Picture this: I’m conducting a training session with a group of young professionals, delving into recent studies that reveal customers have two primary expectations from their chosen suppliers: a swift, hassle-free experience and a personalised touch in their interactions with representatives. Simple, right? Well, not quite. One participant raises his hand and says, “Look, I’m not a social counsellor; I’d rather avoid personal contact with the customer.” His honesty was refreshing and opened the door to an intriguing discussion.
I clarified that a personalised approach doesn’t mean playing a therapist. It’s not about uncovering a customer’s life story or trying to be their friend. Instead, it’s about spotting the small cues—what they value, how they communicate—and responding in a way that shows you’re paying attention. It could be as simple as using their name, referencing past interactions, or making them feel heard. Building rapport without crossing into uncomfortable territory can be effective; a quick smile or a small gesture can go a long way.
However, he still wasn’t convinced. “I don’t want to get too personal,” he admitted. This perspective resonates with many professionals who find it challenging to navigate varying sensitivities. I recognised this discomfort, and in a conversation afterwards, he acknowledged it and requested a follow-up meeting, which we organised. During that session, we discussed strategies such as active listening and using open-ended questions, gradually helping him feel more comfortable while respecting both his and the customers’ boundaries.
In today’s individualistic world, we’ve become accustomed to keeping things at arm’s length, making it challenging to connect with the person behind the interaction—whether they’re a customer, colleague, or team member. Yet, helping individuals build stronger connections can only be achieved while respecting their personal boundaries.
So, we decided to delve deeper into why this is the case. We live in a society that puts the spotlight on the individual, focused on doing things on one’s own terms while maintaining personal space. The digital boom has also played a significant role; suddenly, human connection doesn’t come as naturally. The pandemic amplified this reality; we became more self-reliant, physical distance was enforced, and our screens became the main bridge to others. Let’s not forget the ongoing cost-of-living crisis either. Stress levels are up, and people want to feel understood and supported—not just as customers but also as team members and employees. They don’t merely want their problems solved; they want to know someone is genuinely listening. In an environment where uncertainty is the new norm, this sense of being heard is more valuable than ever.
Here’s the paradox: while we’ve all become a bit more ‘me-centric,’ we still crave those personal touches, especially from the companies we deal with and the teams we work for. The demand for leaders who can facilitate this connection has never been higher.
When we consider the expectations of customers in individualistic societies, it becomes clear that they place a higher value on brands and services that recognise them as individuals and cater to their specific needs and preferences. They expect companies to provide customised solutions and to approach them in a personal manner, going beyond a standard, one-size-fits-all approach. This trend puts pressure on businesses to develop personalised customer experiences, utilising data and technology to meet their customers’ expectations and thereby enhance loyalty and satisfaction.
The link between individualism and the expectation of personalised service revolves around how people in more individualistic societies perceive their identity and worth. In these cultures, there’s a strong emphasis on the unique and personal aspects of the individual. People are encouraged to make their own choices, develop their own preferences, and follow their own paths, often independent of collective or traditional norms. This individualistic perspective translates into how they interact with companies and brands. When individuals are accustomed to an environment where their personal preferences are central, they expect companies to treat them similarly. They want to feel acknowledged and valued as unique individuals, not as part of an anonymous mass. Personalised service meets this need by attending to specific customer preferences, behaviours, and requirements.
In essence, the expectation of personalisation is an extension of the broader social and cultural values of individualistic societies. It allows people to assert their autonomy and individuality in their commercial interactions.
So, where does this leave companies and leaders? The organisational culture you build matters immensely. A workplace that encourages empathy and a person-centred approach makes it easier for people to develop these skills. Managers and trainers need to lead by example, demonstrating that empathy isn’t merely a box to tick but a valuable skill for strengthening relationships. While training programmes are important, ongoing support, real-life feedback, and a culture of openness are what truly make a difference.
Beyond organisational culture, let’s consider the impact of upbringing. Those who grew up in environments where empathy and collaboration were valued naturally bring those strengths into their work, whether in sales, management, or customer service. Professionals with backgrounds in fields like healthcare or hospitality, where human interaction is paramount, often have an edge in this area.
Cultural influences also play a role. In some regions, collectivism encourages working together and connecting, while individualistic societies prioritise autonomy, often downplaying the importance of building connections. This dynamic can sometimes manifest differently in urban and rural settings, with cities potentially fostering more individualistic attitudes due to their fast-paced lifestyles and diverse populations. However, it’s essential to approach such observations with caution, as there are many exceptions and variations within each context.
