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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This shift creates a powerful opportunity. As AI supports structured, repeatable interactions, your people focus on the conversations that shape customer experience, trust and long-term relationships. 

These are the moments where the difference is delivered. 

The New Shape of Customer Interactions 

Customer contact continues to evolve. 

A growing volume of interactions can be resolved quickly and efficiently through digital channels and automation. Human interactions increasingly centre on situations that carry greater importance for the customer and the organisation. 

These interactions often involve: 

• Customers seeking reassurance, clarity or confidence  

• Situations where expectations need to be rebuilt or strengthened  

• Conversations that call for judgement, ownership and adaptability  

• Moments where empathy and tone shape how the experience is felt  

For skilled service professionals, these conversations feel natural and manageable. The opportunity is to ensure this capability is consistent across teams and delivered at scale. 

Where the Difference Is Delivered
 

These interactions are shaped by how people think, communicate and respond in the moment. 

Customers experience the difference through: 

• Feeling genuinely listened to and understood  

• Experiencing empathy that reflects their situation  

• Confidence in the person supporting them  

• A clear and constructive path forward  

Empathy plays a central role, particularly in conversations involving vulnerable customers or emotive situations. When people respond with understanding, respect and clarity, customers feel supported and outcomes improve. 

Mindset, language and actions come together to shape these moments and create a positive, lasting impression. 

Building Capability That Scales 

Many organisations have strong frameworks, processes and systems in place. These are strengthened further by practical capability that supports people to perform consistently in every interaction. 

At MGI Learning, we equip people with tools that are: 

• Practical and straightforward to apply in real conversations  

• Flexible, enabling individuals to communicate in their own authentic style  

• Observable, so behaviours can be recognised, supported and measured  

Our Mindset, Language & Actions Toolkit supports people to: 

• Take ownership of each interaction  

• Demonstrate empathy and build trust quickly  

• Communicate with clarity and confidence  

• Navigate sensitive or emotive situations positively  

This approach supports a consistent standard of service as interactions continue to evolve. 

Creating the Conditions for Consistency 

Delivering the difference comes from consistency across the organisation. 

This is achieved through a structured approach to embedding, where organisations: 

• Build a clear and compelling case for the programme  

• Engage leaders to role model expectations and behaviours  

• Provide regular opportunities to practise and apply the tools  

• Measure participation, behaviours and outcomes  

As people feel encouraged and supported to use the tools, confidence grows and capability strengthens. Teams develop a shared approach to handling customer interactions and a positive, productive culture continues to build. 

This consistency supports improvements in customer metrics, employee engagement and overall performance. 

Supporting People to Succeed 

As AI enhances efficiency, the role of people becomes even more valuable. 

Organisations that invest in developing empathy, judgement and communication capability are well positioned to: 

• Strengthen customer relationships  

• Support customers effectively in sensitive or vulnerable situations  

• Build trust across every interaction  

• Deliver a consistent and high-quality experience  

The focus is clearly on delivering value in every conversation. 

Delivering the Difference 

AI supports speed, efficiency and accessibility in straightforward interactions. Your people bring empathy, judgement and adaptability to the moments that shape customer experience. 

With the right tools and a structured approach to embedding, organisations create the conditions for people to use these skills consistently and confidently. 

When AI handles the straightforward, your people deliver the difference. 

Find out how our Mindset, Language & Actions Toolkit supports effective customer service delivery. 

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Whether handling a routine query, resolving a concern or delivering unwelcome news, a customer service representative’s approach can make the difference in the relationship between the customer and the organisation. 

In this environment, three essential skills stand out: expressing empathy, welcoming and responding to feedback and delivering disappointing news appropriately. When these skills are applied effectively, frontline professionals are better equipped to build strong and lasting customer relationships. 

1. Expressing empathy: recognising impact and moving to action  

Empathy is a cornerstone of excellent customer service, particularly in the financial sector. Traditional approaches often focus on recognising the emotion a customer may be experiencing, which can at times feel scripted or impersonal and should only be used when we are confident of the emotion and not assuming something that may be inaccurate.  

An effective additional approach is to acknowledge the impact of the situation on the customer and then move forward by focusing on what can be done to improve it. 

