People enter service roles because they want to make a difference. They listen, reassure, problem-solve and calm emotion every day and over time, that same ability to care, the thing that makes them exceptional, may start to cost them. The very empathy that powers excellent service can, if left unmanaged, lead to exhaustion, detachment or burnout. Consider this as an empathy paradox: the more people care, the more they absorb, and in high-demand service environments that emotional load can quietly accumulate, possibly affecting energy, confidence or compassion itself. 

Empathy can grow when nurtured 

Empathy can be a renewable resource when carefully managed. Every challenging call, complaint or customer crisis draws from it. Without deliberate replenishment, people may instinctively protect themselves by switching off or becoming desensitised. That’s when service tone can change. Conversations may become shorter, and the warmth can fade. In other words, what we at MGI refer to as the vital People / Technical balance (requiring competence on both people and technical skills) can shift and customers feel an ‘out of balance’ experience. They may feel processed and more of a number than a person. 

The most resilient service givers develop the ability to stay calm, compassionate and confident under pressure without losing authenticity or compromising their wellbeing. This is an essential skill organisations can focus on to support their service team members.  

What sustainable empathy looks like in practice 

Across sectors such as housing, financial services, utilities and healthcare, we’ve seen the same pattern. Organisations that successfully help their people to care safely tend to share these characteristics: 

1. They recognise levels of stress and the triggers that increase stress 

Service professionals are helped to spot their own stress signals and emotional triggers early. This awareness allows them to pause, breathe and reset, using appropriate self-management actions to maintain service quality and wellbeing. 

2. They build recovery into the day 
   Micro-breaks, reflective huddles and quick debriefs after tough interactions provide small, vital moments for emotional recovery.  

3. They develop cognitive empathy rather than emotional over-immersion 
   True empathy is about appreciating the effect a situation is having on the customer and moving quickly to a constructive response – not absorbing or feeling everything the customer feels. That crucial distinction keeps empathy clear, professional and effective. 

4. Their managers recognise emotional impact 
   When leaders say, “I’m checking in to see how you are because that sounded a challenging call,” they give permission for honesty. Noticing how a call might have felt shows that caring for colleagues is “how we do things here.” 

5. They recognise strength in knowing when to ask for help 
   Taking time out, seeking support or handing over to a colleague when necessary is seen as a positive, solution-focused step in the customer journey. 

When organisations adopt this leadership approach, they build the foundations for sustaining their service teams’ wellbeing and their ability to empathise appropriately with customers. Sustainable empathy becomes a powerful organisational capability. 

Sustaining empathy 

To strengthen these characteristics, organisations can invest in: 

Training that supports wellbeing 
Equip people with tools and techniques that build self-awareness of stress levels and emotional responses, alongside practical self-management strategies. 

Training in the skills to show appropriate empathy 
Provide specific communication strategies that demonstrate empathy without becoming overly involved in a customer’s emotions or situation. 

Manager-as-coach development 
Enable managers and team leaders to support emotional health, recognise early signs of fatigue and lead learning from experience, sharing insight and good practice from challenging service situations. 

Appropriate performance frameworks 
Reward the quality of the customer experience, including appropriate empathy, rather than over-focusing on speed or volume. Recognise when service professionals apply the tools from their training effectively. 

Keeping the heart in the job 

Customer service, at its core, is an act of humanity. People remember how they were treated: the kindness in a tone of voice, the patience in an explanation, the moment they felt seen and heard. These moments of sincerity build trust and loyalty. 

To stay strong and robust, emotional connection needs structure, renewal and leadership protection. When organisations treat empathy as a renewable capability, one that can be taught, coached and embedded, they create cultures that are both kind and high performing. 

The future of great service is built on organisations where people can care with strength, listen with confidence and connect with others while staying true to themselves. Leaders who invest in this capability reduce burnout, protect wellbeing and build emotionally resilient teams who deliver engaged, empathetic service. 

Imagine empathy as a capacity we grow, fuelling people to thrive as they care for others. 

Get in touch to find out how MGI’s Mindset, Language & Actions Toolkit equips customer service teams with the skills and confidence to demonstrate and sustain empathy and emotional intelligence in their everyday roles. 

