Beyond Transactions: The Art of Unrivaled Service and Leadership in Business

“No one cares how much you know until they know how much you care.” 

– Theodore Roosevelt

Customer service involves opening relationships. It's much more than closing deals. The way businesses treat their customers—and their employees—defines their long-term success. My recent discussions with business leaders provide an inside look at how trust, communication, and ethical leadership shape both customer service and workplace culture.

Photo Courtesy of Wix Media

Trust. More Than Just a Business Strategy

One manager's reflections reveal a fundamental truth: trust is the currency of both customer relationships and workplace dynamics. In describing his experience with an executive, he speaks candidly about how a lack of transparency with respect to feedback on suggestions, recommendations and future plans eroded his and others’ confidence in the leadership of the organization.

Such erosion of confidence destroys trust, and makes it difficult or impossible to consummate deals, and even obtain commitments to complete the most miniscule tasks and assignments. It reminds me of Howard Schultz’s philosophy when he revitalized Starbucks. Schultz emphasized that Starbucks wasn’t selling coffee, it was selling an experience—an emotional connection with its customers. That same principle applies internally. Employees, like customers, thrive on trust, clarity, and connection. Together, those elements combine to deliver experiences, memories and outcomes that both employees and customers return for over and over again.

In my experience,“A deal is something that’s good for you, something that’s good for the prospect or customer, and something that’s good for your organization.” A business that prioritizes making deals that are based on fairness and openness builds relationships that last.

Karma in the Workplace: Leadership That Stands the Test of Time

In one conversation with another group of leaders, there was a discussion about an employer that eliminated diverse leadership styles, leading to a homogeneous executive team. The irony? Leaders who had been sidelined found better opportunities elsewhere, while the company struggled with morale and turnover. The same notes played repeatedly by the same musicians on the same instrument provoke disinterest and boredom. Nobody deserves that.

This is what Simon Sinek refers to when he says, “Customers will never love a company until the employees love it first.” When leadership makes decisions without valuing people and their unique perspectives and voices, it creates a culture of disrespect and distrust that inevitably affects customer service.

Steve Jobs once said, “The only way to do great work is to love what you do.” That love comes from feeling valued, whether as an employee or as a customer.

Beyond Transactions: The Art of Superior Service

Superior customer service requires going beyond expectations. A statistic from HubSpot states that 90% of Americans use customer service as a key factor in deciding where to do business. That means businesses must think beyond the sale and consider the full experience.

Take Ritz-Carlton, for example. Their philosophy—"We are ladies and gentlemen serving ladies and gentlemen"—empowers every employee to take ownership of the customer experience. They can spend up to $2,000 per guest to solve a problem without managerial approval. That level of trust creates legendary service. And once such responsiveness and service are encountered they become a standard expectation that customers want to always experience.

Handling Disappointment: The Grace of Leadership

In yet another discussion, an executive shared a moment of frustration when an employee left his team without proper communication. His instinct was to call the move "selfish"—a raw, human reaction. But later, he grappled with whether expressing that sentiment would have been inappropriate.

This echoes Brené Brown’s concept of "rumbling with vulnerability." Effective leaders recognize their emotions but don’t let them dictate their decisions. They own their reactions, learn from them, and move forward."I do stupid things all the time, man," the executive said with a laugh, in a moment of self-deprecation. His perspective? Grace in leadership does not mean never making mistakes—it requires acknowledging them, learning from them, and leading with humility and integrity.

When Service and Leadership Are One and the Same

The best customer service doesn’t come from policies, it comes from people. People who are empowered, trusted, and valued will naturally extend that to customers. The same principles that create a strong internal culture—communication, transparency, and respect—also build loyal customers.

So whether you're leading a team, managing a customer relationship, or just navigating life, remember the words of Bruce Springsteen: “Talk about a dream, try to make it real.” Service, like leadership, isn’t a transaction. It’s a relationship. And great relationships. They’re built on trust.

Renwick Brutus is a strategist, leadership coach, and wealth advisor dedicated to helping visionaries, analytical thinkers, and curious professionals become professionally irresistible and financially invincible. As Founder of Achievement Resources and Prism Wealth Management, he blends 25+ years of entrepreneurial, executive, and financial experience with human-centered insights to elevate career performance and organizational impact. His books—including "Irresistible Communication: Improving Trust, Relationships and Results," The Achiever’s Pocket Guide to Effective Networking," and "5 Reasons Good Enough Isn’t Good Enough"—offer actionable tools for leaders who refuse to settle for “good enough.” Visit achievementresources.com to explore practical strategies, engage with Renwick, or begin transforming your professional and financial trajectory. You may also connect with Renwick here.