For example, if a customer calls about a discrepancy in their bank account, instead of saying, “I understand how frustrating this must be for you,” an alternative constructive response would be: 

“I can see how this situation is very concerning, especially as it is affecting your account balance. Let’s work together to resolve this as quickly as possible.” 

This approach shows that the service representative recognises the significance of the situation while also providing reassurance through action. It helps to build confidence and reinforces that the customer is supported and in capable hands. 

2 – Welcoming and responding to all feedback 

In our experience working with banks and other financial institutions, applying MGI’s proven approach to welcoming feedback has resulted in increased customer satisfaction, including improvements in Net Promoter Scores. 

Glad > Sure > Sorry is a three-part tool from our Mindset, Language & Actions Toolkit that is frequently described by participants as a turning point in how they handle complaints and feedback. You can download a Guide to this tool here. 

It enables service professionals to: 

• Welcome the feedback  

• Show commitment to taking action  

• Apologise where appropriate  

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.” 

This approach is designed to be flexible and can be adapted to suit the conversation. Including a clear ‘Sure’ statement remains important, as it provides the customer with immediate confidence that action will be taken. 

Using this approach and using all, or even some of the steps of Glad > Sure > Sorry supports frontline teams in responding to feedback with certainty. When applied in practice, it strengthens the overall experience for both the customer and the organisation. 

3- Building trust and a positive relationship while delivering disappointing news  
  

Equipping teams with the ability to confidently deliver disappointing news or say ‘no’ is a vital part of any customer service capability. 

In day-to-day interactions, service professionals may be required to negotiate repayment solutions, decline applications or explain confidentiality requirements. These conversations can be approached with either confidence or uncertainty. 

Handled well, they present an opportunity to strengthen trust and maintain a positive relationship. 

This is achieved through: 

• Positive first communication focusing on what is possible first  

• Acknowledging the situation with a clear ‘no’ and an empathetic statement 

• Offering options or alternatives where possible  

For example, instead of saying, “Unfortunately we can’t waive that fee,” a more effective approach would be: 

“I can appreciate the impact this situation has had. We are unable to waive this fee today. Would it be helpful for me to talk through some ways to avoid this in the future?” 

This approach maintains clarity while continuing to support the customer. It demonstrates fairness and a willingness to help beyond the immediate request. 

From observing service professionals using this approach, it is clear that customers value transparency and practical support, even when the outcome remains unchanged. 

Building lasting relationships through effective communication 
  

Expressing empathy, welcoming and responding to feedback and delivering disappointing news with clarity and solution-focus are essential skills for frontline teams. 

Developing confidence and consistency in these areas supports strong customer relationships, builds trust and contributes to positive customer outcomes over time. 

Find out how our Mindset, Language & Actions Toolkit supports effective customer service delivery in the finance sector. 

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The benefits of listening to understand

We know that when we truly listen to understand and give the other person our undivided attention, we strengthen our bond, building rapport and trust while demonstrating that we care about what they are saying and feeling. It also helps us understand more about the other person and what they want from the discussion – and knowing more about someone else’s thought processes improves our ability to interact with them meaningfully. It also increases the likelihood that the other person will listen to us, giving us the ability to truly collaborate and positively influence outcomes.

Try this simple check list

We invite you to pause and consider whether you and your teams need to take stock, revisit, and refresh your listening skills. Try this simple exercise:

1. Ask your team to focus on their listening skills for one day, and then review how they think it helped at the end of the day.
2. What did they hear that they might not have noticed or been aware of the day before?
3. What did they notice in the responses or reactions of others who felt they had been heard?
4. What benefits did they experience and what benefits do they think others experienced?
5. Was the effort worthwhile?

Even from this brief exercise, we would say the answer to the last question would be a resounding ‘yes’ from everyone involved.