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As we know, trust is essential for organisations to succeed, thrive and deliver exceptional outcomes, while culture is played out by what people say and do every day and is therefore central to maximum productivity and success. Being really open to and aware of how people ‘are’ with each other in your organisation, taking a step back and objectively evaluating what you see can be a great trigger to making positive changes.

The definition of a high trust culture is when everybody is truly collaborative and respectful, sure and confident that each member of the team will do a superb job and there is no need to doubt or check on this. People have absolute faith in their colleagues’ ability to get the job done well in a timely manner to everyone’s satisfaction.  When you have great team spirit and can trust your co-workers, you promote feelings of safety and security that enables everyone to engage fully and encourage each other to reach their full potential and succeed. Trust in your fellow workers and a blame-free culture also leads to more open communication which then extends to an increased trust in the organisation and management, too.

This happens when the entire team is equipped with what we, at MGI, refer to as the Optimal Mindset, where everyone is equipped to willingly step up and take ownership and responsibility for their roles, they are optimistic that solutions, options and alternatives can always be found, they appreciate that all feedback is invaluable and have respect for each other’s point of view, alongside a firm belief that they really make a difference. When your people are equipped with the tools to ensure they have this Optimal Mindset, they can deal with anything that comes their way with confidence and capability – and it’s also a solid foundation to thrive through change and upheaval.

Four key building blocks

There are four key building blocks to create a high trust culture and promote better teamwork, stronger relationships and improved problem-solving skills.

1. Awareness – Having a strong sense of self-awareness and self-management of ourselves and everyone around us builds optimism, motivation and a sense of value and self-worth. Being able to recognise our strengths and weaknesses makes us more aware of our emotions, thoughts and behaviours and empowers us to recognise when we need to take a step back from challenging situations and consider our options. Having a real awareness of ourselves and others makes us more empathetic and appreciative of others’ perspectives and personalities, which in turn helps us to be more productive, confident, proactive and motivated. Leaders can use this awareness of themselves and the way people are interacting in the organisation to take stock and consider the positives and the opportunities for developing higher levels of trust.
2. Mindset – At the heart of everything we think, feel, say and do, our mindset impacts every aspect of our lives, shaping our response and reaction to every situation that comes our way, and driving our interactions and relationships with others. Highly productive and successful teams have a shared mindset of ownership and responsibility, optimism, respect and belief in their capability, so that they’re able to appreciate and act positively upon feedback. They can really listen and show respect by considering what others have to say, recognising the value of feedback and seeing setbacks as critical learning tools.
3. Collaboration – This is where we see a tightly knit workforce working well together with active involvement – questioning, challenging and supporting one another while truly respecting the value of each other’s viewpoints. Collaborative teams can happily pull together so that problems are solved, and barriers swiftly overcome as people are motivated by a sense of purpose and achievement. Being open and honest allows working relationships to flourish on a foundation of mutual respect and trust.
4. Communication – Positive, clear and engaging communication skills build two-way trust which leads to effective collaboration and stronger relationships. It’s always important to use positive, influential language and ensure that the first thing you say is constructive, empathetic, positive and solution focused as this demonstrates inclusion and respect and builds trust. Having the ability to communicate in a more confident, optimistic and capable way helps you to construct the right message for the most successful outcomes as well as more harmonious and healthy relationships, too.

When all four building blocks are firmly embedded in your teams and demonstrated through their everyday actions, it will be clear that everyone is working together effectively with the same aims to produce outstanding results and outcomes. People will have more insight into how they work and how best to work with others – they are empowered to communicate in a more collaborative and constructive way and ultimately build a productive and positive high trust culture.

Truly collaborative teams drive innovation and high levels of employee engagement, customer satisfaction and productivity. Ensuring your teams have the right tools and resources to hand will enable everyone to stay focused, overcome obstacles and excel in their roles with confidence and perspective, and a true commitment to excellence for the benefit of all.

To learn how MGI’s unique Positive High Trust Cultures Toolkit can provide your people with the self-management and communications tools, templates and strategies to consistently grow higher levels of positivity and trust, please get in touch here.

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This is a chance to strengthen service cultures, build tenant trust and support your teams to thrive in increasingly demanding roles. At MGI Learning, we believe that equipping people with the right tools to support a positive, solution-focused mindset, positive communication and personal resilience will be critical for organisations to meet both the letter and the spirit of the new standard.