Generational aspects further enrich this landscape. Each of the four now professionally active generations—Baby Boomers, Generation X, Millennials, and Generation Z—brings unique strengths and focus areas to the workplace. Baby Boomers often rely on their wealth of experience and structured approaches; Generation X tends to be pragmatic, balancing results with a growing awareness of the importance of empathy. Millennials thrive on collaboration and authenticity, making them adept at fostering connections in customer-facing roles. Meanwhile, Generation Z, having grown up in a digital world, prioritises authenticity and inclusivity, although they may still be developing their skills in face-to-face interactions.
While Traditionalists are typically retired, they remain influential as customers. They often seek quality, reliability, and personalised service, valuing relationships built over time. Their experiences shape their expectations, making them appreciate brands that honour their loyalty and provide a respectful, attentive service.
On the other hand, Generation Alpha, the youngest cohort, is just starting to form their identities as consumers. Although they may not be active in the workforce yet, their preferences and values are shaped by their upbringing in a digital world. They are highly tech-savvy and accustomed to seamless online experiences. As they grow, their expectations will likely include a strong emphasis on sustainability, inclusivity, and ethical practices from brands.
It’s crucial for businesses to be aware of the specific needs of Generation Alpha, as they will form our active population in the coming years. Their expectations will influence how companies operate and engage with consumers. This generation is likely to demand transparency and authenticity from brands, pushing businesses to adapt to these changing expectations to build loyalty from a young age.
Together, the perspectives of these generations create a nuanced tapestry of workplace dynamics, where varied strengths contribute to a more empathetic and engaged environment. Understanding the needs and expectations of all generations, including those not yet in the workforce, can lead to better customer experiences and stronger connections across the board.
Furthermore, technology has its pros and cons; while digital tools can facilitate personalised communication, an over-reliance on them risks diluting the quality of interactions with customers, colleagues, and teams.
Ultimately, the mindset of each professional is crucial. People with a growth mindset view the development of empathy as a personal investment. They understand that the connections formed through empathy benefit not just the customer or team member—they energise themselves as well. When professionals consciously connect with others, they create dynamic exchanges where positive energy flows back to them, transforming what might have felt like routine tasks into engaging, meaningful experiences. It’s as if the empathy they put out returns like a boomerang, filling their days with colour and enthusiasm.
This shift has the power to transform daily interactions. When individuals view each client or colleague not as another task to be managed but as an opportunity to connect and exchange positive energy, their work feels less repetitive and more enriching. It breaks the cycle of monotony, creating a virtuous circle where each genuine connection adds momentum and joy to their role.
For managers, this approach can be particularly impactful. When they apply these principles within their teams, they benefit too. Rather than being drained by the constant demands and activity that characterise today’s work environment, they find energy in the relationships they build. By fostering these connections, they create a supportive, engaging atmosphere that uplifts not only their team but also revitalises their own motivation and sense of purpose.
Of course, everything needs to be balanced. While building connections and adopting a person-centred mindset is powerful, it’s essential to do so within the boundaries appropriate to each role. Professionals and managers alike need to understand the nuances of their functions; the level of connection and empathy required in a customer service role may differ from that in a leadership or sales position. It’s about finding the right approach that aligns with professional responsibilities while fostering authenticity and understanding. Respecting these boundaries ensures interactions remain effective and professional, avoiding overstepping into areas that might feel uncomfortable or beyond the role’s scope.
The power of connection lies in its reciprocity. The more managers and professionals invest in these relationships, the more they receive in return. By viewing interactions as opportunities for mutual growth and positive exchange, they transcend the mere management of tasks to create environments where people feel valued, motivated, and connected. This approach doesn’t just enhance performance; it transforms the work experience, infusing it with meaning, engagement, and the genuine human value that ultimately drives long-term success.
For this article, I obtained the participant’s permission to reference our discussion, assuring him of his anonymity. He found our insights beneficial for understanding the broader context of customers’ expectations regarding a personalised approach. While he acknowledged the significance of these expectations, he also highlighted the challenges they present for individuals in customer-facing roles, like himself. This complexity can arise from various factors, and he felt it was important to share this perspective to help others who may also struggle to establish meaningful connections with clients, as it encouraged him to explore this topic within the boundaries he feels comfortable with.
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