Service isn’t a department, it’s a culture. It’s the sum of every person, every process, and every decision that shapes how a customer feels from the moment they meet your brand to the moment they leave it. "Service is everyone’s job” isn’t a slogan; it’s a truth many organizations forget.

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I often say that service begins long before the customer meets the receptionist. It begins at the gate, with the guard who greets them, the gardener who keeps the surroundings tidy, the accountant who ensures suppliers are paid on time, and the HR officer who keeps staff motivated. If any link in this chain is weak, the whole experience wobbles.

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If the gatekeeper is rude, the guest arrives irritated. If the housekeeping team lingers uncomfortably in the lobby, guests feel unwelcome. If the public washrooms are dirty, that too becomes part of the story customers tell about you. When we say everyone matters, we mean everyone. No one is "just” the bellboy, "just” the gardener, or "just” the driver. Every role contributes to the story your brand tells and every story matters.

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Yet, many organizations still believe service is the frontline’s job. The people who smile, greet, and handle complaints are seen as the "face” of service. But in reality, service breaks down long before a guest ever meets them. A waiter can’t deliver excellence if the kitchen hasn’t communicated that a dish is out of stock. A receptionist can’t create delight if it has failed to ensure systems are running. A promise made at the front depends on many invisible hands behind it.

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I’ve seen this breakdown firsthand. A few years ago, my husband and I made a booking at a certain hotel, we were excited for our stay, looking forward to a little escape. But the moment we arrived at the gate, that excitement turned into tension. The gatekeeper refused to let us in, saying there had been no briefing about our arrival. His tone was harsh, his manner defensive. Now, I understand the need for protocol and security, but the hotel’s internal service gaps should never become the guest’s problem. A simple, polite approach "May I please have your details so I can confirm with reception?” would have been enough to resolve the issue smoothly. Instead, we were told, almost dismissively, that we had probably come to the wrong hotel. What could have been a warm welcome turned into a frustrating scene at the gate.

That moment reminded me that service is a chain reaction, and the guest feels the weakest link the most. It’s not just about who smiles at check-in, but about every person who touches the experience before and after that smile.

Leadership is where the real tone is set. Everything rises and falls on leadership. If the leadership uses harsh language, shows favouritism, or blames rather than mentors, that tone ripples down the organization. Culture is not written on the wall; it’s practiced in the hallway. It’s how you talk to your cleaner, how you handle conflict, and how you show respect.

A strong service culture is built on simple daily habits: open communication, empathy, and ownership. Leaders should model the right behaviours; being approachable, thanking their teams, and asking, "How can I help you serve better?” When employees feel valued and trusted, they pass that energy forward to customers.

Organizations that thrive in customer experience speak the language of "we,” not "they.” They celebrate small wins, share guest feedback openly, and treat mistakes as learning opportunities rather than reasons for punishment. In training, I often challenge teams to turn "That’s not my job” into "Let me find someone who can help.” That small shift in language changes everything.

Globally, some of the world’s best service brands operate on three simple principles. First, communication is non-negotiable, teams hold short daily huddles to share updates, guest notes, or challenges. Second, employees are empowered to fix small issues immediately without needing 10 approvals. And third, feedback isn’t buried in management reports, it’s shared with everyone, so each person knows how their role contributed to success or failure.

Service consistency is born in these micro-moments. When handovers are clear, when departments talk, when everyone knows what’s happening, the guest feels it, even if they never see it.

If a company wanted to begin this transformation today, the easiest first step is starting what I call "Service Fridays.” Every Friday, one department explains how their work affects the customer. It could be finance explaining payment timelines, or maintenance walking through preventive checks. It builds empathy across teams and breaks silos, because understanding each other is the first step to serving better together.

At a national level, Rwanda’s Na Yombi campaign captures this spirit beautifully. Na Yombi, meaning "with open arms,” isn’t just a slogan, it’s a mindset. It’s a call for behaviour change that anchors service on empathy, warmth, and unity. As Rwanda positions itself as a global hub for meetings, investment, and tourism, Na Yombi reminds us that true hospitality isn’t about ceremony but about care.

The message is clear: service is everyone’s job. It belongs to the security officer who greets visitors, the IT technician who ensures systems work, the procurement officer who negotiates fairly, and the CEO who sets the tone. Every gesture, every tone of voice, every internal handover shapes how the world sees Rwanda, and how customers see your business.

When service is treated as everyone’s responsibility, complaints drop, pride rises, and organizations become places people want to belong to. The best part? It costs nothing, only awareness, empathy, and a willingness to care.

Before the customer ever walks in, the story has already begun. The question is: are we all telling the same story?

The author is a certified hospitality trainer and founder of Outstanding Solutions Afrika, a boutique hospitality and tourism consulting firm dedicated to transforming service excellence.