Education Article

"How Needs Shape Customer Experiences"

No matter what role we are playing at a given moment, we all have needs—and expectations for how those needs should be met. Needs are both innate and acquired, and they influence how we behave, whether we’re serving others or being served.

Innate needs are those we're born with, such as food and warmth.

Acquired needs develop over time and include:

• Need for Esteem
  People want to feel good about themselves and to be respected. Esteem is about feeling valued and accepted. The downside is that some individuals may seek validation at the expense of the situation at hand. Customer service insight: Helping customers feel good during each interaction builds trust and loyalty. Aim for a win-win—success for the customer and the business.
• Need for Affiliation
  These individuals enjoy social connections and a sense of belonging. They respond well to personal attention and support, and often aim to please. Customer service insight: They are usually cooperative and open to alternatives, but their focus on connection may shift attention away from resolving the issue efficiently.
• Need for Achievement
  Achievement-driven people are motivated by problem-solving, results, and the satisfaction of "winning." While they rise to challenges, they may push for more than is necessary. Customer service insight: These customers may request extensive details or overcomplicated solutions. Keep responses focused and efficient while still satisfying their need for clarity and closure.
• Need for Power
  People with a high need for power prefer to be in control, value structure, and expect thorough explanations. The downside: they may prioritize being "right" over being effective. Customer service insight: These customers might ask to speak with someone "higher up," even when unnecessary. Show competence, stay composed, and clearly communicate how you're working to meet their needs.

Just as customers bring their needs into each interaction, so do you. Understanding your own tendencies helps ensure you don't unintentionally let them steer the conversation:

• If you have a high need for esteem, be mindful not to seek approval from customers. Their priority is resolving their issue. Let your sense of self-worth be reinforced by doing the job well—not by needing validation from every interaction.
• If you value affiliation, remember that not every engagement can turn into a conversation. Keep things warm and friendly, but stay focused on the issue at hand.
• If you're driven by achievement, resist the urge to overdeliver after the customer is satisfied. When they're content, that’s your cue to wrap things up—even if you're tempted to do more.
• If you have a strong need for power, watch for moments when you may insist on being "right." Focus instead on what’s helpful and appropriate for the customer—even if it's not your preferred way of handling things.

Every need comes with both strengths and challenges. By becoming more aware of your own patterns—and adjusting when necessary—you can create better experiences for your customers and find more satisfaction in your work. The goal is always the same: a win-win for everyone involved.