Why customer service competence matters 

The regulator’s message is clear: tenants deserve to feel listened to, respected and supported. Customer service is now a regulated competency. Team members across housing organisations, from front-line officers to contact centres and tenancy management, will be expected to demonstrate professionalism in every interaction.

For social housing providers, this means: 

• Communicating clearly and respectfully with tenants
• Responding quickly and taking ownership of issues
• Showing empathy while maintaining professional boundaries, including when saying ‘no’ or responding to feedback
• Equipping team members with the knowledge to provide accurate and confident guidance

These capabilities are directly linked to tenant satisfaction. Research consistently shows that communication, empathy and responsiveness are the top drivers of trust. Yet these are also the areas where your team can feel least supported, especially when faced with high caseloads, distressed tenants and rising demand.

The challenge for housing organisations 

The sector faces unique pressures. Your service professionals are often working in high-stakes, emotionally charged situations – supporting vulnerable tenants, handling complaints or explaining difficult decisions. The risk of burnout is real. Without support, they may default to defensive communication or inconsistent service, undermining both tenant trust and organisational reputation.

The Competence & Conduct Standard asks providers to embed customer-focused behaviours at scale. To succeed, housing organisations will need to invest in training that complements technical knowledge. All team members will need practical skills they can apply immediately, along with the resilience to maintain high standards even under pressure.

MGI Learning’s Mindset, Language & Actions approach 

For over 30 years, MGI Learning has worked with organisations across sectors to transform service capability. Our proven Mindset, Language & Actions Toolkit gives everyone in an organisation the confidence, skills and behaviours to deliver consistent, high-quality service.

The approach is simple and powerful:

• Mindset: Helping build the focus of all team members to be: “what can I do to help?” This solution-focused mindset fosters optimism, resilience, and ownership and responsibility.
• Language: Equipping your people with positive, can-do and respectful communication skills that convey empathy, clarity and professionalism.
• Actions: Embedding ownership and responsibility and follow-through so tenants feel supported, informed and valued. All colleagues learn to take responsibility for closing the loop and ensuring issues are resolved.

This combination allows complaints to be handled constructively, residents to be guided through complex processes with care and understanding and service providers to maintain composure in challenging conversations.

Building resilience alongside competence 

Resilience is central to the Competence & Conduct Standard, and all team members need the personal effectiveness to manage time, energy and emotional pressure. 

MGI programmes include tools to help all involved in supporting social housing customers to: 

• Stay calm and constructive when faced with difficult situations 
• Reframe challenges as opportunities for learning 
• Balance empathy with professional boundaries 
• Take a pause and find the best way forward in any situation 
• Sustain energy and focus across demanding caseloads 

By building resilience, frontline teams are better able to demonstrate empathy without becoming overwhelmed. This protects wellbeing and ensures consistent, high-quality service. 

Proven impact on tenant satisfaction 

MGI Learning’s training has delivered measurable improvements for housing providers and other service-driven organisations:

• Customer satisfaction up by 30% to 80%
• 20% reduction in complaints from residents
• 300% increase in compliments and 34% fewer complaints
• Significant improvements in team member confidence and engagement

These results are achieved because the training is engaging, practical and easy to embed. Participants leave with real tools they can use straight away, and organisations experience a resilient culture of ownership and responsibility, optimism and service excellence.

Preparing now for 2026 

Working towards the Competence & Conduct Standard now, organisations can:

• Show the Regulator of Social Housing that they are serious about compliance
• Reduce the risk of poor tenant experiences and reputational damage
• Create a more engaged and resilient team
• Build a culture of ownership, responsibility and high-trust
• Position themselves as leaders in service excellence in the sector

How MGI Learning can help 

We partner with social and community housing providers to design and deliver training programmes aligned with the new requirements. Whether through tailored workshops, video-based online learning, coaching, including large-scale rollouts, our focus is always on delivering measurable improvements in employee engagement, operational effectiveness and resident satisfaction.

The new Competence & Conduct Standard represents a turning point for the housing sector. Meeting it requires policy changes, and it demands a culture where people working in the sector feel confident, resilient and supported to serve tenants well.

