How To Create A More Client-Centric Culture

In global organizations, complexity is a given. Different regions, departments and time zones all come with their own systems and priorities. It’s easy to let structure take the driver’s seat. But in my experience, high-performing companies don’t start with org charts or KPIs. They start with values.

Culture isn’t what’s written on the wall. It’s how decisions get made when no one’s watching. It shows up in the questions your teams ask, how you handle conflict and whether your clients feel heard or just handled.

I’ve learned over the years that performance and people aren’t competing priorities. When culture is rooted in values and truly centers on client impact and team ownership, you create conditions where both excellence and empathy can thrive. Here are five things to know to help you get there.

1. Ask the hard questions, then actually listen.

One of the most important habits our team has built is regularly asking, “If I were a client, what does a good experience feel like?” That one question cuts through the noise and brings focus. It encourages us to look beyond processes and timelines and instead focus on the real people behind every interaction. When we ask that question with genuine curiosity, it shifts the conversation from reactive problem-solving to proactive care. We stop thinking in terms of transactions and start thinking in terms of trust.

That kind of reframing reinforces a sense of shared ownership. When we stay attuned to how our clients experience our work, we show up with greater intention, clarity and care. It becomes less about meeting expectations and more about exceeding them, together. And each time we do, we build trust, strengthen connections and create momentum.

2. Culture is built in the gaps.

Internal silos don’t just slow teams down. They erode trust. Clients don’t see your internal org structure. They only see what gets delivered.

A values-driven culture encourages clarity over control. It’s not about rigid roles; it’s about shared responsibility. When product, engineering, operations and sales are aligned on why we’re doing the work (and not just what needs to get done), gaps close faster. One way to do that is to create one shared success metric across departments tied to client outcomes and not just departmental outputs.

I often remind my team that taking the wheel doesn’t mean owning everything. It means guiding things in the right direction. If something’s off course, we speak up and steer together.

3. Leadership means showing up and following through.

At its core, leadership is about presence, especially when no one’s watching. It’s easy to show up for the big pitch or the major milestone, but real leaders stay close even when the spotlight fades. They ask the right questions, make space for honest conversations and feedback and turn insight into action.

When leaders model that consistency, it sets the tone for the entire team. It signals that every stage of the client journey matters, not just the start. That kind of follow-through doesn’t just build credibility; it builds trust. And in any long-term partnership, it’s a key differentiator.

4. Bring humanity into the metrics.

Metrics matter, but they don’t tell the whole story. CSAT and NPS can point to trends, but it’s the conversations behind the numbers that reveal what truly drives trust.

That’s why we look for moments that show character—where someone stepped up, brought clarity or turned a challenge into an opportunity to connect. For example, in your next team review, don’t just share the metrics dashboard. Spotlight stories that highlight your values in action. When teams are encouraged to lead with transparency and empathy, clients feel it. They see a culture that values accountability and progress, not perfection.

5. Build together, win together.

The real test of a high-performance culture is consistency in how we treat one another and how we treat our clients across every touchpoint and region. No one does this alone. That’s why we share the ride and the results. When values are more than words on a slide, they become a compass. Teams know when to press forward and when to pause. They anticipate instead of react. And they take pride not just in what they accomplish but in how they accomplish it.

Driving Forward With Purpose

Culture isn’t a campaign, it’s a commitment. You see it in the small decisions, the tough conversations and the day-to-day follow-through. If you’re leading a global team or even just building one, don’t start by asking how to hit the next number. Ask what kind of company you want to be while doing it. Then, build the systems, habits and relationships that reflect that answer. Clients will notice. So will your people.

That’s how you take the wheel—with values, purpose and teamwork. Start today by asking yourself what signals you’re sending through the choices you make as a leader and if they reflect the culture you want to build.

This article was originally published by Forbes.