The Human Element: Why One Act of Care Can Redefine a Customer's Journey
My recent journey from New York to Kampala, which culminated in me sleeping on the floor of Nairobi's Jomo Kenyatta International Airport, offers a poignant case study in customer experience. It highlights the vast difference between companies that understand and prioritize customer well-being, and those that simply follow protocols. This isn't just a travel anecdote; it's a critical examination of how businesses, particularly in the service industry, can either build unwavering loyalty or erode trust with a single interaction.
Twenty-four hours into my journey from New York to Kampala, I found myself sprawled along a corridor at Nairobi's Jomo Kenyatta International Airport. My final flight, booked by KLM, wasn't until the following morning—despite earlier, available options. This wasn't just an inconvenience; it was a stark illustration of how quickly a customer journey can unravel when basic principles of empathy and proactive service are ignored.
Consider, in stark contrast, earlier segments of this very same journey. When my Delta flight from LaGuardia to Detroit was cancelled due to mechanical issues, Delta immediately took ownership of the disruption. They rerouted me through JFK and covered the cost of my Lyft between airports. This wasn't merely a gesture; it was a demonstration of a company understanding its responsibility to the customer beyond the mere provision of a ticket. They recognized that unforeseen circumstances can significantly impact a customer's travel plans and acted swiftly to mitigate the negative effects. Their proactive response not only resolved a logistical problem but also sent a clear message: "We value your time and comfort, and we will ensure your journey continues as smoothly as possible, even when unexpected hurdles arise." This commitment to seamless continuity, even in the face of disruption, is a hallmark of exceptional customer experience.
Similarly, when a delay at JFK caused me to miss my connecting KLM flight from Amsterdam, KLM's response was swift and empathetic: they provided a hotel stay and complimentary transportation. These weren't just courtesies; they were proactive measures that alleviated stress and reinforced a sense of being valued as a customer. They didn't wait for me to demand assistance or navigate a labyrinth of customer service calls. Instead, they anticipated my needs and provided solutions before I even had to voice my concerns. This anticipatory service, rooted in genuine concern for the customer’s well-being, transforms a potential nightmare into a manageable inconvenience, strengthening the customer’s trust and appreciation for the brand. It demonstrates a core understanding that disruptions, while sometimes unavoidable, do not have to define the entire customer journey.
So, how did I feel about this subsequent experience with Kenya Airways (KQ)? Genuinely saddened that the individuals at the KQ transfer desk that day seemed to possess little to zero appreciation for customer experience. The evidence of this disconnect was widespread and immediate:
First, there was the rigid adherence to rules over genuine customer needs. The initial gentleman I approached, after patiently explaining my predicament—that KLM had booked me on a flight nearly six hours after earlier, available KQ flights to Entebbe, and that I was now stranded overnight—demanded to see my complete ticket, not just my boarding pass. When I inquired why he couldn't simply pull up my reservation from the boarding pass, a universally accepted document for accessing flight information, his curt reply was simply, "I asked for your ticket!" This response was not merely unhelpful; it was dismissive. It indicated a lack of empowerment, a refusal to deviate from a prescribed, perhaps outdated, protocol, and a complete absence of curiosity or desire to truly assist. In customer service, the ability to find alternative solutions, to be flexible, and to go beyond the absolute minimum requirement often defines a positive interaction. Here, the focus was entirely on the rules, not on the human being standing before him. This rigid adherence to process, without any attempt to understand or assist, was infuriating, particularly given the easily accessible nature of digital reservations.
Second, the operational inefficiencies were glaring. The transfer desk itself presented a scene of disarray and palpable frustration. A long line of weary passengers snaked around the limited space, all being served by only two counters on what was clearly a busy December evening—the peak of Christmas travel. This understaffing and lack of foresight for peak travel periods is a fundamental customer experience oversight. It signals a management failure to anticipate demand and allocate resources effectively. When frontline staff are overwhelmed, their ability to provide even basic service is compromised, let alone exceptional service. The queues themselves become a symbol of neglect, a visual representation of how little the customer’s time and comfort are valued. In a busy airport, efficiency is paramount, and the lack of it here compounded the existing stress of travel.
