What do customers really want? Customers are typically looking for: 

• A sense of control 

• Progress towards their goals 

• Recognition and importance 

• Fair treatment 

• Friendly interactions 

• Technical competence 

• Clear understanding 

• Security and reassurance 

• A sense of belonging 

• Honesty and trust 

Understanding these core customer needs helps customer service professionals deliver positive experiences, strengthen relationships and improve service performance. 

What do customers really want? 

Why do customers do the things they do? What makes them satisfied with a service experience? What creates positive emotions and builds confidence in an organisation? 

Psychologists have researched these questions for many years. For customer service professionals, understanding the motivations behind customer behaviour is an important part of delivering excellent service. 

Success in customer service depends on responding to customers positively, professionally and consistently. When organisations understand what customers need and value, they are better equipped to create experiences that customers remember and appreciate. 

Here are 10 fundamental customer needs that influence behaviour and shape service expectations. 

1. Control 

Customers want to feel in control of a situation. They want confidence that they can influence outcomes and achieve what they need. They also value transparency and clarity throughout the service experience. 

2. Goals 

Customers want to feel that progress is being made towards their objectives. Understanding what a customer is trying to achieve helps service professionals work alongside them to find the best possible outcome. 

3. Importance 

Customers enjoy interactions that help them feel valued and respected. Recognition, appreciation and attentive service all contribute to a positive experience. Giving customers your full attention and responding promptly helps reinforce their sense of importance. 

4. Fairness 

A strong sense of fairness influences many customer decisions and perceptions. Customers want confidence that they are being treated appropriately and consistently in comparison with others. 

5. Friendliness 

Customers value positive relationships with the people who serve them. Friendly, approachable and professional interactions help build trust, confidence and a more enjoyable service experience. 

6. Technical Competence 

Customers appreciate dealing with knowledgeable professionals. They want assurance that the person supporting them understands the situation and can resolve it effectively and professionally. 

7. Understanding 

Customers want clear information about what is happening and why. Good communication helps customers feel informed, comfortable and confident in their decisions. Explaining options clearly and concisely supports a positive customer experience. 

8. Security 

Customers want to feel safe and secure. Familiarity, predictability and confidence in processes all contribute to a stronger sense of reassurance. Security remains a fundamental requirement in every service interaction. 

9. Belonging 

Customers often enjoy feeling connected to the organisations they choose. Recognising loyal customers, communicating regularly and creating opportunities for inclusion can strengthen this sense of belonging and connection. 

10. Honesty 

Trust is at the heart of every successful customer relationship. Customers want to feel confident that the people and organisations they deal with are honest, genuine and trustworthy. Demonstrating integrity consistently helps build long-term confidence and loyalty. 

Turning Customer Needs Into Better Service 

These ten needs can be applied to most people and provide a valuable framework for understanding customer behaviour. 

Customer service professionals can identify individual priorities by asking thoughtful questions, listening carefully and observing customer responses. This deeper understanding helps teams tailor their approach and deliver service that feels relevant, professional and customer focused. 

These ten needs apply to most people because they are fundamentally human needs. Whether we are serving customers or being customers ourselves, we all appreciate feeling valued, understood, treated fairly and communicated with honestly. 

The most effective customer service professionals recognise this shared experience. By understanding what people need from a service interaction and responding positively, they create stronger relationships, better experiences and lasting customer loyalty. 

When organisations consistently meet these core customer needs, they create stronger customer experiences, improve customer satisfaction scores and support better overall performance. 

Frequently Asked Questions 

What do customers really want from customer service? 

Customers typically want to feel in control, make progress towards their goals, be treated fairly, receive clear communication and trust the people helping them. 

Why is understanding customer needs important? 

Understanding customer needs helps service professionals respond appropriately, build stronger relationships and create positive customer experiences. 

What is the most important customer need? 

Different customers may prioritise different needs depending on the situation. Common needs include control, fairness, understanding, security and honesty. 

How can customer service professionals better understand customers? 

By asking thoughtful questions, listening carefully and observing customer responses, service professionals can identify what matters most to each customer and tailor their approach accordingly. 

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The post What Do Customers Really Want? 10 Customer Needs That Shape Every Service Experience  appeared first on MGI Learning - Creating Better Service in Business.

How do you de-escalate a challenging customer situation? 

One of the most effective ways to de-escalate a challenging customer situation is to use a structured Time Out, creating space for calmer communication, clearer thinking and better outcomes. A Time Out allows service professionals to reflect, investigate and identify the best next steps while reassuring the customer that progress will continue. 

Customer service professionals regularly deal with unexpected questions, complaints, feedback and challenges. Some situations can be complex or demanding, requiring careful thought before the best solution can be identified. Providing teams with a structured way to pause, reflect and reset helps build resilience and supports better outcomes for customers and service providers alike. 

What is the Time Out formula? 

The Time Out formula is a structured customer service approach that allows service givers to pause a conversation, gather information, consider solutions, seek support if needed and return with clear next steps. Used professionally, it helps create a calmer environment and supports productive conversations focused on finding solutions. 

Time to Reflect and Recalibrate 

A key skill that makes a significant difference in customer service situations is having a clear and acceptable way to take a Time Out. This allows team members to gather information, explore options and create the conditions for a more productive conversation. 

