Ghana's business leaders must get out of offices to fix customer service gaps, says expert

Business leaders across Ghana are being challenged to step out of their executive offices and directly observe how their employees interact with customers and colleagues—a simple but often overlooked practice that can transform organisational performance and drive growth.

Priscilla Wellington, Founder and CEO of Customer Service Africa, made the case during an appearance on the Joy Business Masterclass, arguing that many managers remain disconnected from the daily reality of their workplaces. This disconnect, she warns, makes it nearly impossible to enforce the service standards companies claim to uphold.

Wellington's core message is straightforward: observe staff interactions, identify what needs correction, and then reinforce the company's values. She recommends that leaders make such observations at least three times a week to build a genuine understanding of how their teams operate. "Come out of your office and just walk around to get a real feel for the interactions taking place," she said. "How are people engaging within your organisation? How are they engaging real clients on the phone? Just stand and listen for a few minutes."

The observe-name-reinforce framework

Wellington outlined a three-step approach for leaders serious about improving service delivery. The first step is observation—actually witnessing how employees conduct themselves. The second is naming the issue when something goes wrong, clearly identifying what needs to change. The third is reinforcement, communicating the organisation's values and standards in a way that sticks.

Without this cycle, Wellington argues, leadership becomes theoretical rather than practical. "If you commit to doing that three times a week, you'll definitely find something," she explained. "Then you can reinforce it by saying, 'You know, I've seen that, and it's supposed to be this way.'"

The approach addresses a common challenge in Ghanaian workplaces: a gap between stated company culture and actual behaviour. When leaders remain isolated in their offices, they cannot address these gaps effectively because they simply do not see them occurring.

Why it matters for Ghana's business landscape

For Ghana's growing business sector—spanning retail, banking, hospitality, telecommunications and services—customer experience has become a critical competitive differentiator. Many Ghanaian companies operate in highly competitive markets where customer loyalty is not guaranteed.

Wellington emphasised that customer experience is fundamentally a feeling that determines whether clients return or recommend a business to others. In Ghana's informal economy and traditional sectors, word-of-mouth remains perhaps the most powerful marketing tool. Satisfied customers generate referrals at little cost; dissatisfied ones damage reputation quickly.

She identified customer referrals as "the cheapest acquisition channel." This insight is particularly relevant for Ghanaian small and medium-sized enterprises (SMEs), which often operate on tight marketing budgets. A customer who feels valued and well-served becomes an unpaid ambassador for the business.

Wellington's recommendations also address a leadership challenge specific to many Ghanaian organisations: the tendency for hierarchical structures to isolate executives from frontline realities. By making observation a regular practice, leaders can bridge that gap and ensure their vision translates into consistent service delivery.

Building a culture of accountability

Wellington's framework ultimately rests on a foundation of visibility and accountability. When employees know their leaders are observing—not micromanaging, but genuinely present—behaviour tends to align with organisational standards. When leaders can point to specific examples of both good and poor service, feedback becomes concrete rather than abstract.

The Joy Business Masterclass, where Wellington shared these insights, airs every Wednesday at 1:15 p.m. on Joy FM, reaching business audiences across Ghana. Her message comes at a time when many Ghanaian organisations are reassessing their competitive strategies in an increasingly challenging economic environment.