Customer Experience

Loyalty Loyalty-Winning Sales Experience

When I lead sales training sessions, I often begin with a simple question:
“What’s the best and worst sales experience you’ve ever had?”

The bad ones are easy—most of us have a horror story or two. But the great ones? Those are harder to articulate. They’re usually grounded not in a one-off wow moment, but in a consistent, relationship-driven experience.

Today, I want to share one of those rare “great” ones.

Years ago, I purchased a water treatment system from Secondwind Water Systems. I chose them because they were a customer of mine and had excellent reviews. During the quoting and installation process, they were everything you hope for—consultative, educational, and professional.

Since then, their ongoing service has remained top-notch—prompt, proactive, friendly, and helpful. About a year and a half ago, I started noticing a sulfur odor in my water. I called in, and my sales rep personally guided me through how to shock the well and troubleshoot the issue. He also said, “If this doesn’t solve it, I’ll help you upgrade the system.” He followed up a few times after that to check in—no pressure, just care.

Fast forward to today: I decided it was time for the upgrade.

I sent an email. Within 20 minutes, the same rep was on the phone. He remembered me. Within an hour, he was at my house. He explained what was happening, walked me through the solution, provided a quote, explained next steps, and even scheduled a follow-up to ensure satisfaction.

That’s what earns repeat business. I’m not going to shop around.
That’s what earns trust.
That’s what earns referrals shouted from rooftops.

This is the kind of experience we should all strive to deliver—and it’s a reminder that great sales aren’t flashy. They’re grounded in reliability, responsiveness, and relationships.

This Is the Time for Partnership

There’s a lot of uncertainty in the market right now. Big headlines. Big layoffs. Big tariffs. Inflation is squeezing margins. Prices are rising. Forecasts are increasingly unpredictable.

In moments like these, it’s tempting to retreat—to double down on short-term cost control and prioritize immediate wins over long-term strategy. But if there’s one lesson we should carry forward from the challenges of COVID, it’s the importance of resilience.

And I’ve found that resilience isn’t just about weathering the storm—it’s about how well we work with others when the pressure is on. That’s why partnership matters more than ever.

Throughout my career, I’ve focused on catalyzing communication, trust, and forward-looking planning between end users, suppliers, distributors, and internal teams. That collaborative space—where challenges are addressed head-on instead of passed down the line—is where real, lasting value is built.

But here’s the thing: these relationships can’t just be reactive. True resilience is built before the storm hits.

Partnership and collaboration should be embedded in day-to-day business practices—not reserved for times of adversity. When trust, alignment, and open communication are part of your operating rhythm, adaptability becomes much easier when challenges arise.

One of the biggest shifts I’ve seen recently is around brand loyalty.  Early in my career, I questioned pricing strategies that leaned too heavily on customer dependency. I remember being told, “Once it’s specified, changing it takes an act of Congress.” And at the time, that was true—customers grumbled, but paid the increases. It felt arrogant.

But things changed.

During tariff hikes and post-COVID volatility, some suppliers introduced “temporary” surcharges that quietly became permanent. Some suppliers used the moment to boost margins –at the cost of trust. Even as raw material costs dropped, prices stayed high—then came the usual 3–4% annual increase layered on top. Customers felt it more than ever. 

Whether my role is with a distributor or manufacturer, I’ve always advocated for the customer—working both sides of the equation to plan ahead through forecasting, blanket orders, shared inventory, and transparency. The goal isn’t just to lower costs—it is to improve operations, support continuous improvement, increase resilience, build perspective, and build strong, supportive partnerships.

That work helped us mutually adapt to market volatility.

The biggest change I’ve seen over the past 22 years is customers themselves. Burned by shortages and price hikes, many are now far more open to change—even if it takes time.

Those alternative equipment samples I gave away years ago for testing? They’re now displacing legacy products at lower prices, with better features. Today, loyalty hinges on the value a supplier brings—and how they show up when it matters most.  Suppliers unwilling to collaborate, especially in adversity, are increasingly being replaced.

We can’t navigate this landscape alone.  We need to lean on each other—suppliers, customers, and cross-functional teams—to share insight, mitigate risk, and plan proactively.

The companies that thrive in uncertainty aren’t the ones that tighten their grip. They’re the ones that build trust—long before it’s tested. True partnership is a daily practice, not just a crisis response.

Let’s keep listening. Let’s keep aligning. Let’s build resilience—together.

This post was inspired by dialogue on Michael Worden’s recent post on the topic, join the discussion!

