Service Leadership clients
Since 2007, we've helped leaders create sustainable revenues. Learn how our clients have found success through the Service Leadership Program.
Commonwealth Bank
In 2007, the Commonwealth Bank of Australia was the worst of the country’s 5 major banks in customer satisfaction. Now, it has been the best bank in Australia every year since 2012. Learn more about how they found success.
Interlink Libraries
Since 2018, Public Library InterLINK has partnered with the Gustavson School of Business Executive Education to develop a Customer Service Excellence (CSE) training program tailored for library staff. This initiative was designed to help 18 public library systems across British Columbia enhance service quality, improve staff engagement and strengthen relationships with diverse library users.
The InterLINK Service Leadership Program brought together frontline staff, supervisors, and library leaders to explore the principles of exceptional service, community engagement and leadership development within the public library system. Through interactive workshops and applied learning techniques, participants gained practical tools to enhance user experience, build stronger community connections, and navigate service challenges in an evolving digital and multicultural landscape.
By integrating best practices from the banking, retail, and tourism industries, this program has empowered library professionals to create more inclusive, responsive and welcoming library environments for all patrons. The program’s success has reinforced InterLINK’s commitment to continuous learning and service innovation, positioning their libraries as vital community hubs for knowledge, literacy and connection.
The Whistler Experience
In 2014, the Gustavson School of Business and the Whistler Chamber of Commerce partnered to create a service leadership program that provides local organizations with the resources necessary to deliver world-class service.
The result? The Whistler Experience®—a suite of programs that elevate the resort’s service across organizations and across sectors.
Here are some of the organizations that participated in The Whistler Experience®:
Background
- executive director realized the old library service model didn’t work anymore
- patrons didn’t receive the help they needed and didn’t always perceive staff as responsive
Implementation
- redefined roles (e.g. created “service specialists”), replaced desks with kiosks and encourage staff to stand side-by-side with patrons
- used TOFU and 3Rs to guide decisions, language and coaching conversations
- conducted daily micro-meetings to share stories of great service and celebrate success
- used secret shoppers as a learning tool
- built a “tight-loose-tight” culture with clear expectations, staff autonomy and regular feedback
- fostered a growth mindset and restructured hiring to prioritize customer service focus over credentials
Result
- culture shifted to one of empowerment, trust and shared responsibility
- front-line staff confidently solve problems without manager escalation
- team celebrated for excellence: won Whistler’s Secret Shopper competition (2017 & 2018)
- staff describe culture as “safe”
Background
- ranked North America’s #1 ski resort by Ski Magazine
- wanted to expand service culture beyond front-line roles and sustain high service scores throughout the full ski season
Implementation
- created a cross-divisional service team of 12 managers and customized the 3Rs and Moments of Power training for each department
- integrated service language into all team meetings
- used internal monthly service team meetings to track metrics, share feedback and brainstorm solutions
- focused on avoiding seasonal “dips” in service scores by using timely leader-led recognition (snack/beverage vouchers)
- launched monthly 3Rs Service Winners Lunch at restaurants to celebrate peer-nominated staff
- encouraged servant leadership: empowering, recognizing and involving employees at all levels
Result
- improved already-high service scores—achieving a record 80%+ employee service rating in 2016–17 (an improvement of 7%).
- avoided historical dips in guest service scores through targeted recognition campaigns
- strengthened organization-wide service alignment and staff engagement
- created a sustainable, evolving service culture driven by coaching, customization and community sharing
Background
- award winning restaurant in the heart of Whistler Village
- owner wanted to differentiate the restaurant in a competitive resort market and invest in employees development
Implementation
- adopted the 3Rs (Reliability, Responsiveness, Relationships) across all HR tools and practices: job descriptions, handbooks, onboarding, training and performance reviews
- made changes to support each R:
- reliability: each guest greeted within a minute, clear communication on wait times, consistent closing hours, thorough knowledge of menu and ingredients
- responsiveness: added vegetarian options, servers trained to handle dietary needs and ingredient questions
- relationship building: staff learn guest names, build rapport based on shared experiences
- managers and supervisors trained in Moment of Power #4 (Problem Solving) to convert those challenges into opportunities
- encouraged TripAdvisor reviews and would leave a card with the server name on it
Result
- 10% increase in guest numbers during the 2015/16 winter season
- positive online reviews kept the restaurant in the Top 10 of TripAdvisor Whistler rankings
- recognized as an Honourable Mention in Vancouver Magazine’s ‘Best Restaurant in Whistler’ category