Disproportionate Accountability
Imagine boarding an airplane. While you may never notice the baggage handlers, maintenance crews, or even the cafeteria staff, you remember the flight attendant. As Arlie Russell Hochschild explains in her book “The Managed Heart”, the flight attendant is the one who has constant contact with passengers. When the service falls short, the disappointed customer points a finger at that attendant—even though the fault might lie deep within the company’s back-end operations or even something outside the airline’s control. This example isn’t just about airplanes; it applies to every industry where a single employee becomes the living face of an entire organization.
Consider a bank that suggests an online account setup in just five minutes, or a cable company that promises “blazing fast” speed. If technical issues or internal delays occur that break those promises, the upset customer turns to the customer service associate for answers and, ultimately, a solution. Even if the problem is rooted in the organization's internal processes, it’s the associate who must bear the blame. This discrepancy between organizational promises and the actual service experience puts enormous pressure on frontline workers.
The Toll of Emotional Labor
This constant pressure is a form of emotional labor. Frontline associates are forced to manage their emotions under challenging circumstances. They must mask frustration, disappointment, or even sadness to maintain a friendly and reassuring demeanor. Every time an associate fields a call or responds to a complaint, they are asked to “put on a smile” and project calm—even if inside they feel overwhelmed by factors they cannot control.
The effects of this constant emotional labor can be far-reaching. Not only does it lead to stress and burnout, but it also impacts the quality of service over time. An associate who feels emotionally depleted may struggle to muster genuine empathy on the next call. Over time, this lack of authentic engagement can further erode customer satisfaction and lead to a vicious cycle where the employee’s emotional well-being—and ultimately the organization’s reputation—is compromised.
When a company’s promises aren’t met. The issue is often systemic, with many departments working behind the scenes. Yet, the customer rarely sees the full picture. Instead, they see one associate, forced to bear the brunt of their disappointment. This not only affects the associate’s mental health but also can lead to higher turnover, absenteeism, and lower morale across the team. The combined impact of these factors can initiate a downward spiral for Customer Service, manifesting as extended hold/wait times, interactions with less experienced associates, and growing frustration among tenured associates. This creates a negative feedback loop where customer dissatisfaction leads to increased associate turnover, further exacerbating the issues and diminishing the overall customer experience.
To break this cycle, organizations must reframe the management of service quality to include these concepts. Recognizing emotional labor as a genuine concern and offering the right support—such as coaching for emotional labor, emotional intelligence training, and closer collaboration between back-office and frontline teams—helps create a more empathetic culture where everyone shares responsibility for service failures and celebrates successes together. This supportive mindset then carries over to customers, making it a win-win for both the people and the business.
Love yourself and elevate others
EB
Eric Brown, MS
www.AthaeConsulting.com
