employees with these skills enables organisations to: 

1. Navigate disruption with confidence: Proactively addressing challenges prevents them from escalating into crises. 

2. Foster innovation: People who embrace change are more likely to experiment with new ideas, driving progress. 

3. Build resilience: A workforce skilled in adapting to change is better prepared for future disruptions, ensuring long-term sustainability. 
   
   

As the UK navigates economic, technological and societal transformations in 2025, change readiness is a serious priority. Organisations are prioritising equipping their people with the skills to assess, manage and embrace change. By fostering a culture of resilience, optimism and adaptability, these organisations will position themselves for success. 

MGI Learning provides practical toolkits to support people through change, building their ability to self-assess and self-manage into the most positive, productive state at work. This, coupled with the powerful communications tools in the MGI Toolkit, builds a strong foundation for people to thrive through change.

Find out how our training programmes and our Mindset, Language & Actions Toolkit helps people and teams to thrive through change.

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1. Builds strong emotional connections 

When customers feel recognised, they develop an emotional bond with your organisation. This bond goes beyond transactions, making them more likely to return and recommend your business to others. 

• How it helps: Customers who feel emotionally connected are less likely to switch to competitors and more likely to forgive occasional mistakes. 
• Example: Addressing a customer by name, remembering their preferences, or referencing past interactions demonstrates genuine care and attention.
   
  

2. Enhances customer loyalty  

Recognising customers creates a sense of belonging and reinforces their decision to choose your company or come to you for help as a service giver. Loyalty grows when customers feel their patronage is noticed and appreciated. 

• How it helps: Loyal customers are more likely to want to collaborate and work with you to find solutions, even in times of challenge, to make repeat purchases and act as advocates for your company, driving word-of-mouth referrals. 
• Example: Sending personalised offers, rewards for milestones, or simple thank-you messages for their business cultivates long-term loyalty. 
  
  

3. Differentiates your offering 

In a market where products and services are often similar, excellent customer recognition becomes a key differentiator. It sets your organisation apart by showcasing a personal touch. 

• How it helps: Customers are more likely to respond positively to a service giver that makes them feel valued over one that treats them as just another number. 
• Example: Proactively acknowledging a returning customer or tailoring responses to their unique history with your business elevates their experience.
   
  

4. Drives higher customer satisfaction 

Recognition makes customers feel respected and valued, directly improving their perception of your service. A positive interaction boosts their satisfaction, even in situations where challenges arise. 

• How it helps: Customers who feel acknowledged and listened to are more likely to leave satisfied, even if their issue isn’t fully resolved immediately. 
• Example: Expressing gratitude for them working with you to find solutions or expressing appropriate empathy and acknowledgement of their concerns during a complaint helps turn a negative experience into a neutral or positive one. 
  
  

5. Boosts retention and reduces churn 

Impressive customer recognition builds strong relationships, fosters loyalty and retention, while failing to recognise or remember customers can leave them feeling ignored or undervalued, increasing the likelihood that they’ll take their business elsewhere.  

• How it helps: Retaining an existing customer and sincerely addressing their needs is of course more cost-effective than acquiring a new one. Recognition encourages customers to stay. 
• Example: Regularly checking in with long-time customers or offering them early access to new products/services shows you value their loyalty. 
  
  
  

6. Encourages positive feedback and advocacy 

When customers feel appreciated, they’re more likely to share their positive experiences, both in reviews and personal recommendations. Recognition acts as a catalyst for goodwill. 

• How it helps: Positive feedback enhances your company’s reputation and attracts new customers. 
• Example: Publicly acknowledging a customer’s feedback on social media or rewarding them for referrals shows that you appreciate their contribution to your success. 
  

How to show impressive customer recognition 

To ensure your recognition efforts resonate with customers: 

1. Personalise interactions: Use their name, reference any previous interactions you may have had with them, or tailor recommendations based on their preferences. 

2. Show appreciation: Where appropriate, thank them for their loyalty, appropriately celebrate milestones (e.g., birthdays or anniversaries as a customer), or send small tokens of gratitude. 

3. Be proactive: Acknowledge customers where possible before they get in touch with you. For instance, update them on an order status or notify them of a service update relevant to their history. 

4. Empower frontline staff: Train customer service teams to notice and act on opportunities for recognition during interactions. 