The Power of Vulnerability and Transparency in Building Strong Relationships

In both business and life, relationships are what matter most to me. Over time, I’ve learned that the best relationships are built on transparency and integrity—two qualities that enable individuals to reach a place of vulnerability. When we embrace vulnerability, we open ourselves to sharing openly, building trust, and aligning both personally and professionally.

Approaching interactions with honesty and mindfulness makes daily exchanges smoother. There’s no guessing about what the other person is thinking and no need to tiptoe around the “right” thing to say for fear of upsetting someone.

However, achieving this level of clarity and ease doesn’t happen overnight. It requires intention, consistent effort, and mutual agreement. It also means ensuring you have the right people in the right roles.

I remember when I became upset with a partner over something as simple as dirty dishes. Instead of washing them, he kept adding to the growing pile in the sink. I pointed out the pile, but he didn’t clean it, assuming I would take care of it. The unspoken expectation left me feeling taken for granted—like a maid. In frustration, I decided to let it go and see how long it would continue. Every day, the pile grew, and so did my frustration and sadness. After a week, I exploded. He was completely caught off guard. “Why didn’t you just tell me you wanted me to do them?” he asked. To me, it seemed obvious. I had pointed out the pile, after all.

Through a candid conversation, I realized it wasn’t a deliberate act of negligence on his part. The dishes simply weren’t a priority for him. He had always relied on me to take care of them, and he didn’t realize how his assumptions were affecting me negatively.

At the time, I was reading The Advantage by Patrick Lencioni, one of my favorite reads. It helped me see things in a new light. In it, Lencioni discusses the importance of vulnerability in fostering organizational health. One quote stood out to me:

“At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team. While this can be a little threatening and uncomfortable at first, ultimately it becomes liberating for people who are tired of spending time and energy overthinking their actions and managing interpersonal politics at work.”

This idea made me reconsider my approach to communication, both at home and at work. I realized that vulnerability—openly expressing my needs and frustrations—is essential for building trust and understanding.

I became more deliberate and mindful in my communication. At work, I shared Lencioni’s books with the leadership team, and we began discussing them in our monthly meetings. I also brought relevant passages into my team meetings, using them as conversation starters for exercises designed to strengthen trust.

One of these exercises sparked an important conversation within my team. One employee, feeling exposed, shared how uncomfortable it made her when a colleague copied me on emails. She felt it suggested she was doing something wrong. The other employee was surprised by this perception (so was I). “I’m just dealing with the same issue you are and have been reporting it to Britni,” he explained. “I was just keeping her in the loop so she could see that the problem wasn’t limited to my account.”

This conversation marked a turning point. Slowly, we began sharing more perspectives and building stronger bonds. We started to understand each other’s intentions, strengths, and weaknesses. As a result, we anticipated each other’s expectations and concerns more easily. Our communication became smoother and more efficient, and problems were resolved more quickly without emotional tension.

For instance, instead of immediately copying me on an email, the employees would first discuss the matter and agree on whether to involve me, ensuring ownership and mutual buy-in. Rather than letting frustrations fester, we began asking more questions like, “What made you say that?” or “Can you elaborate?”

As I worked through Lencioni’s framework, I found that vulnerability and honesty became powerful tools in fostering alignment in my strategic planning, employee development, and customer engagement processes. These principles also influenced my personal relationships. For example, instead of letting my frustration over the dirty dishes build up, I simply ask, “Can you please do the dishes today?” My partner responds by washing them.However, while I believe everyone should work toward fostering these qualities in their partnerships, teams, and relationships with customers, I also recognize that it doesn’t always come together. As I mentioned earlier, it requires intention, consistent modeling, practice, and mutual agreement. Not everyone is willing to put in the effort. Sometimes, people need to be moved around or removed from the bus. And sometimes, you realize you’re simply on the wrong bus, and you need to know it’s time to get off.

The Love Bank: A Foundation for Sales Success

Every sales training seminar I lead begins with a powerful concept: the “Love Bank.” Borrowed from Dr. Willard F. Harley, a marriage therapist, this idea applies not just to personal relationships but to business and sales as well.

Each of us has a Love Bank, and in it is an account for every person we interact with. Positive interactions serve as deposits, while negative experiences result in withdrawals. A strong, positive balance builds trust and loyalty, allowing for flexibility when challenges arise. However, a depleted balance can lead to irreparable damage.

Businesses are composed of humans who are built on emotions, instincts, and memories. Customers don’t just remember what you sell—they remember how you make them feel. After I introduce the Love Bank, I dive into 2 exercises.

