This is a companion book. It does not stand alone, but could — or rather, it stands better when you have read its predecessor.
The Human's Guide to Managing People asked a single question about the internal life of organizations: when people leave your organization as employees, can they honestly say they were treated with respect, honor, and dignity? That question — simple to state, difficult to answer honestly — turned out to illuminate nearly every management failure the book examines. The gap between what organizations say they value and what they actually do with the people who work for them is, in our view, the central crisis of modern organizational life.
This book asks the same question in a different direction: when people leave your organization as customers, can they honestly say they were treated with respect, honor, and dignity?
The answer is just as revealing. And the gap — between the brand promise and the customer experience, between the sales pitch and the delivered reality, between the mission statement and the email nobody reads — is just as costly, just as common, and just as preventable.
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