When it comes to understanding customer experience, data and reports only tell part of the story. I recently came across a fascinating leadership anecdote from Jeff Bezos that perfectly illustrates why executives need to get their hands dirty and experience their business firsthand.
In Amazon’s early days, Bezos noticed something concerning: the customer support department reported wait times of less than 60 seconds, but customers were telling a completely different story. Instead of requesting more data or launching an investigation, Bezos did something remarkably simple yet powerful – he picked up the phone during a leadership meeting and called Amazon’s customer service line himself.
The result? A 10-minute wait time – dramatically different from what his team had reported.
Actions Speak Louder Than Reports
That single phone call accomplished more than dozens of meetings or reports ever could. It exposed a real problem and demonstrated the kind of leadership that inspires others to follow. When the CEO personally experiences what customers experience, it sends an unmistakable message: customer experience isn’t just a department or strategy – it’s everyone’s responsibility.
This approach isn’t unique to Bezos. Bill Gates employed a similar strategy at Microsoft when he visited the company’s product support center, sat down at a desk, put on a headset, and began taking calls himself, introducing himself simply as “William.
What makes these approaches so valuable is their simplicity and effectiveness. For the cost of a little time and effort, leaders gain insights that no survey or report could provide. You don’t need complex analytics when you’re willing to see your company through your customers’ eyes.
Leading by Example
What’s particularly powerful about these examples is that neither Bezos nor Gates kept their efforts secret. Their actions were visible to their teams, which reinforced that customer experience was a priority starting at the top.
I believe this type of leadership creates a ripple effect throughout an organization. When employees see executives taking customer service seriously enough to experience it personally, they understand its importance to the company’s success.
Here are some ways any leader can follow this example:
- Call your own customer service line anonymously
- Complete a purchase on your website as a new customer
- Visit your retail locations as a mystery shopper
- Spend a day working alongside frontline employees
- Use your product or service exactly as your customers would
Each of these activities provides valuable context that reports and metrics simply cannot capture. You’ll experience the friction points, delays, and frustrations that your customers face – or hopefully, the smooth, pleasant experience you aim to deliver.
Truth Through Direct Experience
What Bezos was really doing was trying to get to the truth. Sometimes the truth can be experienced directly or observed firsthand. This approach cuts through the filters that often exist between customers and leadership.
I’ve found in my work with organizations that leaders are often shocked by what they discover when they step out of their offices and experience their business as customers do. The gap between what they believe is happening and what’s actually happening can be substantial.
When your team sees you personally calling your company or taking customer support calls, they understand that customer service and customer experience are a priority that starts at the top.
This isn’t about micromanaging or not trusting your team. It’s about staying connected to the reality of your business and showing your organization that you care enough about customers to walk in their shoes.
So take a page from the Bezos and Gates playbooks. Pick up the phone. Visit a store. Experience your website. Spend time on the front line. You might be surprised at what you discover – and your customers will definitely appreciate the changes that follow.
