This is very thoughtful post. It's amazing how little things can make a big difference.

What might be an underlying connection between the morale of combat troops and customer satisfaction is this: Victory. The achievement of a worthwhile goal.

Customers, like soldiers, need to feel like they are valued. But more than that, they need to feel like they were right to trust in their instincts that led them to the point of transaction.

Jill, great post and the connection with creating a customer focused staff is very appropriate. The parallel with the military is a perfect example. Five things come to mind that the military does that make men and women risk their lives for a cause and that we can do to help create better employees.

Purpose – In WW2 it was very clear that we were fighting for our own and our family’s freedom. In a company purpose may not be as clear or as easily to explain, but it is just as important.

Vision – In WW2 the vision was a safer world, where I, the soldier, could then come home and live the American dream. A company must have a compelling vision and communicate it in every action they take.

Leadership – If general Patton came to work late, wore dirty uniforms and disregarded military protocols I doubt he could have lead his men very well. Respect is all important and that is something a leader learns. What kind of leader are you?

Expectations – A solider (employee) must believe in their own abilities and have an expectation that they will perform to their utmost. Leadership must set their expectations for the troops (staff) performance and believe that these expectations will me met. And perhaps the most important is that the troops have high expectations of the leadership ability.

Training – The military places a lot of value on basic training and on continuous (life long training). Companies should also train in the classroom and on the job. You are never too old or experience to learn something new.

Reinforcement - (Rewards) I had 3 medals when I was in the military. One was for good behavior which I received after a year of service. The second was a commendation for performance of my squadron and the 3rd was a Vietnam Expeditionary Forces medal. No bronze star or air medals, but I was proud of these recognitions of my performance and wore the ribbons on uniform. I still have those medals in my safe these many years later.

Much later when I was general of my own troop of seasoned and jaded marketing professionals I used a similar device. We handed out little cloth tiger heads with a sticky back to staff who we found doing something right. If a design was particularly interesting they got a tiger head, if a hard sale was made they got a tiger head, if they did something special for a client they got a tiger head. It was really something to see how these hard core very experienced marketers took pride is displaying these tiger heads in their offices and cubicles. Believe me they were all displayed where others could see them.

The point is we need to constantly keep looking for things our employees do right and reinforce it with a “well done” or a visual symbol (so others can see) of their value. And it does not always have to be monetary.

Harry Hallman

Cam and Harry, thanks for your posts! So very true! It's critical that we show staff we care!!!

Harry, I loved your tiger head example. And thanks for your service. My brother-in-law is a Vietnam vet. I realized after the Normandy trip that I had never said thank you. I wrote him a note of thanks upon my return. Thank you for your service as well.

JILL