Some helpful tips to re-focus our collaborative listening skills

We all know what we should be doing when it comes to being good, effective listeners. Here are some easy to remember tips to help us re-focus our minds to ensure we keep our listening skills on track:

• Ensure our body language shows we are listening and are not being distracted by other things; this is just as important on digital communication platforms such as Zoom or Teams.
• Encourage and acknowledge the other person’s comments so that we actively show we have heard and appreciate what they have said.
• Ask appropriate questions to clarify and ensure a good understanding. When we really examine our listening skills, are we good at asking questions and then listening carefully to the answer to increase our appreciation of the other person’s point of view? We will be familiar with the importance of simply using open questions, and just adding in a couple to any discussion can significantly improve and enhance our opportunity to listen.
• Take the time to really make sure we have understood what we are being told by clarifying our understanding. This enables us to pause for a moment and reflect back to the other person what we have heard.
• Finally, repeat important points and summarise to ensure the other person feels heard and that we have heard them correctly.

When we consciously work to re-focus and increase our motivation to listen well, relationships improve and are more productive because our exchanges become as clear and effective as possible. As active, collaborative listeners we can absorb and consider everything the other person is saying so that we are well placed to capture ideas, amplify, energise and clarify the other person’s thinking for truly effective collaboration and high trust relationships.  Imagine a team of excellent communicators whose dialogue is based on brilliant, two-way interaction, completely respectful and supportive of each other and wholly invested in collaborating effectively to create successful outcomes and productivity.

How can we help?

Find out how MGI’s Mindset, Language & Actions Toolkit with Supercharged Communication can help your team to excel in every interaction they have with colleagues and customers.

Book a consultation here.

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This is an opportunity to strengthen a customer-centric culture, build tenant trust and support people to thrive in increasingly demanding roles. At MGI Learning, we believe that meeting both the letter and the spirit of the new standard starts with clear behavioural expectations. We work with Social Housing providers to define the behaviours that matter most, before equipping teams with the skills and confidence to live these behaviours day to day through a solution-focused mindset, positive communication and personal resilience. 

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, are expected to demonstrate professionalism in every interaction. 

For Social Housing providers, this means: 

• Listening to, gathering information from and communicating clearly and respectfully with tenants 

• Responding quickly and taking ownership of issues 

• Showing empathy while maintaining professional boundaries, including saying ‘no’ or responding to feedback and complaints 

• Equipping team members with the knowledge to provide accurate, confident guidance and support to tenants 

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

The challenge for housing organisations 

The sector faces unique pressures. Social Housing professionals regularly operate in complex, emotionally charged situations when supporting vulnerable tenants, handling complaints or explaining difficult decisions. Without clear expectations and practical support, service-givers may default to defensive communication or inconsistent approaches, undermining tenant trust and organisational reputation. 

The Competence and Conduct Standard requires providers to embed customer-focused behaviours at scale. This begins with clear behavioural statements that define what good looks like in practice across roles, services and tenant interactions. Training then plays a critical role in helping teams apply these behaviours consistently, even under pressure. 

From behavioural frameworks to lived practice: MGI Learning’s Mindset, Language & Actions approach 

For over 30 years, MGI Learning has worked with organisations across sectors to transform service capability through a systematic and defined approach. Within Social Housing, this starts with consultancy to co-create behavioural frameworks aligned to the Competence and Conduct Standard, giving organisations clarity, consistency and confidence in what is expected. 

Once behavioural expectations are defined, they are brought to life through MGI Learning’s proven Mindset, Language & Actions approach, equipping teams with the practical ‘how-to’ skills to consistently live these behaviours in real tenant interactions. 

The approach is straightforward and powerful: 

• Mindset: Helping team members adopt a solution-focused approach. Asking “what can I do to help?”, building optimism, resilience and ownership 

• Language: Developing respectful, positive and professional communication skills that convey empathy and clarity and demonstrate the solution-focused mindset 

• Actions: Embedding responsibility and follow-through so tenants feel supported, informed and confident issues will be resolved 

This combination supports constructive complaint handling, calm and confident conversations focused on solutions and a way forward and consistently excellent service delivery aligned to the Competence and Conduct Standard. 

Building resilience alongside competence 

Resilience is essential to meeting the expectations of the Competence and Conduct Standard. Team members need the personal effectiveness to manage time, energy and emotional pressure while maintaining professional conduct. 

MGI programmes include tools that help colleagues to: 

• Stay calm and constructive in difficult situations, including complaints 

• Reframe challenges as opportunities for learning 

• Balance empathy with professional boundaries 

• Pause and choose the best response 

• Deliver disappointing news or say ‘no’ in a way that still maintains relationships 

• Sustain focus and energy across demanding caseloads 

By building resilience alongside competence, teams are better able to demonstrate empathy without becoming overwhelmed, protecting wellbeing and service quality. 

