I advise clients to focus on putting the customer or member in control. To do so in a service economy, leaders must focus on both employees facing the customer as well as the customers themselves. A Harvard Business Review article, "Putting the Service-Profit Chain to Work," written nearly 20 years ago, described an approach that rings as true today as when it was written.

Research shows an important chain reaction. Whether you are working in a credit union that services members or an organization that services customers, satisfied employees create loyal customers who in turn become apostles for your business. These apostles are your best customers. They create new customers, and they drive profit and growth. Customer loyalty is a direct result of customer satisfaction. Satisfaction results from the knowledge that the company is delivering value to them. Value is directly tied to employee productivity, which is the result of employee loyalty and engagement. Satisfied, loyal and ­productive employees ­create ­value for customers. Employee engagement is related to their satisfaction, which in turn arises from respect of leadership, high-quality support services and policies that empower employees to deliver results.

When service companies put employees and customers first, a radical shift occurs in the way they manage and measure success. Leadership spends less time setting profit goals or focusing on market share. Frontline workers and customers become the center of concern. Leaders focus on assuring that the links in the chain are attained and maintained. They lead through personally demonstrated values. They are energetic, creative, participatory and caring. They lead by listening, coaching and motivating by mission.