When people feel confident that taking a Time Out is a professional and appropriate strategy, they are better equipped to manage challenging situations with confidence and composure. 

The Time Out Formula 

The Time Out formula is simple, practical and effective. 

1. State That a Time Out Is Needed 

Explain that some time is needed to identify the best next steps while providing clarity about what will happen next. 

Examples include: 

• “I would like to take a Time Out to check what the best next steps would be.” 

• “I would like to take some time to find out more information before coming back to you with options.” 

This approach demonstrates a willingness to help while ensuring expectations remain clear and realistic. 

2. Think Through the Options and Solutions 

Use the Time Out to reflect, investigate and explore possible solutions. 

In some situations, the service professional may need to clarify available options, understand their level of authority or gather additional information before progressing the matter. Taking time to consider the best approach supports a more effective outcome. 

3. Hand Over if It Supports a Better Solution 

A successful Time Out strategy includes access to support from colleagues or managers. 

When another team member is better placed to assist, a handover can help move the situation forward. This gives service givers confidence that seeking support is part of delivering excellent service and achieving the best outcome for the customer. 

4. Follow Up and Continue the Conversation 

The final step is to reconnect with the customer and continue working towards a solution. 

If emotions are running high, a respectful pause can help everyone reflect and approach the next conversation with greater clarity and focus. It is important to explain the next step clearly and provide a specific time for follow-up where possible. 

For example: 

“Mr Patterson, I want to find a way forward for you. What I am going to do is take a Time Out so that we can continue the conversation later. I will call you back at 3pm today so we can explore how to make progress together.” 

This maintains professionalism, demonstrates commitment and helps create the conditions for a more productive discussion. 

Why the Time Out Formula Works 

Knowing when to use a Time Out is important. Combined with the right skills, empowerment and technical capability, it helps teams manage customer interactions with confidence. 

A structured Time Out helps service professionals remain composed, gather the information they need and identify the most appropriate way forward. It also supports customers by ensuring they receive thoughtful responses, clear communication and consistent follow-up. 

Embedding the Time Out formula into your service culture provides a practical approach to de-escalation, supports employee wellbeing and helps customers receive the best possible outcome. 

Frequently Asked Questions 

What is a Time Out in customer service? 

A Time Out is a structured pause in a customer interaction that allows a service professional to gather information, consider options or create space for a calmer and more productive conversation. 

When should a customer service provider take a Time Out? 

A Time Out can be helpful when a situation is complex, additional information is required, emotions are elevated or further support is needed to identify the best solution. 

How does a Time Out help de-escalate a challenging customer situation? 

It creates time for reflection, reduces pressure and helps both the customer and the service professional approach the next conversation with greater clarity and focus. 

Is it acceptable to pause a conversation with an angry customer? 

Yes. When handled professionally and respectfully, a planned pause can help create a calmer environment, allow time for reflection and support a more productive conversation focused on finding a solution. 

What should happen after a Time Out? 

The customer should receive clear follow-up, including agreed next steps and ongoing communication towards an appropriate solution. 

Equip Your Team with Practical De-Escalation Skills 

MGI’s unique Mindset, Language & Actions Toolkit equips customer service teams with the confidence, capability and practical skills to handle challenging customer situations professionally and positively. Get in touch to find out how your teams can build stronger customer relationships, manage challenging conversations with confidence and deliver positive outcomes consistently. 

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What are the 6 steps to show empathy in customer service? 

The six steps to showing empathy in customer service are: listening carefully to customer feedback, acknowledging the impact of the situation, focusing on helpful action, asking questions to understand the customer’s perspective, using positive solution-focused language and following through on agreed actions. Together, these steps help customers feel heard, supported and helped while building trust and customer satisfaction. 

Being skilled in demonstrating empathy opens the door to positive collaboration with customers. It helps build satisfaction by showing that we care, can be relied on and are committed to finding solutions. 

In customer service, empathy is the ability to understand and appreciate the impact a situation is having on a customer’s feelings, thoughts and experiences, then responding in a way that helps move the situation forward. When empathy is combined with action, customers feel heard and supported while organisations build stronger relationships and loyalty. 

Step 1: Listen Carefully to Customer Feedback 

The first step is to listen carefully to what customers are telling us, however feedback reaches the organisation. 

Being fully present and attentive allows customers to express their thoughts and experiences. Many customers simply want the opportunity to tell their story and know that someone is listening. 

Careful listening creates the foundation for demonstrating empathy effectively and understanding what support is needed. 

Step 2: Remain Positive and Solution-Focused 

Customers want to know that we understand the effect a situation has had on them. 

The language used should reflect the circumstances and your appreciation of the impact experienced by the customer. 

Effective empathy statements include: 

• “I am so sorry to hear this. It must have been very hard for you.” 

• “I can hear the impact this has had on you and your family.” 

• “I can appreciate how frustrating this situation has been.” 

• “Thank you for sharing that with me. I can hear how much this has affected you.” 

These statements demonstrate understanding and help customers feel heard. 

Step 3: Focus on Helpful Action 

Empathy is most powerful when it is paired with action. 

After acknowledging the customer’s experience, move quickly to explaining how you can help. 