MGI Learning’s Mindset, Language & Actions approach offers a proven pathway to achieve this. By investing in your people now, you can raise standards, improve tenant satisfaction and build a service culture that stands the test of time.

If you’d like to explore how MGI Learning can support your organisation to prepare for the Competence & Conduct Standard, please contact us here.

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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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For HR professionals and organisational leaders, providing targeted, supportive, early-stage development is essential to unlocking a new manager’s potential and ensuring they thrive.

Understanding the shift: From peer to leader  

Stepping up to lead former peers successfully is one of the most important transitions for new managers. This shift requires an adaptation to workplace relationships – from being “one of the team” to someone responsible for guiding, evaluating and influencing that team.

Alongside this change in dynamic comes a more fundamental shift in expectations. As individual contributors, people may be more highly valued for technical ability and task delivery. As managers, their performance is measured by their ability to lead others: to set direction, communicate clearly, make decisions and manage performance as well as for technical competence.

Our research and conversations with senior leaders reveal that new managers would benefit from more support and clarity as they often feel unclear about their role. Questions emerge over the simplest aspects of the job such as what their role should be in meetings, how and when they should report progress, and how actively they should participate in decision-making. When clear guidance is given, new managers can find their feet quickly and become effective in their new role faster. 

The hidden challenge: Changing peer networks and isolation

A more subtle challenge many new managers face is the change in their peer group. Previously, their primary network probably consisted of colleagues at the same level. As they transition into management, they are expected to integrate into a different peer set across the business: other managers and leaders.

Without a deliberate effort to build those new relationships, new managers can feel caught in-between – yet to be connected to their new peer group and no longer fully part of their former team. This can lead to feelings of isolation, which in turn affects morale and performance.

Creating a supportive environment where new managers feel they belong, in terms of both function and community, will ensure help to address any doubts they may have and help them to grow with confidence.

Communication and performance management: Skills that need support

Communication and performance management are two areas where many new managers need different capabilities. Providing feedback, facilitating team discussions, resolving conflict and empowering ownership and responsibility all require skills that need to be developed and acquired alongside a promotion.

A good example is giving developmental feedback, especially to someone who was recently a peer. Even praise and recognition can feel tricky without guidance. Training in these areas is crucial as many new managers fear saying the wrong thing or damaging relationships, which may lead them to avoid challenging conversations altogether. With the right support, managers can learn how to offer timely, thoughtful feedback that motivates and improves performance.

Why early development matters

Early support has a measurable impact. A survey by Ciphr found that 77% of managers who receive regular training report higher job satisfaction. When organisations invest in new managers early, they strengthen team performance, reduce the risk of disengagement and attrition and build a more resilient leadership pipeline.

The earlier this support begins, the more confident and capable new managers become, creating a strong, foundational launch pad for long-term success.

Five strategies for supporting new managers

To build capability and confidence from day one, organisations can implement a structured development approach that includes:

1. Comprehensive onboarding – Include leadership expectations, peer group introductions, deeper understanding of company culture, values and an introduction to key management responsibilities as well as logistical information.
2. Mentoring and coaching – Pair new managers with experienced leaders who can offer practical guidance, reassurance and a sounding board for challenges.
3. Training in core skills – Provide targeted training in areas such as communication, time management, feedback, delegation and handling challenging conversations and solution-orientation/problem solving – skills critical to effective leadership.
4. Regular feedback and check-ins – Establish structured opportunities for new managers to receive feedback on their leadership, ask questions and reflect on their development.
5. Peer support networks – Facilitate connections between new managers through forums, peer groups or learning cohorts. These communities encourage shared learning and reduce feelings of isolation.

Conclusion

The transition into a management or leadership role is brimming with opportunity. Organisations that provide thoughtful, structured development the moment a new manager is appointed ensure they are equipped to succeed. This in turn builds stronger teams, healthier work cultures and a more confident and comfortable generation of leaders.

By investing in new managers from the outset, we lay the groundwork for leadership that avoids typical pitfalls and challenges new managers face and sets them up for success.

Get in touch here to find out how MGI’s Voyage to Leadership management development programme can build a generation of successful leaders throughout your organisation.