Finally, there was a profound lack of empathy and proactive solutions. A third gentleman, to his credit, was polite in his delivery, but his message was equally disheartening: he simply stated he was sorry but I would have to sleep at the airport. My 'illusion' of a comfortable hotel stay, reminiscent of my Amsterdam experience, was quickly shattered. There was no offer of alternative accommodation, no suggestion of options, no attempt to truly solve my problem beyond stating the obvious. Later, I discovered the airport offered a $70/hour 'rest' service on the second floor—a band-aid solution, not a customer-centric recovery strategy. This highlighted a company culture that prioritized profit over problem-solving, offering a costly, minimal comfort rather than proactively addressing a systemic issue caused by their scheduling. The contrast with KLM’s immediate hotel provision was stark, illustrating a fundamental difference in organizational values regarding customer care.
What can businesses learn from this experience? While a customer's patience is always appreciated, the onus of a positive customer experience falls squarely on the organization. My personal frustration, which momentarily led me to lose my cool, served as a stark reminder of the power dynamics in customer service interactions. When a customer is in a vulnerable position—tired, delayed, and seeking assistance—the power lies disproportionately with the service provider. As Viktor Frankl's words echoed in my mind—"between stimulus and response, we have the capacity to choose. And in that response lies our freedom"—I realized that while I could choose my personal response, a company's leadership and training dictate the response of its frontline staff. Companies have the freedom and the responsibility to choose how they empower their employees to respond to customer challenges, fostering empathy and problem-solving over rigid rule-following. A customer's outburst is often a symptom of systemic failures, not merely a personal flaw.
This deep frustration also led me to stumble upon a profound piece by David Brooks, 'The Shock of Faith: It is nothing I thought it would be.' Brooks's reflection on seeing people with 'a spark of the divine,' simultaneously 'fallen and broken,' offered a powerful lens through which to view not only my own frustration, but also the shortcomings of the KQ staff. He wrote, "These thoughts helped me think more deeply about my job. I had approached journalism with the vague sense that the people we cover have a basic dignity by virtue of being human. But seeing them as creatures with souls, as animals with a spark of the divine, helps me see people in all their majesty. Seeing them simultaneously as fallen and broken creatures both prepared me for their depravities and made me feel more tender toward our eternal human tendency to screw things up. I hope I see each person at greater height and depth."
It was a reminder that while humans "can screw up"—it is part of our DNA—a well-designed customer experience system anticipates and mitigates those inevitable "screw ups" with grace and efficiency. Brooks continues, "That contact with radical goodness, that glimpse into the hidden reality of things, didn’t give me new ideas; it made real an ancient truth that had lain unbidden at the depth of my consciousness. We are embraced by a moral order. What we call good and evil are not just preferences that this or that set of individuals invent according to their tastes. Rather, slavery, cruelty and rape are wrong at all times and in all places, because they are an assault on something that is sacred in all times and places, human dignity. Contrariwise, self-sacrificial love, generosity, mercy and justice are not just pleasant to see. They are fixed spots on an eternal compass, things you can orient your life toward." This profound perspective offered a crucial counterpoint to my immediate frustration, reminding me of the broader human condition even as I grappled with the specifics of my customer service ordeal. It underscored that at the core of true service lies a recognition of inherent human dignity, a dignity that was largely absent from the KQ transfer desk experience.
The Journey Continues: More CX Hurdles, and a Ray of Hope
The saga wasn't over. At 7:00 AM, poised for boarding, I was informed I needed to return to the transit desk to pay for a second piece of luggage. Apparently, my ticket only allowed one bag—a detail that had miraculously gone unnoticed from New York through Amsterdam. This introduced yet another layer of procedural rigidity and communication breakdown within the airline's own systems. How could an international journey with multiple legs and different carriers consistently overlook an alleged excess baggage fee, only for it to surface at the very final leg? It pointed to a lack of integrated systems and a fragmented customer profile, where each touchpoint operated in isolation rather than as part of a cohesive journey.
Back to the transfer desk I went, enduring another thirty-minute wait. The agent, stumped by this "miracle of KQ proportions," had to call for backup to untangle the situation. This entire diversion, consuming valuable pre-flight time and adding to my already significant stress, was entirely preventable with clearer communication at the point of booking or at earlier check-in points. Finally cleared, I boarded my flight to Entebbe, looking forward to some much-needed rest, hoping the worst was behind me.