Examples include: 

• “The best way I can help sort this out now is for me to…” 

• “Let me get straight to helping you.” 

• “Some options we could look at to help resolve this situation are…” 

• “How I can help you best now would be to ask you some questions. Would that be OK?” 

This approach demonstrates commitment to finding a way forward. 

Step 4: Ask Questions to Understand the Customer’s Perspective 

Effective questioning helps service givers fully understand the customer’s experience and expectations. 

It is especially valuable to ask what outcome is most important to the customer and how they would like the situation resolved. 

Understanding the customer’s perspective creates clarity and helps focus efforts on delivering the most meaningful support. 

Step 5: Use Positive, Solution-Focused Language 

The words we choose have a significant impact on how customers experience a conversation. 

A solution-focused approach starts with what can be done and the options available. Where limitations exist, clearly explain the situation and then reinforce the support that can be provided. 

This helps customers hear our commitment to helping and keeps the conversation moving forward positively. 

Step 6: Follow Through on Agreed Actions 

Following through on commitments is essential for building trust. 

When service givers take ownership and responsibility for agreed actions, customers gain confidence that their concerns matter and that progress is being made. 

A culture of empowerment and accountability strengthens the ability of teams to demonstrate empathy and deliver meaningful outcomes.  

Bringing Empathy and Action Together 

Empathy is a powerful customer service skill. By listening carefully, appreciating the impact a situation has had on a customer and taking action to help, service givers create positive customer experiences and stronger relationships. 

When empathy is combined with compassion, ownership and action, customers feel heard, supported and helped. 

Frequently Asked Questions 

What is empathy in customer service? 

Empathy in customer service is the ability to understand and appreciate the impact a situation is having on a customer’s feelings, thoughts and experiences, then respond in a way that helps move the situation forward. 

Why is empathy important in customer service? 

Empathy helps customers feel heard, understood and supported. It builds trust, strengthens relationships and contributes to customer satisfaction. 

What is an example of an empathy statement? 

Examples include, “I can hear the impact this has had on you and your family” and “I can appreciate how frustrating this situation has been.” 

How can customer service teams demonstrate empathy? 

Customer service teams can demonstrate empathy by listening carefully, acknowledging the customer’s experience, focusing on helpful action, asking effective questions, using positive language and following through on agreed actions. 

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Complaints provide an excellent opportunity to learn and develop stronger, more collaborative relationships with customers. Effective complaint handling helps organisations resolve concerns, strengthen relationships and improve future service. 

MGI’s proven complaint handling formula has given thousands of service providers around the world the confidence to positively manage dissatisfied customers while providing a consistent and professional response. 

What are the 10 Steps to Successful Complaint Handling? 

1. Listen well. 

2. Remain positive and solution-focused. 

3. Respond with MGI’s Glad > Sure > Sorry Tool. 

4. Express empathy and reassurance. 

5. Ask questions to understand. 

6. Find out what the customer wants. 

7. Say what you CAN DO. 

8. Discuss options and solutions and agree on action. 

9. Take action immediately. 

10. Follow up to ensure customer satisfaction. 

Following these ten steps helps customer service teams resolve complaints effectively while strengthening customer relationships, increasing loyalty and enhancing organisational reputation. 

How Do You Handle Customer Complaints Successfully? 

Step 1: Listen Well 

The first and most crucial step in handling customer complaints is actively listening to what the customer has to say. Customers should feel heard and understood. 

Customer service teams that can listen without interrupting while demonstrating empathy and understanding can help defuse heightened emotions while gathering the information needed to address the issue effectively. 

Once the customer has finished making their initial statements, ask any clarifying questions that may be helpful. The key is to listen carefully without interruption to anything the customer says during this important initial contact. 

Step 2: Remain Positive and Solution-Focused 

Acknowledge the complaint in a supportive manner and choose responses that help de-escalate the situation and move it forward constructively. 

Even if the customer is making unreasonable or exaggerated claims, you can understand the reasons why they are upset and, most importantly, choose your response carefully. 

A simple question such as: 

“May I just make sure that my understanding of the situation is clear so that we can find a good solution for you?” 

demonstrates that you have listened and are willing to take action. 

Step 3: Respond with MGI’s Glad > Sure > Sorry Tool 

Glad > Sure > Sorry is a highly effective three-part tool from MGI’s Mindset, Language & Actions Toolkit which is often referred to as a tipping point for satisfactorily resolving complaints by participants on our training programmes. 

It allows you to immediately demonstrate that you welcome the complaint while also being clear that you intend to take action to find a solution and, if appropriate, apologise.  

For example: “I’m glad you told us about this situation so that I can help. I’m confident we can work together to find a solution and I’m sorry this has happened.” 

You can download our free Guide to Glad > Sure > Sorry here.

Step 4: Express Empathy and Reassurance 

Empathy is key in making the customer feel valued and opening the door to collaboration. 

Expressing an understanding of the impact the situation has had and reassuring the customer that you will work together to find a satisfactory solution helps move the situation forward while building trust and confidence. 

In business situations, it can be helpful to empathise with the impact of a situation rather than an emotion and then move swiftly to the action that can be taken to help.  

Step 5: Ask Questions to Understand 

Summarise the information gathered so far and ask questions to gain a full understanding of the complaint. 

