A cut above the rest!

''It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of light, it was the season of darkness, it was the spring of hope, it was the winter of despair.”

Much like the famous opening of A Tale of Two Cities, my own tale is a story of contrasts—though in this case, between two barbers.

I am always on the lookout for good (and bad) examples of service in my day-to-day interactions. It is intriguing how each encounter is a chance to learn something new and bring real-life insights into my training sessions. It serves as a reminder of how important it is to value clients and continuously improve our approach to customer service.

I have two barbers I go to. That was not always the case.

Let’s call one Aime. Aime is from Burundi, always smiling, polite, and came to Kenya two years ago. The other is Philip, from the coast. He speaks perfect Swahili, has stories and opinions about everything, and always makes the time fly. I started going to Philip four years ago, and he’s good at what he does—popular, confident, and familiar. He’s always been my go-to guy.

Then, one day, Philip went on vacation, and I needed a haircut. I found myself at a new barbershop where Aime’s chair was the only one open. I hesitated at first; I’d never been to him, but my hair wasn’t looking its best (first impressions matter, after all). So, I sat down, explaining to Aime exactly how I liked my hair cut and what I was aiming for. He listened carefully, asked a few questions, and made sure he understood before starting. He worked slowly, almost cautiously, and at one point, I wondered if I’d made a mistake.

But as Aime continued, he kept stopping to ask for feedback, making sure he was on the right track. By the time he was done, I was pleasantly surprised—the result was even better than I’d expected. As I left, he handed me his number and asked how often I usually get a haircut, suggesting I call him next time. I appreciated the attention to detail but didn’t think much of it, assuming I’d go back to Philip once he returned.

Then, two weeks later—the timing I’d mentioned to Aime—he reached out to see if I’d be needing another cut soon. It was a simple follow-up, nothing pushy, just checking in. Over the next few months, Aime continued to follow up regularly, never assuming I’d come back but always making sure I felt welcome.

It wasn’t an immediate switch; after all, I had a long-standing relationship with Philip. But Aime’s persistence and genuine interest started to win me over. He made an effort each time, treating every visit as an opportunity to understand my preferences even better. Over time, his consistency, follow-up, and attention to detail gradually drew me in. I found myself choosing Aime more often, despite his shop being a bit further and slightly pricier.

Meanwhile, Philip never reached out. He assumed that since I’d been his client for years, I’d just come back. But two months into my switch, Philip finally noticed my absence and gave me a call. His tone was casual, as if I’d just disappeared without notice, asking, “Where have you been?”

By then, though, it was too late.

Reflecting on my experience with both barbers, I realized how easily this parallels how we treat clients in any field. Like Philip, we sometimes assume that a long-standing relationship guarantees loyalty. We overlook the fact that loyalty is hard to cultivate but easy to lose. Clients want to feel valued and seen, not just maintained. Without proactive engagement, they can start to feel taken for granted.

Aime understood this in a way that Philip didn’t. He didn’t assume my return; he consistently showed interest, valued my feedback, and followed up to ensure I felt cared for. He knew that just like anyone, I had choices, and competitors were always in the background, ready to offer something new. Aime treated our relationship as something to nurture, and that effort paid off. His persistence was a reminder that your competitors are always talking to your clients, enticing them with new offers and wooing them with better deals. Staying on top of your game is essential because when someone else is willing to give more, clients may just take that offer.

Today, I still occasionally go back to Philip, but only as a fallback plan if Aime isn’t available. He is still friendly and I enjoy the experience but something changed! Aime’s consistent care, attention to detail, and proactive approach won my loyalty. And that’s the lesson: loyalty is cultivated with care, but it’s lost through complacency. So are you treating your clients like Philip, assuming they’ll always come back? Or are you, like Aime, showing them every day that they’re valued?

You don't miss the water until the well runs dry!