Exercise 1: The Worst Sales Experience

I ask participants to recall the worst sales experience they’ve ever had. Hands shoot up, and overwhelmingly, car-buying experiences dominate the conversation. I then ask, “How did it make you feel?” Responses include “pressured,” “uncomfortable,” “disgusted.” The emotions remain vivid, even years or decades later. When I ask, “Who still feels this way?” hands stay raised. Often, people will come up to me at a break or e-mail me weeks later to tell me their stories. Some of them are decades old. The feelings from negative experiences linger long-term.

Exercise 2: The Best Sales Experience

Next, I ask about the best sales experience. Silence. Few hands go up. I shift the question: “Who do you have the best sales relationships with? Who earns your loyalty and referrals?” Suddenly, people mention favorite restaurants, hairdressers, dentists, and realtors. When asked why, they say, “Consistency, personal connection, reliability.” They may add that they feel “known,” “comfortable,” and “valued.”

The takeaway is clear: the best sales professionals build relationships through deliberate, consistent deposits into the Love Bank. While individual transactions may fade, the emotions tied to them endure. Strong relationships allow room for challenges to be overcome, whereas weak or negative balances lead to lost customers.

The Bigger Picture: Sales is Everyone’s Responsibility

Sales experience isn’t just about customer-facing roles. Every touchpoint—product quality, packaging, service—contributes to a customer’s experience and perception of a business. A careless mistake or dismissive attitude can drain a Love Bank account in an instant.

A Final Thought

Think about businesses you once loved but stopped supporting. How many people did it take to change your loyalty? How many chances did you give before you walked away? How much effort would it have taken to keep you as a customer?

The Love Bank reminds us that one person, one experience, can shift the balance in either direction. Make every interaction count.

5 Free Ways to Immediately Improve a Customer’s Phone Experience

Building a new account often requires over 40 interactions, but a single negative experience can turn a customer away for good. Customer experience is all about building relationships and investing in the people we serve.

Today, I lost a significant amount of time navigating an organization over the phone. I experienced a common problem many customers face today -a poorly designed phone system that placed me in an endless loop of frustration.  I was initially relieved when I was finally routed to a live person who listened to my problem. However, they immediately placed me on hold. After waiting 25 minutes, the call was transferred to an automated “offer” track. I then had to call back and spent another 20 minutes trying to find the “right” person and re-explain everything.  The resolution took 2 minutes of their time. The representative mentioned that they spend much of their time apologizing for the system, but frankly, that is not acceptable.

A truly customer-centric company would not just cause employees to apologize for the system’s flaws but would actively work to improve them. Additionally, they’d provide training that involves positioning employees to improve the customer’s experience at every touch point.

Here are some basic tips for positive phone protocol that will make a huge difference in improving customer experience and bonding.

  1. Ask for permission to place someone on hold: This small but important step shows respect for the customer’s time. It also helps set expectations right away. It gives the caller a chance to voice any concerns about being put on hold before it happens.
  2. Set clear expectations for wait times. Communication is key. When customers are informed that they’ll be on hold for a certain amount of time (or that they’ll receive a callback), it reduces anxiety and makes the wait feel less arbitrary. Plus, it shows that the company values the customer’s time and is not just ignoring them.
  3. Check in with the customer periodically if the wait is longer than expected. This is a great way to maintain rapport with the caller and show that the company is actively trying to resolve the issue. If the wait time is longer than expected, a quick “We’re still working on it” call can go a long way.
  4. Use warm transfers whenever possible to ensure the customer is properly handed off. It’s incredibly frustrating to be passed from one person to another, especially when you’re explaining your issue all over again. A warm transfer, where the customer is introduced to the new person, can prevent this and make the experience feel more seamless.
  5. Call back if the call gets disconnected. This is a huge one. The fact that companies sometimes don’t call back after a disconnect shows a lack of empathy and accountability. If they’ve verified the number, there’s no reason they shouldn’t make the effort to reconnect, especially after investing time in solving the customer’s problem.

By implementing these simple protocols, companies can significantly improve the customer experience and show that they truly value their customers’ time. Also, they cost nothing.

Proactively Manage your Communication

Timely Response is Key to Building Strong Relationships

When we fail to address a customer’s need promptly, the need doesn’t vanish — but the customer might.

Building strong relationships requires us to act as consultants, truly understanding and responding to the customer’s needs with value and support. This means communication must be proactive. We should ask questions, set clear expectations, and manage progress by providing and requesting updates as necessary.