Proven impact on tenant satisfaction 

MGI Learning’s work with housing providers has delivered measurable results: 

• Customer satisfaction increased by 30% to over 80% 

• 20% reduction in resident complaints 

• 300% increase in compliments and 34% fewer complaints 

• Significant improvements in staff confidence and engagement 

These outcomes are achieved because behavioural expectations are clear, training is practical and engaging and skills are embedded through defined follow-up actions. 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.

Building momentum now for Autumn 2026 

Providers need to be putting foundations in place now to demonstrate compliance with the Competence and Conduct Standard by October 2026. This includes: 

• Clearly defined behavioural standards 

• Evidence of consistent application in practice 

• Reduced risk of poor tenant experiences and reputational damage 

• A more engaged, resilient workforce 

How MGI Learning can help 

We partner with Social Housing providers to define behavioural frameworks aligned to the Competence and Conduct Standard and embed them through engaging training and learning journeys. Our flexible programmes support organisations to evidence compliance while improving tenant satisfaction, employee confidence and service consistency. 

Final thought 

The Competence and Conduct Standard marks a turning point for Social Housing. Meeting it requires policies and processes and clarity on behaviours and the skills to live them consistently. 

By investing in behavioural frameworks and practical engaging training now, organisations can raise standards, improve tenant outcomes 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 and Conduct Standard, we would be pleased to hear from you. 

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Why Are Complaint Handling Scores Lower Than Overall Satisfaction in Social Housing? 

Even when social housing providers work within policy and statutory requirements, across the sector, tenants say they often feel they are not fully heard, reassured or kept informed. This gap between operational process and tenant perception can lie at the heart of low complaint-handling satisfaction.  

Current Performance 

There has been some improvement over the past year, however, the Regulator of Social Housing (RSH)’s latest 2025 Tenant Satisfaction Measures (TSMs) show: 

• Complaint handling satisfaction (tenant perception measure TP09) sits at a median of 36% across low-cost rental accommodation (LCRA). 

• TP09 remains the lowest-scoring perception measure across the entire TSM framework. 

• Overall landlord satisfaction sits at a median 71%, revealing a significant gap. 

Sector summaries reinforce this, noting that only around a third of tenants are satisfied with how their landlord handles complaints. 

Why Complaint Handling Satisfaction Remains Low 

Evidence from the RSH and the Housing Ombudsman highlights four persistent issues: 

• Communication gaps – tenants cite unclear timescales and lack of progress updates as major frustrations. 

• Blending of issues – tenants often classify repairs or Anti-Social Behaviour concerns as ‘complaints’, shaping how they respond to TP09. 

• Expectation differences – some tenants expect outcomes outside the landlord’s responsibility or policy. 

• Individual situations – personal circumstances influence how fairness and care are perceived. 

These insights make clear that strong operational processes must be matched with excellent people communication. 

What Matters Most to Tenants During a Complaint? 

Tenants consistently tell us they value: 

• Empathy and being heard. 

• Regular, meaningful progress updates. 

• Confidence that concerns are being taken seriously. 

• Clear evidence of action. 

These expectations align with the Housing Ombudsman’s statutory Complaint Handling Code (2024), which requires: 

• Clear communication. 

• Timely updates. 

• Fair consideration. 

• Transparent reasoning. 

• A two-stage complaints process with defined timescales. 

MGI Learning’s work with housing providers shows that four communication behaviours create the greatest improvement in complaint-handling satisfaction: 

1. Acknowledge the complaint positively (Glad > Sure > Sorry) 

2. Listen fully 

3. Acknowledge impact with empathy and move to action 
4. Focus on solutions, progress updates and consistent follow-through 

1. Acknowledge the Complaint Positively (Glad > Sure > Sorry) 

Using Glad > Sure > Sorry helps teams welcome and value complaints early, setting a constructive tone.  A straightforward illustration of this is: 

Glad: 

“I’m glad you’ve raised this so we can help.” 

Sure: 

“I’m sure we can find a good way forward together.” 

Sorry: 

“I’m sorry to hear how this has impacted you.” 

