Every time I take my car in for a repair, I brace myself to get ripped off. So when I brought my little sedan to a new shop recently to get a flat tire checked out, I didn’t have high expectations. I wasn’t sure if the damage was fixable, and I was fully prepared to hear that I needed to replace it—and probably the others, too, while I was at it. But instead, the shop fixed my tire, and to my surprise and delight, they didn’t charge me a cent.

I was floored. The shop could have easily sold me a new tire, whether I actually needed one or not. They certainly could have charged me for the repair. But instead of taking that easy money, they won a customer for life—not to mention free publicity each time I tell someone about my great experience.

That’s the power of good customer service. It impresses people, builds loyalty and generates positive word of mouth. And as effective as it is in the private sector, it’s just as helpful for schools. So here are just a few examples of companies wowing their clientele with customer service—and tips on how to emulate them.

See the emotion behind the problem.

Employees at a North Carolina Target became internet sensations in 2015 with a simple act of kindness: helping a high schooler tie a tie. Yasir Moore, then 15 years old, had come into the store dressed in a suit, searching for a clip-on tie to complete the look before a big job interview. So he asked employee Cathy Scott for help.

Unfortunately, the store didn’t sell any clip-ons—but that didn’t deter Scott. She enlisted the help of her coworker Dennis Roberts to tie a real tie for Moore. Then, right there in the aisle, the two helped the teen practice giving a firm handshake and answering tough interview questions. When Moore left the store, a whole chorus of Target employees cheered him on and wished him luck.

The heartwarming moment didn’t just make an impression on Moore. It also touched fellow shopper Audrey Mark, who witnessed the whole thing and snapped a picture to post on Facebook. From there, the story went viral. Mark’s original Facebook post garnered 53,000 likes and was covered by major media outlets such as USA Today and CNN. (Oh, and in case you were wondering, Moore got the job.)

Why is this such a great example of customer service? Because the Target employees saw past Moore’s immediate problem into the emotions behind it. On the surface, Moore just wanted to find a tie, and that’s all Scott and Roberts were obligated to help him with. But on a deeper level, Moore was anxious to make a good impression at what might have been his first-ever job interview. He needed more than a tie. He needed confidence—and that’s exactly what he walked out with. 

When parents and families contact your central office with a request (or even a complaint), there are almost always deep-seated feelings behind it. After all, what’s more emotional than entrusting people with your child? So as you deal with customer service situations, ask yourself: What does this parent or family member really need in this moment? A parent complaining about their school’s available lunch options, for instance, might be anxious (even subconsciously) about their child’s health and nutrition—and is looking for reassurance that the school cares, too.

Whether or not you can give a parent exactly what they’re asking for, uncovering the emotions fueling their request will give you a better idea of how to respond. Even an angry parent is likely driven by love and concern for their child. Understanding that can make it easier to respond empathetically and bring the situation to a satisfactory resolution. If you can’t change the lunch options right now, can you show that parent other ways your school is addressing students’ physical health? 

The Target example proves that if you consider what your stakeholders need—not just what they’re asking for—you might just wow them. After all, Moore didn’t leave with a clip-on tie, but he did get what he needed.

Live your values—no matter what.

If you’re a pet owner who shops online, odds are you’ve heard of Chewy. Early in the online pet retailer’s life, Amazon dominated its target market, and the burgeoning startup couldn’t compete with perks like free shipping or two-day delivery. As an online retailer, Chewy also couldn’t build the in-person relationships that a local pet shop might. They had to find something they could uniquely provide—and that differentiator was exceptional customer service. 

The company first built its reputation for going above and beyond by sending free custom pet portraits to unsuspecting customers—a practice they’ve continued as their business has grown. For years, customers have also received handwritten cards on holidays or their pets’ birthdays. But perhaps the most incredible aspect of Chewy’s customer service is their dedication to living out their values—even when it’s not profitable. On their “About Us” page, they make a promise to their customers: “No one pet-parents alone.” And during times when pet owners might feel most alone—after a loss, for example—Chewy really shines. 