The customer’s initial information may have been influenced by heightened emotions. Asking questions helps gather all relevant information so you can fully understand the complaint and identify the best options and solutions. 

Ensure you have the customer’s agreement on exactly what the issue is. 

Step 6: Find Out What the Customer Wants 

The answer to this question may be obvious. If so, repeat it and ask the customer to confirm your understanding. 

You can also demonstrate your willingness to help by asking: 

“Is there anything else you would like us to do?” 

In some situations, it may be unclear what the customer would like to happen, so it is important to find out and confirm their expectation clearly.  

If the customer wants something specific, find out exactly what that is and confirm it clearly. 

In some situations, it may be unclear what the customer would like to happen, so it is important to find out and confirm their expectation clearly. 

Step 7: Say What You CAN DO 

Next, explain to the customer what you can do. 

If what the customer wants is something you can do, take action right away and make it perfectly clear what that action is. 

If you are unable to fulfil the customer’s request, proceed to discussing other options and ideas. 

Step 8: Discuss Options and Solutions and Agree on Action 

Discuss the available options and solutions, presenting the benefits and drawbacks of each alternative where appropriate. 

Offering viable options gives customers a sense of control over the outcome. 

After discussing the alternatives, agree on a course of action that is as specific as possible. Ensure the customer understands who will do what, when, where and how. 

Step 9: Take Action Immediately 

Action is vitally important in resolving complaints. 

Once a solution has been agreed, implement it promptly to steer clear of further dissatisfaction and strengthen trust. 

If delays or deviations occur, notify the customer immediately and agree a revised plan. 

Step 10: Follow Up to Ensure Customer Satisfaction 

After resolving the complaint, follow up with the customer to ensure they are satisfied with the solution. 

A follow up call or email shows that you care about their satisfaction and provides an opportunity to gather feedback and identify improvements. 

Frequently Asked Questions About Complaint Handling 

What are the steps in effective complaint handling? 

The ten steps are: listen well, remain positive and open minded, respond with Glad > Sure > Sorry, express empathy and reassurance, ask questions to understand, find out what the customer wants, say what you CAN DO, discuss options and solutions and agree on action, take action immediately and follow up to ensure customer satisfaction. 

What is the Glad > Sure > Sorry Tool? 

Glad > Sure > Sorry is MGI’s three-part communication tool for handling complaints positively and professionally. It helps customer service professionals welcome feedback, demonstrate confidence in finding a solution and apologise appropriately when required. 

Why is empathy important in complaint handling? 

Empathy helps customers feel valued and understood. It creates the conditions for collaboration and helps move conversations towards solutions. 

What should you do if you are unable to give the customer what they want? 

Explain what you can do, discuss available options and agree on the best course of action. If necessary, involve colleagues or management to explore further solutions. 

What is the purpose of complaint handling? 

The purpose of complaint handling is to resolve concerns fairly and professionally while strengthening customer relationships and identifying opportunities for learning and improvement. 

Why should organisations follow up after a complaint? 

Following up confirms satisfaction with the solution, reinforces trust and provides valuable feedback that can improve future complaint handling. 

Build Confidence in Complaint Handling 

Handling customer complaints effectively requires empathy, attention to detail and a commitment to continuous improvement. 

Following this 10-step formula allows customer service teams to resolve complaints while enhancing their overall customer service approach, resulting in stronger customer relationships, increased loyalty and a better reputation. 

Get in touch to learn how MGI’s Mindset, Language & Actions Toolkit can help your teams handle complaints effectively and confidently. 

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The post Complaint Handling: The Complete 10-Step Formula for Successfully Resolving Customer Complaints  appeared first on MGI Learning - Creating Better Service in Business.

The Competence and Conduct Standard provides a valuable framework to support that ambition. Whilst qualifications, technical expertise and professional knowledge are important foundations, many organisations are also recognising an exciting opportunity to strengthen the behaviours, culture and communication that help build trust and confidence with residents. 

At its heart, the Standard supports a vision of housing services where professionalism is demonstrated consistently through everyday actions and interactions.   

Professionalism in Action 

Housing professionals bring a wide range of knowledge and expertise to their roles. They understand legislation, tenancy management, building safety, safeguarding, complaints handling, Tenant Satisfaction Measures and many other specialist areas. 

This expertise creates the foundation for excellent service. 

Alongside technical knowledge, the Standard highlights the importance of the skills that enable professionals to apply their expertise effectively in every interaction. 

Professionalism is demonstrated when colleagues communicate clearly, build positive relationships, take ownership, work collaboratively and create confidence through their actions. 

These are the moments that strengthen resident trust and contribute to positive experiences across the organisation. 

The Opportunity to Strengthen Resident-Focused Cultures 

One of the most significant opportunities presented by the Standard is the ability to create even stronger resident-focused cultures. 

Many organisations have already invested time in identifying the behaviours that support excellent resident experiences. This work helps create clarity around expectations and establishes a shared understanding of what great service looks like. 

The next stage is helping colleagues bring those behaviours to life consistently across the organisation. 

When people understand what is expected and also how to demonstrate those behaviours effectively, positive service experiences become more consistent and sustainable. 

