Challenge: Build a company culture that values personal relationships.

Pick n Pay grew from a small, family-owned supermarket chain in South Africa to become one of southern Africa’s largest retailers, largely on the strength of its founder’s guiding principle: “Treat the customer like a queen.”

But the sovereign’s crown may have become a little tarnished over the years. When it came time to revitalize the company, Pick n Pay did some soul-searching about how it handled personal relationships. Executives believed providing their shoppers with excellent service was still the best route to customer loyalty—and recovering a larger market share. But before they could recreate that lost excellence, first they needed clear communication throughout the company.

Workers on the floor are customers’ first point of contact, and it’s crucial that every Pick n Pay employee personifies the brand’s dedication to excellence. But when it came time for managers talk about customer service, they weren’t sure what to say. Many fell back on “approved” messages or hackneyed cliches. They couldn’t find messages that inspired. So how do you make “customer service” more than a catchphrase?

Solution: Use the power of storytelling to stimulate action.

A simple story can have a powerful effect. My communication and rebranding workshops prompted managers to reflect on their experiences. What does customer service really look like?

One workshop participant told a story about a customer. Every week without fail, she came to pick up a gooseberry tart. But one week when she didn’t appear. Concerned, the manager made inquiries and found out that she was sick at home. The manager had her favorite pie delivered to her home weekly until she was well enough to shop again.

That’s the kind of story that shows the human face of customer service. More than a slogan or a badge, it spoke of a deep-seated belief, looking out for another’s needs, and going out of the way to meet them. It’s also a story that anyone can relate to. I elicited stories like this so that managers could use them in presentations to their teams in the course of day-to-day management.

Through role-play and videotaping, I help managers assume a comfortable yet authoritative style, allowing them to approach their teams with confidence and compassion, as clear communicators and, sometimes, as storytellers.

The workshops encouraged managers to find the nugget of essential information they need to convey. I urged them to zero in on the specific and to find stories that bring information to life. I helped them prioritize their goals, and to clearly define expectations they have of those they supervise. I teach them to identify a concrete action (“sweep the store hourly”) from a vague goal (“a cleaner store”). By setting achievable objectives, the whole team can enjoy a sense of accomplishment.

If customer service is built on respect and understanding, it’s crucial that management embody these values. When managers are polite and concise, sharing clearly defined expectations and consequences, employees develop trust and loyalty. Then they pass it on to customers, truly revitalizing the brand from the inside out.