Often, we hear that bottlenecks in communication are caused by someone else’s unresponsiveness. For instance, a new customer thanked me today for quickly providing lead time information for a product and suggesting a similar stock item. He explained that his usual supplier had copied him on an unsuccessful email to the manufacturer. Frustrated with the delay, he turned to me because he felt valued.

In contrast, one of my employees recently lost an order after spending hours coordinating with the factory and distributors to fulfill a customer’s urgent request. Although we had the product in stock, we focused too much on the original request and failed to fully understand the customer’s broader needs. This could have been avoided with better consultation.

These experiences highlight the importance of timely responses. Customers often need quick resolutions, and finding solutions gives us an opportunity to demonstrate our commitment and strengthen our relationship with them.

To manage communication more effectively and build stronger relationships, here are four simple steps:

1. Understand the Customer’s Needs

Ask specific questions to clarify urgency, decision-making timelines, openness to alternatives, and willingness to pay for expedited services. This reduces ambiguity and allows you to make better use of your time.

2. Set Expectations

Set clear expectations with both customers and colleagues. Ask when they need a response, when you should follow up, and communicate deadlines to those you’re waiting on. This creates a clear timeline and minimizes frustration.

3. Follow Up

If the agreed-upon time has passed without a response, follow up. A gentle reminder can draw attention to your request. Use this as an opportunity to update the customer on your progress, showing them that you’re invested in their needs and keeping them informed.

4. Change Your Approach

Don’t rely on one form of communication. If emails aren’t getting a response, pick up the phone or try another method. If you’re unable to reach someone, try a different contact. Adapt your approach to get results.

Ultimately, customer needs are opportunities to strengthen relationships. Treat them as valuable and seize every chance to demonstrate your commitment.

Earn Loyalty from Customers – Differentiate the Relationship

I want to share some of my takeaways from Masters of Loyalty by Duane Sparks (sequel to Action Selling).  The best start I could think of was to introduce you to Mary-Ellen Berg. For the past 5 years, she’s been one of a few people in my personal life who calls me on the phone with regularity. She asks what is new in my life, what projects we’ve worked on around the house and how my parents are doing. We share a love of family, Disney and our dogs. I cried when she lost her dog and she’s supported me on Facebook as mine continues to decline. I consider her a friend and I tell people about her all the time. Mary-Ellen Berg is my realtor, a real-life Master of Loyalty.

She delivered a beyond-exceptional experience to friends of mine and then to me upon their referral. She sold my first house at asking price, in 3 months, during the recession. She’s knows what she’s doing, she’s good. She’s also dedicated – she stayed with us on our 9 months home search through 45 on-site visits during snowstorms, mud season and one hot, humid summer before we found the home that met our somewhat unique needs. With that time investment, I would not have faulted her for ending the relationship or minimizing time with us. Instead, she continued to make us feel like we were her only client. She consulted us, counseled us out of negative situations and ensured we were in the best position with the best resources through the sale. She maintains this status by keeping our relationship warm and staying aware of any shifts in our needs. In addition to the phone calls, she also sends monthly snail-mail letters and for her more local clients, sometimes leaves little gifts like a plant on their doorsteps.

Mary-Ellen Berg is an excellent introduction to Masters of Loyalty because she exemplifies a lesson that Sparks highlights – if you differentiate yourself once, you make a sale, but if you consistently differentiate the relationship, you can create a loyal customer. A loyal customer is someone who isn’t simply satisfied, it is someone who has stopped shopping and cannot be tempted away.  Loyal customers aren’t responding to fancy marketing or flash sales, they respond to the relationship a representative built with them that they consider too valuable to give up.   

Sparks cites the following figures:

  • 75% of customers leave a supplier due to lack of a relationship (20% will provide this reason)
  • 10% of customers leave because their needs have changed (Salespeople think 1/3 leave for this)
  • 25% of customer say they left for a better price (Salespeople believe this is 50% of the reason)
  • 75% of customers who left say they were satisfied or very satisfied when they left.

These stats highlights a gap: on average, representatives don’t engage with their customers enough. At the same time – they demonstrate an opportunity. Action Selling teaches us how to best engage customers, but learning to be a Master of Loyalty causes us to take that practice a step further.  After we did the work to develop a relationship and close a sale, we can differentiate ourselves by planning to continue engaging these customers by reaching out to them long-term with sincerity. A commitment objective can be as simple as gaining agreement from the customer that he or she is more than just satisfied with the experience we are providing.

How many people in your personal life or professional career have made you beyond satisfied and achieved loyalty? There is one in mine. One. There is room for you to stand out in your world.