Turning Behaviour Expectations into Everyday Practice 

Through more than 25 years of working alongside social housing providers, we have seen that defining resident-focused behaviours is often the starting point for meaningful cultural development. 

The greatest impact comes when organisations equip colleagues with practical skills that help them demonstrate those behaviours with confidence in every interaction. 

This is where mindset, language and actions become particularly important. 

When people understand how to communicate effectively, build positive relationships, influence outcomes constructively and create trust through their daily interactions, behavioural expectations become visible in practice. 

The result is greater consistency, stronger collaboration and enhanced experiences for residents and colleagues alike. 

Building Capability Across the Organisation 

We are currently supporting social housing organisations to define the resident-focused behaviours they want to see across their workforce and then bring those behaviours to life through tailored learning journeys and development programmes. 

The focus is on helping people develop the practical capabilities that enable those behaviours to be demonstrated naturally and consistently. 

This approach provides colleagues with the confidence, skills and tools to translate good intentions into positive everyday experiences. 

When organisations combine clear behavioural expectations with practical capability building, they create an environment in which professionalism can flourish. 

A Valuable Opportunity for Leaders 

For leaders, the Competence and Conduct Standard creates an opportunity to strengthen organisational culture whilst continuing to develop professional capability across the workforce. 

The most successful organisations are creating cultures where learning is continuous, resident-focused behaviours are clearly understood and colleagues receive the support they need to deliver excellent service with confidence. 

In these environments, professionalism becomes visible through everyday conversations, decisions and actions. 

The result is stronger engagement, enhanced resident experiences and increased confidence across teams. 

Bringing the Standard to Life 

The Competence and Conduct Standard provides a framework for strengthening professionalism across the sector. 

Qualifications, technical expertise and knowledge remain important components of that journey. 

Equally important is helping people develop the practical communication, relationship-building and behavioural skills that enable them to apply that expertise consistently in service of residents. 

The organisations achieving the greatest impact are those that clearly define the behaviours that matter most to residents and equip their people with the skills to demonstrate them every day. 

When this happens, the Standard becomes more than a framework. 

It becomes a living expression of professionalism, trust, capability and excellent resident service. 

About MGI Learning 

MGI Learning has supported the social housing sector for over 25 years, helping organisations strengthen culture, develop professional capability and create consistently positive resident experiences. 

Our work includes behavioural consultancy, tailored learning journeys, leadership development and the practical application of the Mindset, Language & Actions Toolkit. 

To explore our social housing case studies and learn more about our work with housing providers, visit MGI Learning. 

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Alongside the Housing Ombudsman’s Complaint Handling Code and the new Competence and Conduct Standard, there is an increasing focus and requirement across the sector on professionalism, accountability and the quality of tenant experience. 

Strong operational performance, combined with excellent people skills, creates trusted relationships and shapes positive tenant experiences every day. 

At MGI, our work with housing providers across the UK continues to show that the most successful organisations invest in the confidence, communication and capability of their people. With the right training, coaching and support, teams are better equipped to deliver consistent, high-quality services and outcomes that strengthen tenant satisfaction and support evolving regulatory requirements. 

From frontline housing officers to customer service teams, field-based operatives and operational managers, these skills help create positive tenant experiences at every stage of the customer journey. They strengthen communication, build confidence and support the delivery of customer service excellence.  

1. Empathy and active listening 

Tenants want to feel understood, valued and respected. Empathy helps housing professionals connect with people on a human level and respond with care, before moving quickly onto positive action. 

Active listening is equally important. Giving tenants the time and space to explain their concerns and feedback without interruption helps build trust and ensures services are shaped around real experiences and needs. 

2. Clear and effective communication 

Open, transparent communication helps build confidence and strengthen relationships with tenants. 

Whether explaining policies, providing updates, responding to concerns or giving disappointing news, messages should be clear, accessible and easy to understand. Tailoring communication to different audiences helps create inclusive services and encourages meaningful two-way conversations that support continuous improvement. 

3. Problem-solving and conflict resolution 

Housing professionals regularly manage sensitive and complex situations, from repairs and antisocial behaviour to tenancy concerns and arrears. 

The ability to stay calm, listen carefully and find practical, fair solutions helps create positive outcomes for everyone involved. Skilled conflict resolution strengthens trust, supports tenant wellbeing and helps maintain strong communities. 

4. Cultural awareness and inclusivity 

Communities are diverse and housing services should reflect and support that diversity. 

Cultural awareness enables teams to engage confidently and respectfully with people from different backgrounds and experiences. Inclusive approaches help tenants feel welcome, understood and supported, leading to stronger engagement and higher satisfaction. 

5. Adaptability and resilience 

The social housing sector continues to evolve in response to changing tenant expectations, regulation and operational pressures. 

Adaptable and resilient teams are better able to respond positively to change, remain focused on tenant needs and continue delivering excellent service in fast-moving environments. 

6. Collaboration and teamwork 

Delivering an outstanding tenant experience is a shared responsibility. 

Strong collaboration across teams, departments and external partners creates a more joined-up service for tenants. Working together with openness and shared purpose helps organisations respond more effectively and consistently to tenant needs. 

7. A commitment to continuous improvement 

High-performing organisations create cultures where learning, feedback and improvement are part of everyday practice. 

