The relationship between employers and employees has fundamentally changed, yet many leaders remain stuck in outdated command-and-control mindsets. Having worked with numerous organizations on culture transformation, I’ve witnessed firsthand how this leadership approach damages engagement, performance, and retention. The solution is surprisingly simple but powerful: treat your employees with the same care and attention you give your best customers.
This isn’t just a nice-to-have philosophy—it’s becoming essential for business survival. When companies continue operating with the mentality that employees should feel “lucky to work here,” they’re setting themselves up for failure in today’s competitive talent market.
The Outdated Power Dynamic
Many organizations still function with a hierarchical mindset where employees are viewed as expendable resources who should simply follow orders. This approach creates several problems:
- Decreased loyalty and higher turnover
- Reduced engagement and discretionary effort
- Limited innovation as employees avoid speaking up
- Poor customer experiences that mirror internal treatment
The evidence is clear: when employees feel undervalued, they respond accordingly. Just as customers leave businesses that treat them poorly, employees will seek opportunities elsewhere when they feel disrespected or taken for granted.
The Customer-Centric Employee Experience
What would happen if we flipped this dynamic? When we treat employees with the same care we show our most valued customers, we create a foundation for exceptional performance. This means:
First, actively seeking employee feedback—not just in annual surveys, but through regular conversations about their experiences, challenges, and ideas. Great companies don’t guess what their customers want; they ask. The same should apply to employees.
Second, demonstrating generosity in both tangible and intangible ways. This includes fair compensation and benefits, but also extends to flexibility, growth opportunities, and recognition. When employees feel the company is invested in them, they invest more of themselves in return.
Third, nurturing the relationship consistently. Just as businesses work to maintain customer relationships over time, leaders must continuously invest in employee relationships rather than taking them for granted once hired.
The Business Case for Employee-Centricity
This isn’t just about being nice—it’s smart business. Without your people, your business literally cannot function. They execute your strategy, represent your brand, and create value for customers. When you prioritize their experience, you gain:
- Higher retention rates and reduced recruiting costs
- Stronger engagement and productivity
- Better customer experiences (employees treat customers how they’re treated)
- More innovation as people feel safe sharing ideas
- A competitive advantage in attracting talent
The companies that understand this connection between employee experience and business outcomes are pulling ahead of competitors who still operate with outdated management approaches.
Making the Shift
Transforming your approach to employee relationships requires intentional change. Start by examining your current practices: Do you communicate with employees with the same care you use with customers? Are you as responsive to their needs as you are to customer complaints? Do you invest in making their experience positive?
Next, involve your leadership team in redefining how you approach employee relationships. This isn’t about removing accountability or standards—it’s about creating conditions where people can do their best work because they feel valued.
Finally, measure what matters. Track not just financial outcomes but indicators of employee experience like engagement, retention, and feedback. These metrics often predict business performance.
The shift in power dynamics between employers and employees isn’t temporary. Organizations that fail to adapt will continue struggling with turnover, engagement, and ultimately, customer experience. Those who embrace this new reality—treating employees with the same care they show customers—will build cultures where both people and profits can thrive.
Frequently Asked Questions
Q: Doesn’t treating employees like customers risk creating entitlement?
Not at all. This approach isn’t about catering to every whim, but rather showing the same respect, responsiveness and care you show customers. High-performing organizations maintain clear expectations while creating environments where people feel valued. The result is typically greater accountability, not less, as employees develop stronger commitment to organizational goals.
Q: How can resource-constrained organizations implement this philosophy?
Many aspects of treating employees well don’t require significant financial investment. Regular feedback, recognition, transparency, and involving people in decisions that affect them cost little but yield substantial returns. Start with improving communication and gathering input before making changes that impact staff. Even small organizations can prioritize creating positive employee experiences within their means.
Q: What’s the first step in shifting from a command-and-control culture?
Begin by listening. Conduct focus groups or one-on-one conversations to understand how employees currently experience your organization. Ask what would make their work experience better and what obstacles prevent them from doing their best work. Then take visible action on what you learn. This demonstrates your commitment to valuing their input and creates momentum for broader cultural change.