This approach can be personalised, with the sophistication of the language adapted to the situation. Some or all parts of the approach can be used, with ‘Sure’ demonstrating that the complaint is taken seriously and that action will follow. At times an apology is very important; at others it may not be appropriate. Overall, the approach builds confidence that the complaint will be handled fairly, reduces defensiveness and establishes a respectful, partnership-oriented conversation. 

2. Listen Fully – Even Under Pressure 

Listening fully means giving tenants the space to explain their situation without interruption. This demonstrates respect, ensures accuracy and reduces escalation. 

Practical steps: 

• Pause and let the tenant speak fully. 

• Reflect back: “Here’s what I’ve understood…” 

• Identify what matters most (safety, reassurance, clarity, timescale). 

An example could be… 

“Thank you for explaining this. I want to make sure I understand what’s most important for you.” 

Being listened to increases the tenant’s sense of fairness, one of the strongest drivers of positive complaint-handling satisfaction. 

3. Acknowledge Impact With Empathy and Move to Action 

Appropriate empathy is about recognising the tenant’s experience while staying solution-focused. 

MGI’s approach: 

1. Acknowledge impact 

“I can appreciate the impact this is having on you.” 

2. Move quickly to action 

“The best way I can help now is to…” 

3. Focus on what will be done 

“Here’s the next step I’ll take…” 

This approach validates the tenant’s concerns, strengthens trust and keeps communication confident and forward-focused, even when outcomes differ from expectations. 

4. Focus on Solutions and Close the Loop Every Time 

Providing clear next steps, realistic timescales and regular updates is central to both TP09 satisfaction and the Complaint Handling Code. 

To be compliant with the Code, it is important to ensure 

• Tenants know what will happen next. 

• Are kept updated. 

• Receive updates even when waiting for progress of actions. 

• Understand why decisions are made. 

• Are confident their case will be followed through. 

Important steps: 

• Give realistic, specific timescales – including dates and times. 

• Provide clear, straightforward next steps. 

• Give progress updates, especially during delays. 

• Explain what can be done even when unable to fully meet tenant expectations. 

• Confirm completion and check satisfaction. 

Example: 

“Thank you for all the important information you’ve shared. I will now look into the situation and speak with my colleagues. I will come back to you with a solution, or at least a progress update, by 3pm on Friday 5th December.” 

One simple message that delivers: clarity, timescale, progress commitment and reassurance. 

How These Behaviours Support the Complaint Handling Code and Improve TSM TP09 

All four behaviours reinforce the requirements of the statutory Complaint Handling Code and directly support improvement against TP09, because they help landlords: 

• Set clear expectations from the start. 

• Provide realistic timescales, including when nothing has changed. 

• Show fair consideration of the tenant’s concerns. 

• Offer transparent reasoning when decisions differ from expectations. 

• Demonstrate meaningful engagement throughout the process. 

• Close the loop with confirmation and transparency. 

• Reduce escalation and build trust in service delivery. 

These are the communication behaviours tenants consistently say matter most and are the foundation for higher complaint-handling satisfaction. 

How MGI Learning Supports the Housing Sector 

MGI Learning works with housing associations, ALMOs and local authorities across the UK to improve: 

• Complaint handling and TP09 satisfaction. 

• Contact centre call handling. 

• Repairs communication and first-contact resolution. 

• Confidence and capability across frontline teams. 

• Culture, communication and customer experience. 

• Alignment with the Complaint Handling Code and RSH expectations. 

Our Mindset, Language & Actions Toolkit, including Glad > Sure > Sorry, gives teams practical language and frameworks to respond with solution-focus, empathy and ownership. 

If you’d like to explore how your team can improve complaint-handling confidence, communication and TP09 satisfaction, we’d love to talk. Get in touch with MGI Learning to discuss tailored support for your organisation.

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The post How Can UK Social Housing Providers Improve Tenant Satisfaction in Complaint Handling?  appeared first on MGI Learning - Creating Better Service in Business.

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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The post Maintaining Engagement in High-Demand Service Roles: The Empathy Paradox  appeared first on MGI Learning - Creating Better Service in Business.

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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The post How to cultivate a high trust culture appeared first on MGI Learning - Creating Better Service in Business.