In 2022, customer Anna Brose tweeted about her experience trying to return an unopened bag of food after her dog passed away. The company gave her a full refund, suggested she donate the food to a local shelter and had flowers delivered to her door. And Brose isn’t the only one; the post’s replies are full of similar stories. 

Journalist Wandy Felicita Ortiz put Chewy’s promise to an extreme test when preparing to take in a foster dog. The pit bull mix had been found on the street with a host of medical issues; in addition to an ear infection and multiple wounds, she was recovering from giving birth to a litter of puppies. Desperate to help the dog but unable to cover all the costs herself, Ortiz reached out to a number of organizations, including Chewy. The company donated a “pet preparedness kit,” including a leash, food, bowls, treats and a first aid kit—on rush delivery to arrive the next day. 

So it’s pretty clear that when Chewy says “No one pet-parents alone,” they mean it. And that commitment has paid dividends in customer loyalty. In 2024, Newsweek named them the number-one most trustworthy retail company in America.

In the same way, your district’s customer service should be a direct reflection of your mission, vision and values. If one of your values is fostering belonging, how can you go above and beyond to welcome new families into your district? Why not send them district swag after they enroll—or even just a personalized welcome letter from the superintendent? If you say you prioritize listening to stakeholders, does the way you handle feedback bear that out? Whatever your values are, walking the talk is crucial to building loyalty and trust.

Recover well.

For prestige brands, customer service is a much higher-stakes game. Customers who are paying a premium for a product or service have much higher expectations—and will be much more disappointed if their experience falls short. That’s why luxury brands like The Ritz-Carlton have learned to wow their customers not just when things go right, but also when they go wrong. 

In the more than 100 years since The Ritz-Carlton Hotel Company opened their first hotel, the brand has built a strong reputation for excellent service, but what really sets them apart is how they recover from failures. The organization knows that in hotels with hundreds of guests per day, mistakes are bound to happen—so they’ve planned for how to deal with them. Every day, The Ritz-Carlton employees go over errors, breakdowns and inefficiencies in their processes and gameplan how to prevent them going forward. And when failures do occur, employees can spend up to $2,000 per incident from the company account to make it right—without having to go through a lengthy approval process.

Author and customer service expert Jon Picoult often shares his experience with The Ritz-Carlton in what he calls “the best service recovery story ever.” While staying at one of their properties, Picoult’s wife sent an evening gown to the hotel’s in-house dry cleaning ahead of a black-tie dinner. As Picoult puts it, the gown “came back the size of a Barbie doll,” leaving his wife with nothing to wear to the event. 

So Picoult contacted the hotel manager, who assured him that the situation would be rectified. The manager arranged for a limo to take Picoult’s wife to a nearby high-end shopping mall, where personal shoppers would help her find a new dress. She came back with a new gown, shoes and accessories—all on the hotel’s dime. Now, when the Picoults think of The Ritz-Carlton, they don’t think about the initial mistake; they think of the amazing recovery.

The private sector calls this “the service recovery paradox.” People who experience a customer service problem that is then resolved often develop more brand loyalty than if the problem had never occurred. That means mistakes actually present an opportunity to wow your customers. So the next time a parent comes in with a complaint, start thinking: How can we turn this error into a great experience?

You don't have to be different. You just have to be excellent.

When I told my dad about my free tire repair, he wasn’t surprised. Apparently, lots of auto shops patch tires for free. But learning that fact didn’t change my feelings about the situation. Whether it’s a common practice or not, my shop subverted my expectation—that I would be ripped off—and gave me a great experience instead.

There’s a lesson in that for schools as well: You don’t have to reinvent the customer service wheel (or tire), but you have to strive for excellence. If that means stealing ideas from the private sector, great. If it means swapping customer service strategies with the district down the road, that’s great, too. Your “customers”—students and families—want to know you care. Put them first, and the results will follow.