5. Leverage technology: Use CRM tools to track customer interactions and ensure every team member has access to information that helps personalise the experience. 

Impressive customer recognition is a business strategy that builds trust, loyalty and long-term relationships. By making customers feel valued and appreciated, your organisation can create memorable experiences that differentiate your service, enhance satisfaction and drive sustainable growth.  Impressive Customer Recognition is just one of 26 important service skills taught as part of MGI Learning’s Mindset, Language & Actions Toolkit.

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1. Empathy and active listening 

At the heart of tenant satisfaction is an understanding of their needs, challenges and expectations. Empathy allows housing professionals to connect with their customers, showing genuine care for their concerns before quickly moving on to the positive action required. Active listening goes hand in hand with empathy. By attentively hearing what tenants say – without interrupting or making assumptions – means that all involved in supporting tenants can demonstrate respect and build trust. This approach helps tenants feel valued and ensures that their feedback shapes housing services. 

2. Effective communication

Clear, transparent communication is vital to maintaining tenant trust and confidence. This means delivering information about policies, services and updates while also explaining decisions in a way that tenants can understand. Avoiding jargon and tailoring messages to diverse audiences ensures inclusivity. Additionally, strong communication skills foster a two-way dialogue where tenants feel comfortable raising concerns and providing feedback which is essential for continuous improvement. 

3. Conflict resolution and problem-solving 

Housing professionals must be skilled in de-escalating tensions, mediating disputes and finding fair, practical solutions. Social housing often involves addressing sensitive issues such as maintenance delays, antisocial behaviour or rent arrears. These situations can escalate if not handled with care. By resolving conflicts calmly and fairly, providers can ensure these do not escalate and are managed in a way that is acceptable to all concerned while building trust. 

4. Cultural competence and inclusivity 

Social housing tenants come from diverse backgrounds including different cultures, languages and life experiences. Cultural competence – the ability to understand, respect and interact effectively with people from varied backgrounds – is essential for creating a welcoming and inclusive environment. Tailoring services to meet the unique needs of different tenant groups ensures that all feel included, leading to higher satisfaction levels. 

 

5. Adaptability and resilience 

The dynamic nature of social housing means that circumstances can change rapidly, whether due to policy shifts, economic pressures or tenant needs. Housing professionals must remain adaptable, open to change and resilient in the face of challenges. A flexible approach ensures that tenant services remain responsive and effective, even in unpredictable situations. 

6. Collaboration and teamwork 

Tenant satisfaction is often achieved through collective efforts of several people in the organisation as well as with the tenant. Effective collaboration across departments, with external partners, and with tenants themselves is critical. Housing professionals need to be team players who value diverse perspectives and work collectively towards shared goals. This spirit of cooperation ensures a seamless service experience for tenants. 

7. Commitment to continuous improvement 

Meeting TSMs is, of course, an ongoing process. Housing professionals are committed to learning from tenant feedback, industry best practices and their own experiences. A mindset open to feedback and making a difference, fosters innovation and ensures that services evolve to meet tenants’ changing needs. 

To excel in the social housing sector and achieve high TSM scores, people skills are as important as operational expertise. Empathy, communication, conflict resolution, cultural competence, adaptability, collaboration and a commitment to improvement are key attributes that enable housing professionals to meet tenants’ needs effectively. By investing in these skills, social housing providers can create stronger communities, enhance tenant trust and fulfil the expectations of the Regulator of Social Housing. 

Book a call to learn how MGI’s Mindset, Language & Actions Toolkit, combined with our 20-year experience in the Social Housing sector, can help your teams to thrive and consistently provide service excellence and achieve high Tenant Satisfaction Measure scores. 

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As optimism is defined as having hope that something good can come out of a situation, it should underpin any service ethos. Working together with colleagues and customers to find a way forward, solutions and what is positive in any situation is a skill that can be cultivated and developed as part of an overall ‘optimal service mindset’, leading to a service culture grounded in an optimistic outlook.  

Why optimism matters in service delivery 

1. It enhances the customer experience 

Optimistic service givers focus on what can be done rather than dwelling on what is not possible. This mindset translates into a more positive customer experience, as service givers prioritise solutions over roadblocks. When a customer reaches out with an issue, hearing “Here’s what we can do” instead of “That’s not possible” sets a constructive tone and builds confidence in the organisation’s ability and willingness to help. 