Listening to tenants, reflecting on experiences and embracing new ideas helps services evolve and improve over time. Teams with a growth mindset are more likely to innovate, adapt and deliver lasting value for tenants and communities. 

Creating better tenant experiences through people skills 

As the sector continues to evolve, people skills remain central to delivering positive tenant experiences, strengthening relationships and supporting regulatory requirements across Tenant Satisfaction Measures, the Complaint Handling Code and the Competence and Conduct Standard. 

Empathy, positive, clear communication, adaptability and collaboration all play a key role in helping housing professionals deliver services and outcomes that tenants value and remember. 

At MGI, we help social housing providers strengthen these essential skills through our Mindset, Language & Actions Toolkit and over 25 years of experience working deeply within the sector. 

Book a call to discover how we can help your teams build confidence, strengthen tenant relationships and deliver service excellence that drives lasting satisfaction and meets regulatory requirements. 

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This shift is helping providers strengthen Tenant Satisfaction Measures, improve professionalism across frontline teams and build greater resident confidence throughout the repairs journey. 

With the introduction of the upcoming Competence and Conduct Standard, this focus is becoming a core operational priority for both housing providers and outsourced service partners. 

The Standard goes beyond technical competence

What makes the Competence and Conduct Standard particularly significant is that it places equal emphasis on both technical capability and people skills.  

The Standard directly connects frontline behaviours to: 

• Resident experience  

• Communication quality  

• Accountability  

• Ethical decision-making  

• Safety  

• Service standards  

Importantly, ‘housing management services’ explicitly includes repairs and maintenance. 

That means repairs managers, supervisors, contractors, asset teams and operational leaders are all firmly within scope of the professionalism agenda. 

In many cases, repairs operatives and contractors are the only face-to-face contact residents have with their housing provider. Every visit, conversation, update and interaction therefore plays a significant role in shaping resident trust and perception of the organisation. 

Why this matters more than ever 

The sector is widely reported to have seen the consequences of poor resident experience through: 

• Weak handling of damp and mould cases  

• Poor complaint management  

• Inconsistent repair quality  

• Dismissive communication  

• Contractor behaviours that damage resident trust  

As a result, organisations are increasingly recognising that resident confidence is shaped just as much by behaviour and communication as it is by the repair itself. 

Increasingly, organisations are also recognising that ‘right first time’ is about technical quality as much as communication quality, resident experience and how supported residents feel throughout the journey. 

Confidence is influenced by how proactively teams communicate, manage expectations, demonstrate ownership and keep residents informed throughout the process. Residents rarely judge organisations solely on whether a repair is delayed.

A solution-focused mindset builds resident confidence 

A solution-focused approach helps frontline teams manage resident conversations with greater reassurance, ownership and professionalism.  

When embedded consistently, this mindset helps teams: 

• Create confidence early in conversations  

• Maintain professionalism during challenging interactions  

• Focus discussions on solutions and outcomes  

• Provide reassurance during delays or service disruption  

• Respond constructively in emotionally charged situations  

• Reinforce trust through clear communication and accountability  

• Represent the organisation consistently across every interaction  

These behaviours help residents feel informed, respected, and supported throughout the repairs journey, strengthening trust in the organisation as a whole. 

Repairs teams are increasingly working within complex resident situations involving vulnerability, frustration, health concerns, damp and mould anxiety, safeguarding issues or repeated service failure. This requires frontline teams to balance technical delivery with empathy, emotional intelligence and professional judgement. 

In repairs and maintenance services, behaviours are often remembered longer than the repair itself. Residents may forget the technical details of a completed job, but they will remember whether they felt listened to, respected, informed and reassured throughout the experience. 

This can often be reflected in small but significant behaviours such as: 

• Explaining delays clearly  

• Managing expectations honestly  

• Turning up when expected  

• Showing respect within residents’ homes  

• Taking ownership instead of deflecting blame  

• Following through on commitments  

• Leaving residents understanding what happens next  

The real challenge is operational 

The key challenge for many organisations is recognising the importance of these behaviours and embedding them consistently while maintaining service delivery.  

Increasingly, the most successful organisations are doing this through practical, operationally manageable development approaches such as: 

• Short-form frontline learning  

• Practical behavioural toolkits  

• Toolbox talks  

• Coaching conversations  

• Shared service language  

• Manager-led reinforcement  

The greatest impact comes from practical ‘how-to’ support that helps frontline teams navigate real resident conversations with confidence, empathy and professionalism. 

For outsourced repairs models, consistency becomes even more critical. Residents see their housing provider and contractor as one and the same and expect high levels of service regardless of the provider. This places greater importance on shared behavioural standards, communication expectations and consistent service culture across all delivery partners. 

Strong communication and professional behaviours also support better safety outcomes. Residents are more likely to report issues, allow access, raise concerns early and engage constructively when trust and confidence are established. 

Repairs is more than a transactional service 

This is where the repairs journey becomes a trust-building experience. 

Organisations that embed these behaviours consistently are strengthening resident confidence while also creating a clearer, more auditable demonstration of compliance with the Competence and Conduct Standard.  

Ultimately, the true purpose of the Standard goes beyond demonstrating compliance. It is to improve the resident experience through consistently professional service delivery. 

