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But if you’re looking to build an uplifting service culture, you have to be very careful about what it is that you tell your staff you’re paying attention to as a leader. What it is that you say really matters. So if you say what really matters is top line revenue and bottom line profit, what message does that send to the staff? What’s the most important? The money. Not the service. So that is important. It’s one of the ultimate business objectives along with shareholder value and reputation, but it’s a lagging indicator. It comes after everything else that you’ve done. A leading indicator of those ultimate objectives would be your survey scores, your satisfaction score, your loyalty index, your employee engagement score. Right? And those are going up. You’re going to get the objectives. But even that is somewhat lagging because you don’t go survey everybody every day. But there is another indicator. There is something that could let you know that you’re moving in the right direction, and that’s positive customer feedback. If you’re getting a lot of compliments, if you’re getting a lot of input and people are saying, “Oh, I like it, thank you for doing that.” That’s coming in in abundance, not only from external customers, but even between colleagues, then you know your survey scores are going to go up, which is going to lead you to the ultimate objectives. So now you can see you’ve got comments which precede survey scores which precede ultimate objectives. Here’s my question. What is it that has to happen before you even get a compliment? What is the necessary precursor, the required first step that results in a compliment that leads to a score that leads to the profitability? It’s got to be some action that was taken that created some value that was above and beyond what the other person expected. So, someone needs to look at a situation and someone needs something, come up with a new idea, take a new action step, produce the value, get the compliment, get the scores, get the profitability and ultimate business objectives. You see how that works? Now, if I go to the thousands of people who work in this organization and I ask them, in today’s world, what does senior leadership pay most attention to? What would they say? The numbers. That’s the culture that exists today. But you’re looking to deliberately shift that culture now to be focused on service differentiation, uplifting service culture. So then what is it that we need to let the staff know really matters? What is it we should be measuring as a service leader? Is it just the numbers? Or should we be watching the scores and counting the feedback and actually keeping track of how many new ideas and new actions have we taken to create more value for someone else? As an uplifting service leader in this organization, you need to let your staff know that you measure what really matters.