2. It encourages solution-oriented thinking 

Optimism drives creativity and resilience, enabling service givers to explore alternatives and find innovative solutions. Customers feel reassured when they see service givers genuinely striving to resolve their concerns. An optimistic approach reinforces the idea that there’s always a way forward, even if that means collaborating with the customer to identify helpful steps that they can take on their own. 

3. It builds strong relationships 

Optimism fosters trust and connection. Customers are more likely to remain loyal to organisations whose service givers demonstrate a genuine commitment to helping them, even in challenging circumstances. Positive interactions lead to long-term relationships and reinforce the organisation’s reputation as customer focused.  

Supporting service givers to develop optimism 

Leaders and managers play a crucial role in helping their service teams develop and sustain optimism. Here are strategies to empower service givers and instil a positive, solution-focused mindset: 

1. Empower them to find solutions 

Empowerment is the foundation of optimism. Service givers need the autonomy and tools to make decisions and propose solutions. By providing training on problem-solving techniques and giving them the authority to act in the customer’s best interest, organisations enable their teams to feel confident and capable. 

For example: 

• Offer flexible guidelines that allow service givers to tailor solutions to individual customer needs. 

• Create a framework for escalating more complex issues, ensuring service givers feel supported while taking the initiative. 
  
  

2. Provide robust support systems 

Customer-facing team members face the enjoyment and challenges that providing service naturally brings. When challenges are presented, leaders and managers can support their teams by: 

• Implementing a strong support network: Provide access to managers, mentors or peer teams who can assist when difficult cases arise. 

• Offering mental health resources: Encouraging optimism includes helping service givers manage stress and maintain a positive outlook during tough times. 
  
  

3. Promote positive communication skills 

Training service givers to communicate solutions, options, alternatives and empathy ensures they lead conversations with what is possible first rather than limitations. For instance: 

• Encourage communication which is focused on what we can do to help before explaining why a particular request isn’t feasible. 

• Encourage a customer-focused, ownership and responsibility mindset, emphasising collaboration and creativity in finding paths forward. 

This approach boosts the service giver’s confidence while instilling hope and satisfaction in the customer. 

4. Celebrate successes and learn from failures 

Recognition reinforces optimism. Acknowledging service excellence in team members and sharing stories of successful resolutions inspires others and reminds teams of the positive impact they have. Equally, framing mistakes or challenges as learning opportunities encourages openness and the ability to grow through such experiences.  

5. Create a culture of collaboration 

Optimism thrives in environments where teamwork and mutual support are valued. Encourage open communication and knowledge sharing among service teams. Collaborative problem-solving can inspire creative solutions and reduce the sense of isolation service givers may feel in high-pressure scenarios.  

Optimism as the cornerstone of a solution-oriented organisation 

Organisations committed to delivering exceptional service embrace optimism as a core value. A solution-oriented approach requires service givers to see possibilities where others may see obstacles. Optimism drives this vision by fostering a can-do attitude, creative thinking and resilience. 

Service teams that lead with optimism demonstrate to customers that there’s always a path forward, even when challenges arise. Whether it’s offering alternatives, collaborating on solutions, or empowering customers to take actionable steps themselves, optimism ensures that customers leave every interaction feeling valued and supported. 

Organisations that promote and value optimism enhance the customer experience and create an environment where service givers thrive. By investing in empowerment, training and support, they build an empowered team ready to tackle challenges with confidence and positivity – paving the way for long-term success. 

Optimism is a commitment to finding the best outcomes for customers, employees, and the organisation as a whole. 

MGI Learning offers proven customer service training through its unique Mindset, Language & Actions Toolkit which develops an Optimal Mindset where Optimism is key. The Toolkit equips people with the ability to take ownership and responsibility, find options, alternatives and solutions and build confidence in their ability to really make a difference for every customer in any situation.

Find out how our Mindset, Language & Actions Toolkit helps drive customer service excellence.

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1. Take stock of how well you truly listen to customers 

Listening is a fundamental aspect of effective customer care and a powerful skill that can be learned. Raising awareness of how well everyone in an organisation truly listens, genuinely hearing customer concerns, needs and feedback pays dividends and builds high levels of trust. You can raise the bar on listening capability in your organisation by taking the following actions: 

• Evaluate current practices: Assess whether your team actively listens during customer interactions. Do they give customers space to explain their issues fully, or are they quick to jump to conclusions? When asked, are your team conscious and aware of how they listen, and do they recognise the importance for delivering excellent customer outcomes? 