Get in touch here to find out how MGI’s proven and operationally flexible Mindset, Language & Actions Toolkit training programmes can quickly equip frontline teams, including repairs and maintenance, with the skills they need to provide consistently excellent resident experiences.

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The conduct expectations within the Standard will apply from implementation. This means providers need to ensure professional, respectful and accountable behaviours are embedded consistently across their organisations, with colleagues and contractors expected to demonstrate these behaviours consistently in their everyday interactions. At its heart, the Standard is about ensuring residents feel heard, valued, respected and safe. 

While technical competence remains essential, the conduct element focuses on how services are delivered. It is designed to ensure that professionals have the right knowledge and skills and behave in ways that are ethical, accountable and trustworthy. 

The conduct element aims to: 

• Protect residents by ensuring they are treated fairly, respectfully and safely  

• Promote professional behaviour through honesty, integrity, accountability and effective communication  

• Maintain confidence in the profession by upholding organisational and sector reputation  

• Set clear behavioural expectations around safeguarding, confidentiality, equality and professional boundaries  

• Support sound decision-making in challenging situations  

• Encourage reflection, learning and continuous improvement  

Ultimately, the Standard recognises that delivering excellent service requires both technical competence and professional behaviour. A colleague may be highly skilled, but if they behave unprofessionally or fail to treat residents appropriately, they would still fall short of the expectations of the Standard. 

What does this mean in practice? 

The conduct element goes far beyond compliance processes and policies. It requires behaviours that build trust with residents, colleagues and communities alike. 

These behaviours include: 

• Respect and fairness – treating residents with courtesy, dignity and empathy, whilst actively avoiding stigma or unprofessional attitudes  

• Effective customer service – actively listening and ensuring services remain resident-focused  

• Equality and inclusion – recognising and responding appropriately to residents’ diverse needs, vulnerabilities and disabilities  

• Ethical practice – exercising sound professional judgement and making decisions that are transparent and accountable  

• Collaborative working – working positively with residents, colleagues and partners to resolve issues effectively  

• Safeguarding and resident safety – recognising concerns, taking appropriate action and prioritising resident wellbeing at all times  

• Confidentiality and professional boundaries – handling resident information responsibly and maintaining appropriate professional conduct  

• Speaking up and challenging poor practice – having the confidence and responsibility to raise concerns and support a culture of accountability  

• Consistency and reliability – delivering dependable, timely and professional service standards in every interaction  

• Maintaining public and regulatory trust – demonstrating behaviours that reinforce confidence in both the organisation and the wider sector  

For many organisations, these expectations will already exist within Codes of Conduct, Values Frameworks or Behavioural Frameworks. The real challenge is ensuring colleagues understand what these behaviours look like in practice and can demonstrate them consistently in real-life situations. 

Turning behavioural expectations into everyday practice 

One of the biggest challenges for providers is translating behavioural expectations into day-to-day behaviours. These needs to go beyond policies as they alone do not change culture or improve resident experience. Colleagues need practical tools, coaching and clear examples of what good looks like in everyday interactions. 

This is where MGI’s Mindset, Language & Actions Toolkit supports organisations to embed the behaviours required by the Standard. 

The Toolkit helps colleagues shape a positive and professional mindset,  influencing how they think, respond and engage with residents and colleagues. The Language & Actions tools then help bring that mindset to life through practical communication techniques and observable behaviours. 

The result is a more solution-focused, resident-centred approach where colleagues actively listen, communicate with empathy and work positively towards outcomes. 

Importantly, the Toolkit recognises that some interactions can be complex and emotionally challenging. Colleagues therefore need the confidence and practical skills to manage difficult situations professionally, whilst maintaining empathy, accountability and a focus on solutions. 

Making behaviours observable and measurable 

Embedding behaviours successfully also requires visibility and accountability. Because the Toolkit focuses on observable behaviours, managers can see when and how the tools are being used in practice, enabling effective coaching, support and continuous improvement. 

This creates a more accountable approach to behavioural development and provides organisations with a clearer audit trail to demonstrate compliance with the Competence and Conduct Standard. 

Most importantly, it helps create a culture where professionalism, respect and accountability are consistently experienced by residents in every interaction, bringing written policies to life.   

Get in touch here to discover how the Mindset, Language & Actions Toolkit can help your teams embed the skills needed to meet regulatory requirements while delivering excellent tenant experiences and outcomes every day. 

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Three scenarios where empathy is crucial 

1 – The issue isn’t our fault and we can help: 
Customers may contact you about a situation caused by external factors or third parties, which affects their experience with your service. While the problem isn’t directly your responsibility, they seek your assistance. 

2 – The customer believes we’re responsible: 
Customers sometimes feel your organisation caused the issue, whether or not that is true. Their frustration is directed at your team, requiring thoughtful handling to resolve the situation and rebuild trust. 

3 – The customer opens up about an unrelated issue: 
Occasionally, customers share personal struggles unrelated to your service, seeking empathy and someone to listen, even if it’s not relevant to the service provided. 

Universal strategies to show empathy across all scenarios 

Regardless of the specific situation, these strategies will help your team express empathy appropriately while staying professional and focused: 

1. Listen actively: 
   Pay close attention to the customer without interrupting. Use phrases like “I appreciate” or “I hear you” to show you are engaged and value their concerns. 