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The ability to adapt has become a core business competence and is an essential skill to thrive through change. While strategy and resources matter in any change initiative, what separates teams that thrive from those that struggle is mindset. Of equal importance is language, which shapes and reinforces mindset. When reinforced with a positive first approach in all communication, a sharply focused mindset keeps people motivated, resourceful and solution-focused.  

Cultivating the right mindset for change enables individuals and organisations to navigate transitions with confidence. Here’s how to build that mindset and why it matters now more than ever.

The case for change: Why mindset matters

Facing facts with a positive mindset is key to moving forward with good solutions and greater potential for success. According to McKinsey & Company, 70% of change initiatives fail, largely due to employee resistance and lack of support from management¹. Understanding that these challenges are rooted in psychology is pivotal to finding the right solution to ensure successful change where everyone thrives, overcoming the statistics indicating that change often activates our innate fear of the unknown, challenging our sense of control and competence.

When people adopt an optimal mindset that is optimistic, solution focused and positive, the dynamics shift. They see change as an opportunity for learning, innovation and growth – taking ownership and responsibility, feeling optimistic about a better future, respecting the views of others while truly feeling that they make a difference to the success of the organisation.

Awareness is key: Self and others  

The foundation of any healthy change mindset begins with self-awareness. When individuals understand how they respond to uncertainty or stress, they can better regulate their reactions and remain proactive rather than reactive. For instance, noticing a defensive internal reaction oneself to a new project timeline allows us to pause, reflect and choose a more constructive response.

Equally important is awareness of others. Recognising that each team member may experience change differently encourages empathy and improves collaboration. This increased awareness allows people to flex their own style for better outcomes as they communicate with others, transforming team dynamics and helping leaders to support diverse emotional needs while encouraging shared accountability.   

Lead with positivity  

Adopting a positive first communication approach is a powerful catalyst in change scenarios. When leaders and team members consistently choose language that focuses on possibilities, strengths and solutions, it creates a culture of optimism, reduces anxiety and bolsters their mindset for change.

A recent Gallup study found that teams with high employee engagement – driven in part by positive communication – are 23% more profitable than those with low engagement². Truly effective positive communication is about acknowledging challenges realistically while reinforcing belief in the team’s ability to overcome them.   

Examples of positive first communication include:

• “Here’s what we can try next” instead of “This isn’t working.”
• “We can work together to get this back on track” instead of “We’re still behind.”
• “What support would help you most right now?” instead of “Why aren’t you on track?”

Cultivate curiosity over judgment

A mindset rooted in curiosity – asking “What can I learn?” or “What perspective am I missing?” – opens the door to creativity and collaboration. This mindset overcomes the assumptions and biases often raised by change, particularly when new ideas or processes challenge the status quo.

This also helps mitigate unhelpful conflict. When people remain curious instead of judgmental, they’re more likely to find common ground, even in the face of disagreement. In turn, this builds psychological safety – something Google’s landmark Project Aristotle identified as the top characteristic of high-performing teams³.

A mindset that recognises the importance of small wins

Confidence in the face of change takes time and effort to achieve – it’s built incrementally. By setting small, achievable goals and celebrating progress, individuals and teams reinforce the belief that they can succeed in unfamiliar territory. Each win fuels momentum and creates a positive feedback loop.

According to Harvard Business Review, recognising small wins helps people experience ‘meaning’ in their work, which boosts engagement and motivation even during complex transitions⁴. 

Final thoughts: Mindset is a choice  

It’s important to remember that mindset is within our control, while change is often not. With intention and practice, every individual can choose to bring self-awareness, empathy and positivity to the table. Teams that do so are better equipped to adapt, lead and grow in a world that is constantly evolving.

The next time your business faces a change – whether it’s a new system, strategy or structure – ask yourself: “How can I show up with a mindset that supports progress and possibility?”

The answer will be the key to your team’s success.

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1. McKinsey & Company. (2015). Why do most change management efforts fail? https://www.mckinsey.com ︎
2. Gallup. (2023). State of the Global Workplace. https://www.gallup.com ︎
3. Google re:Work. Project Aristotle. https://rework.withgoogle.com/en/guides/understanding-team-effectiveness ︎
4. Harvard Business Review. (2011). The Power of Small Wins. https://hbr.org ︎

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• 91% of UK consumers are more likely to make repeat purchases following a positive service experience (Microsoft UK Customer Service Report).

