In business, we often hear of a “chain of command.” By contrast, let me discuss the “Chain of Customers” wherein, as members of an organization, we are all linked as internal customers who are then linked to external customers. It is said, “If you are not now serving the end customer, you are serving someone who is.” As with links in any chain, if we are to prove useful to each other, we must be connected. 

How does this connection come about? In the most fundamental sense, it comes about through the genuine conversations we have about who we are as a team, what’s especially important, our plan to accomplish the mission, and how we’ll deal with any challenges along the way. As your team has such conversations, it is possible to achieve “agreement in principle” to assure follow through and mutual support. There is a distinction between meetings and conversations. Conversations are less formal and more inclusive.  

The other key factor in keeping the team connected in purpose and in practice is that the team leader serves as the “Team Linkage Protector.” It is essential that there be clarity about the responsibilities and the interdependencies of team members so that those all-important conversations can occur. The team leader facilitates such clarity and assures a shared commitment to your shared objectives. 

Here’s a clever and important reminder: Great teams learn to talk about what they may need to talk about before they have to talk about it.

Question: How does your team assure that essential conversations occur?

3 Responses to “The Chain of Customers”