2. Acknowledge the impact of the situation on the customer: 
   Demonstrate an understanding of the impact of the situation on the customer and how it is affecting them. Be careful not to assume you understand how they are feeling and the emotions they are experiencing. It is best to show an appreciation of impact unless the customer is specific in the emotions they are feeling.  

3. Provide reassurance: 
   Let customers know their issue matters and that you are there to help. Statements like “We’re here to support you” or “Let’s work on a solution together” build confidence and trust. 

4. Focus on solutions: 
   Shift the conversation toward actionable steps to address their concerns. Clearly outline what you can do to help, ensuring the customer knows you’re taking proactive steps. 

5. Clarify and investigate when necessary: 
   If the situation requires further details, ask politely to better understand the issue. For example, “Could you explain what happened so I can assist you effectively?” 

6. Maintain professional boundaries: 
   While showing empathy, avoid becoming overly involved in personal issues or matters beyond your role. Gently steer the conversation back to the service-related issue at hand when appropriate. 

7. Apologise when necessary: 
   If your organisation is responsible, offer a genuine apology and focus on resolving the problem quickly. Avoid defensiveness and take ownership where applicable. 
   
   
8. Manage time and productivity: 
   While listening compassionately, ensure the interaction remains efficient. Redirect conversations when needed to maintain focus on addressing the service issue.

Applying empathy in each scenario 

Situation 1: For issues caused by third parties, acknowledge the impact the situation has had and how it has affected them and clarify your role in helping them move forward. For example, suggest steps they can take with the relevant third party while outlining what your team can handle. 

Situation 2: When customers believe your organisation is at fault, listen attentively and validate their experience. If your team is responsible, apologise sincerely and focus on resolving the issue. Stay calm, non-defensive and solution-oriented to rebuild trust, even if there is a misunderstanding. 

Situation 3: When customers share unrelated personal challenges, acknowledge their feelings briefly without overstepping. Transition the conversation back to their service needs with care and professionalism to balance empathy with efficiency. 

Why Empathy Matters 

Empathy in a professional setting is about acknowledging the customer’s experience and guiding them toward resolution. By listening actively, validating how the situation has affected them, reassuring, and focusing on solutions, your service team can turn challenging interactions into opportunities to strengthen customer relationships and enhance your organisation’s reputation. 

Find out how our Mindset, Language & Actions Toolkit helps develop empathy to support effective customer service delivery. 

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 Here are some key considerations for helping your team to thrive:  

Observing and engaging with purpose

In our experience, senior leaders in organisations can clearly state their purpose. A key question is, does this flow throughout the organisation? Leadership requires active observation and engagement. Effective leaders assess if their teams demonstrate a spirit of collaboration, pride, and understanding of purpose rather than facing undue stress and uncertainty and a lack of connection with the organisation’s vision or mission. By observing and assessing how our teams and people are working and behaving, leaders can spot areas where support is needed, paving the way for a healthy workplace culture rooted in mutual respect and motivation and alignment with the organisation’s purpose.  

Addressing states of ‘not coping’
  

With clear pathways for development and growth, leaders can nurture a thriving team equipped to handle challenges constructively and ensure they contribute to the organisation’s goals. When people struggle to cope at work, it impacts both their wellbeing, team morale and performance. It’s essential for leaders to recognise signs of struggle and implement supportive measures that align with each person’s needs.  

Embracing positive challenges
  

Work should offer both challenge and fulfillment, supported by a culture of encouragement and growth. While stress is natural in dynamic environments, prolonged excess stress is detrimental and can lead to a state of not coping. Leaders need to create environments that balance the benefits of challenge with robust support structures, ensuring people feel capable, valued and prepared for their roles.  

Cultivating resilience to thrive
  

Resilience is a skill that transforms setbacks into opportunities. By cultivating resilience, people can become adept at navigating change with confidence. Equipping people with tools and strategies to develop their ‘resilience muscle’ is a wise investment to enhance wellbeing at work. Structured resilience-building programmes, such as MGI’s Resilience training, provide proven benefits, enhancing both individual and team performance and enabling people to manage the challenges and demands of the modern workplace.  

Leading teams along the Thriving Pathway
  

Progressing from ‘not coping’ to ‘thriving’ is an achievable goal that can be nurtured through a supportive framework. MGI’s Thriving Pathway offers a tailored approach, guiding each team member toward consistent wellbeing and productivity. By empowering employees with resilience-building tools, leaders can foster environments where every team member thrives, an essential foundation for a successful organisation.  

Building core skills for workplace success
  

Thriving at work requires a foundational set of skills:   

 - a healthy, optimal mindset to drive motivation 

 - able to self-assess and self-manage 

 - able to collaborate to find solutions and problem-solve 

 - focused prioritisation  

 - impactful communication.   

MGI’s Learning Journeys provide these critical tools, ensuring that each person is equipped with a suite of tools to transition from simply coping to thriving. Empowered with resilience and wellbeing strategies, people become motivated, productive and aligned with organisational goals, enabling them to flourish in their roles. 

Find out more about how our Resilience training programmes can help your people thrive in your workplace. 

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