• Implement active listening techniques: Equip your team members with active listening skills to ensure they are concentrating, fully understanding, responding and remembering what the other person is saying during a conversation. These skills require giving the customer your undivided attention, avoiding interruptions and showing verbal and non-verbal cues (like nodding or maintaining eye contact) that indicate engagement. Active listening also includes paraphrasing, asking clarifying questions, and providing thoughtful feedback to ensure mutual understanding.  

By prioritising listening, you create a service environment where customers feel valued and understood. 

2. Be alert for feedback from all channels 

Customer feedback is everywhere, from casual conversations to social media posts and traditional complaint channels. Organisations can leverage this feedback to improve service quality. 

• Monitor diverse channels: Establish systems to track feedback from multiple sources, such as social media mentions, online reviews, in-person interactions and emails. 

• Encourage open communication: Let customers know how much you value their input. Display feedback request prompts on your website, receipts and social media profiles.  Encourage positive as well as constructive or negative feedback. 

• Analyse and act: Identify any common themes in the feedback and address them promptly. 

Staying alert to feedback ensures that your organisation remains responsive and adaptable to customer needs. Handling feedback well demonstrates that the organisation is focused on demonstrating care for customers.  

3. Focus on what is possible before saying “No” 

Always emphasise what is possible and explore creative solutions first before setting limitations such as telling customers what cannot be done. 

• Reframe conversations: Shift the focus to what you can do from what you cannot. In our experience when a service giver says what they are not able to do they follow it up with a suggestion of a way forward. Changing the order round to say what is possible first gives customers confidence that we want to work with them to find solutions. 

• Empower employees: Give your team the authority to make decisions or exceptions when necessary, ensuring they can address unique customer needs effectively. 

• Search for options and alternatives: Customers will appreciate the effort to find a way forward, so even when the desired solution isn’t feasible, offer alternatives that demonstrate a willingness to help. 

This proactive approach enhances customer satisfaction by showing that your organisation is solution-focused and committed to meeting their needs. 

4. Eliminate excuses from your service language and focus on solutions 

Focus on resolving the issue and preventing it from happening again instead of explaining why something went wrong. Excuses can quickly alienate customers and diminish their trust in your organisation.  

• Use positive language: Replace phrases like “That’s not my department” with “Let me find someone who can help you.” 

• Own the issue: Encourage your team to take responsibility for issues and challenges, even if they aren’t directly at fault. A simple “I’m sorry this happened; let’s make it right” goes a long way. 

• Shift to action: Move quickly onto how an issue can be fixed and avoid dwelling on what went wrong, using time frames wherever possible. For example, “I’ll look into this right away and update you by 5pm today.” 

By focusing on solutions rather than excuses, you build credibility and ensure customers leave with a positive impression, knowing you are looking to do the very best for them.

5. Be diligent in correcting service failures and learning from experience 

How you handle any mistakes that happen (as they sometimes do in any organisation), defines your level of customer care.  

• Acknowledge mistakes: Apologise sincerely and take immediate steps to resolve the issue. 

• Document failures: Keep a record of recurring issues to identify patterns and root causes. Use this information to implement changes that prevent similar problems in the future. 

• Learn and improve: Encourage a culture of accountability and innovation by regularly reviewing service failures as a team to determine what went wrong and how processes can be improved. 

Turning things around to create learning opportunities from service failures demonstrates your commitment to excellence and ensures customers feel valued even after a mistake. 

Final Thoughts 

Improving customer care requires a commitment to listening, responsiveness and a proactive approach to problem-solving. By taking stock of how well you listen to customers, staying alert for feedback, focusing on possibilities, eliminating excuses and diligently addressing service failures, your organisation can provide exceptional customer experiences. This helps to show customers that they are important, and that the organisation does care about them and the outcomes they need. 

These strategies will enhance customer satisfaction while also building lasting relationships, ensuring your business thrives in a competitive market. Exceptional customer care is a journey of continuous improvement which is always focused on the very best outcomes for customers to build your reputation, loyalty and trust.  

Find out how our Mindset, Language & Actions Toolkit helps drive customer service excellence.

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The post 5 ways to improve customer care in your organisation  appeared first on MGI Learning - Creating Better Service in Business.