Why I Hate The Phrase "The Customer is Always Right"
Inspired by Julie Steiner’s (Senior Director of Admissions and Retail Operations at the Barnes Foundation) thought-provoking idea to move past the phrase “The customer is always right” in the upcoming Museum Store Association title, “Museum Store: The Manager’s Guide”. Julie's original concept laid the foundation for the exploration presented here.
In the realm of nonprofit organizations, the mantra "The customer is always right" has been a longstanding philosophy shaping interactions with visitors and donors alike. I, frankly, hate it.
This approach can inadvertently undermine the well-being and mission of the organization. How can staff handle difficult situations where donors may be in the wrong and are faced with navigating those delicate waters?
Over time, constantly acquiescing to visitor and donor demands may lead to burnout among staff, losing direction of the mission, and impacting the long-term sustainability of the organization. It’s also a dangerous game to insist on when our staff is in the line of being verbally, physically, and emotionally assaulted.
Here’s the tip of the iceberg of what I’ve seen with staff in my work with visitors & donors:
Being berated, condescended, and bullied
Visitors taking photos of staff they find “exotic”
Renaming people because their name is “too difficult”
Bullying staff for initiatives that aren’t just off-mission but a conflict of interest
Taking aggressive actions when they don’t get their way
Personally, I’ve been told I was too brown / too young / too much of a woman to be doing what I’m doing. I’ve had people invade my space, yell, and curse. Really?
This is not part of the job. This is part of the problem.
Let’s become part of the solution.
Staff Safety and Well-being
Nonprofit staff often find themselves in challenging situations, and prioritizing the visitor's perspective above all else will compromise their safety and well-being.
Solution: Empower your staff by developing clear and well-thought-out protocols. What happens if they’re traveling? At an event? Working with your top donors? Equip staff with hands-on training and the skills to handle difficult situations confidently.
Preserving Mission and Values
Nonprofits exist to fulfill a specific mission and adhere to a set of values. Blindly adhering to the customer-is-always-right philosophy may lead to compromises that deviate from your organization's core principles.
Solution: Clearly communicate the organization's mission and values to staff. Who needs to be pulled into the conversation if your institution’s mission or values are at risk? How is your staff empowered to communicate issues?
Leadership Support:
Foster a culture where leadership supports staff decisions and prioritizes their well-being.
Solution: Create an environment where leadership does not stand apart from staff. Leadership should be a part of trainings, workshops, and developing protocols.
Applying the Approach to Donor Relations:
When Donors Can Be Wrong:
Donors, despite their valuable contributions, may sometimes push for initiatives or changes that conflict with the nonprofit's mission or values.
Example: A donor suggesting a change in programming that compromises the organization's core principles.
Handling Donor Disagreements:
Approach disagreements with donors diplomatically and transparently, emphasizing the importance of the organization's mission and values.
Example: Communicate respectfully, providing data and evidence to support the organization's stance.
Balancing Financial Support and Values:
While financial support from donors is crucial, nonprofits must find a balance that ensures alignment with their mission.
Example: Clearly communicate to donors the reasons behind decisions that may differ from their suggestions, emphasizing the commitment to the organization's mission.
Empowering nonprofit staff to say no when necessary is crucial for preserving the integrity of your organization and the safety of your staff. Don’t put this off until something “bad” happens. Your organization, your staff, and your mission deserve to be prepared. Your staff is the backbone of your organization, and the stronger they stand the more resilient you will be.