Try Harder

 Many years ago when at business school, I studied a case study of Avis (the car rental company) and how they had grown rapidly to boom Number 2 in the  business.The key to their success seemed to have between their willingness to give a degree of freedom to customer-facing staff to make decisions and take actions that would pleases, or delight, those customers.   AVIS' repeat business went up - as did their profits. Then even celebrated the act that they were number 2 and not number 1 by adopting the slogan "We try harder" implying that this was because they were., as yet, 'only' number 2.

Such a decision (to grant staff freedom to please customers) obviously depends on the calibre of those staff and the training they receive - but it also depends on the culture of the organisation and he 'ability' of seniors executives to trust their employees to 'do the right thing'

So, take a look at your organisation and the various customer-facing transactions (including those involving internal customers).  Think about the 'freedoms' that might be granted and how they might increase customer satisfaction levels. (By all means also take hard-nosed look at the risks involved if those freedoms were misused.)

 Then look at your staff and assess how ready they might be to accept responsibility for using those freedoms wisely.

If none of this look likely to give positive results, think about, and think through, any changes that might change that.

Start to trust.  It will save you worry, stress and constant monitoring.  Everybody wins