• 32% have switched brands due to poor service (PwC Future of Customer Experience Survey).

For senior leaders, the challenge lies in enhancing frontline capabilities without disrupting operational flow or incurring excessive costs, and this is where effective customer service training becomes critical. Traditional training models still have value and to take advantage of scalability, agility and operational effectiveness, an alternative solution can be highly beneficial.

Blended learning combines intelligent eLearning with targeted in-person activities, providing a sophisticated and sustainable solution for modern customer service training programmes.

Why eLearning is the ideal platform for customer service development

Engaging eLearning provides a strong foundation for developing service skills, which can then be reinforced through a robust programme of in-person embedding activities. Starting with eLearning offers many advantages for building capability effectively.

1. Flexibility that strengthens operational agility

eLearning fits seamlessly into busy service environments:

• Accessible anytime, anywhere, supporting self-paced learning without disrupting service delivery.

• Bite-sized, modular learning complements dynamic work schedules and varied learning paces.

• Personalised learning journeys can be tailored to different roles such as enhanced modules for managers.

2. Scalable investment with strategic value

Beyond simple cost savings, eLearning provides an enduring, adaptable training solution:

• Training can be scaled across teams and locations without significant incremental investment.

• Digital materials are easily updated, ensuring continued relevance without the logistical complexities of traditional training refreshers.

• Consistent, high-quality content ensures a lower cost per learner while maximising ROI.

• Options for multi-lingual customer service training delivery can be more easily achieved.

3. Consistency across the organisation

eLearning ensures every participant, wherever they are located, receives the same tools, techniques and standards:

• Supports organisational compliance and alignment to best practices in customer service.

• Enables detailed tracking of engagement and progress, strengthening governance and accountability.

• Creates a shared service language and culture across the business.

4. High-impact learning that lasts

Modern eLearning platforms are designed for learner engagement and progress:

• Interactive features such as videos, simulations and real-world scenarios boost learning effectiveness.

• Scenario-based exercises enhance motivation and practical application in real-life customer service scenarios.

• Microlearning modules support a variety of learning styles, making the experience accessible and impactful for customer service teams.

Blended learning: Enhancing eLearning for lasting excellence

eLearning lays a strong foundation, and blended learning maximises training effectiveness by integrating digital skills with real-world application, practice and collaboration.

1. Real-time skill application

In-person workshops, delivered either face-to-face or via Microsoft Teams or Zoom bring eLearning to life and enable participants to:

• Apply techniques through real-life customer interaction scenarios.

• Share experiences, building insight and reinforcing digital learning.

• Receive coaching to refine and personalise their customer service skills.

2. Strengthening collaboration and culture

Interactive sessions encourage teamwork and knowledge-sharing:

• Peer learning accelerates skill adoption and continuous improvement.

• Shared learning experiences strengthen team cohesion and align everyone to a common customer service vision.

3. Embedding skills for long-term impact

Blended learning ensures new behaviours become ingrained and part of the service culture:

• Regular digital refreshers maintain skills over time.

• Manager-led reinforcement and follow-up sessions embed best practices into daily operations.

• Practical real-world challenges boost confidence and embed behavioural change.

Aligning customer service training with strategic business priorities

Customer service training needs to deliver measurable outcomes aligned with organisational goals.

Strategically implemented eLearning and blended learning programmes offer:

• A scalable, future-ready solution that adapts to evolving needs.

• Consistent, high-quality customer service training delivery across all levels of the organisation.

• Engaged, capable teams who are empowered to deliver outstanding customer experiences.

Investing in a blended learning model creates a powerful, enduring advantage, enabling businesses to meet rising customer expectations while maintaining operational efficiency and maximising people potential. By prioritising intelligent, scalable and engaging customer service training, organisations position themselves for long-term success.

Discover how MGI can support you

Talk to us to explore how MGI’s digital and blended learning programmes, based on our proven Mindset, Language & Actions Toolkit, can elevate customer service and transform your team’s performance.

Sources

• Microsoft: State of Customer Service Report – UK Segment
• PwC: Future of Customer Experience Survey – UK Findings
• CIPD: Learning at Work Survey 2023
  

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