Upon arrival in Kampala, the next blow landed: after a twenty-minute wait at baggage claim, it became clear my two bags hadn't made the flight. This was, in a way, the final straw in a series of frustrating customer experience failures. The 'unremarkable customer experience' continued at the DAS Cargo office, the local handling agent. First, the agent demanded both my ticket and luggage stubs; I only had one. This again, highlighted a reliance on outdated physical documentation over digital records. I was then informed there was only one computer in the office that could verify my two bags. The inefficiency was staggering. In an age of interconnected global travel, to rely on a single, isolated terminal for critical baggage information is a testament to antiquated systems and a lack of investment in modern customer-facing technology.
It was at this computer, amidst the ongoing frustration, that I finally encountered a beacon of genuine customer service: Agaba A.
Agaba was a soft-spoken customer service representative who listened attentively. She took all my information and, unlike every other interaction, she promised to have my luggage delivered directly to my residence. When I half-jokingly told her I needed a "miracle of service," Agaba looked me in the eye and assured me, "I will make sure." Her simple, confident statement cut through hours of bureaucratic red tape and detached interactions. She didn’t offer excuses or blame other departments; she offered a solution and, more importantly, a commitment.
I don't know why, but in that moment, I believed Lady Agaba. Perhaps it was her humility, her quiet confidence, or the genuine care she exuded—qualities I hadn't encountered since departing Amsterdam. Her approach perfectly illustrates what Will Guidara, former General Manager of Eleven Madison Park, means by delivering an 'unreasonable experience': it's about creating authentic moments through frontline staff who are unequivocally clear about their team's mission. Guidara posits that that while rules provide a framework, true hospitality comes from empowering employees to anticipate needs and deliver personalized, memorable experiences, often by bending or going beyond strict protocols.
This stands in stark contrast to the earlier encounters. It's one thing to merely follow rules, demanding 'where is your ticket!'; it's an entirely different mindset to simplify the customer encounter and make it memorable for the right reasons. Lady Agaba effortlessly pulled up all my flight details on her own while maintaining a cordial and empathetic dialogue about my arduous journey. She didn't make me jump through hoops; she proactively gathered the necessary information, demonstrating both competence and care. She saw me as a person in need of help, not just a problem to be processed.
As I write this, a call just came in from DAS confirming one bag has arrived, with the second on its way. And true to her word, yesterday, Lady Agaba delivered! Both my pieces of luggage arrived in Kizungu, Kampala, all contents intact. Lady Agaba, through her singular dedication to service, transformed a deeply frustrating experience into one of gratitude and profound appreciation for the power of human connection in customer service. Her actions were not just about recovering lost luggage; they were about recovering lost faith in the system. She understood that a customer’s experience is not just about the product or service itself, but about the human interaction that accompanies it. Her humility, confidence, and genuine care were a stark reminder that even in the most challenging situations, a single empowered and empathetic employee can redefine an entire customer journey for the better. This is the essence of truly exceptional customer experience: transcending the transactional to create a meaningful, human connection.
Reflection
My journey to Kampala served as a powerful, albeit exhausting, masterclass in the nuances of customer experience. It revealed a critical truth: customer experience isn't merely a department or a checklist of procedures; it is a fundamental aspect of a company's culture, woven into the very fabric of its operations and, most importantly, embodied by its people.
The stark contrast between Delta/KLM and parts of the KQ/DAS experience wasn't just about resources or technology; it was about mindset. The former demonstrated a proactive, problem-solving, and customer-first approach, where the company took responsibility for disruptions and invested in alleviating customer stress. The latter, however, often seemed to operate from a place of rigid rules, fragmented processes, and a reactive posture that placed the burden squarely on the customer.
Yet, amidst the frustration, the encounter with Agaba A. shone as a beacon of hope. Her actions proved that even within systems riddled with inefficiencies, the human element remains the most potent force in shaping customer perception. She didn't just perform a task; she provided reassurance, demonstrated competence, and delivered on a promise. This single interaction salvaged an otherwise dismal experience and instilled a profound sense of trust and appreciation.
This journey underscored that companies have a choice: to merely process customers or to genuinely serve them. The difference lies in valuing human dignity, empowering frontline staff, and fostering a culture where empathy and proactive problem-solving are not just buzzwords, but daily practices. An "unreasonable experience," as Will Guidara suggests, isn't about extravagance; it's about authentic human connection, a clear mission, and the unwavering commitment to make the customer's encounter simple, memorable, and ultimately, positive. It's a reminder that even when things inevitably "screw up," as humans are prone to do, a company's response—especially through its people—can make all the difference.
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