A couple of months ago, I visited a well-known establishment in Miami for dinner. Even though it was a regular weeknight — not nearly as busy as a weekend rush — I noticed one of the staff members seemed completely overwhelmed. The table next to me was making endless demands, and the employee was visibly stressed, trying to accommodate them all. Watching this unfold, I couldn’t help but think: “Is this really how businesses should operate?” The idea that one customer could disrupt an entire team’s performance didn’t sit right with me.

The phrase “the customer is always right” has been a cornerstone of business for decades. This culture of prioritizing customer satisfaction has spilled into every industry. It’s a principle reinforced by review platforms like Yelp and Trustpilot, where reputation directly influences revenue. At OysterLink, we feel this pressure too, constantly working to stand out in a competitive market.

But as entrepreneurs, we have to ask: At what cost? In doing so, have businesses overlooked something far more important? It’s time for a shift — from rigid service norms to a relationship-driven model, where the connection between employees, customers and leadership is valued more than blind compliance.

Related: The Customer Isn’t Always Right, But They Should Be Treated Right — Here’s Why It Really Matters (and How to Keep Them Happy)

The dark side of ‘the customer is always right’

There’s endless focus on keeping customers happy, but little attention is paid to how this impacts employees. The relentless push to please clients often leads to burnout and low morale. If chasing perfect reviews comes at the expense of employee morale or long-term stability, it’s time to rethink the approach.

In fact, a recent survey found that over 80% of employees experience burnout from their workload. And a significant part of that workload is centered around meeting customer demands. When employees are burned out, they’re less likely to deliver high-quality service.

This creates a vicious cycle. Unreasonable customer expectations lead to stressed employees, which in turn impacts overall service quality. Errors become more frequent, delays grow longer and other customers are left dissatisfied.

Over time, this cycle can drive high turnover rates — a costly problem for any business. Replacing a single employee can cost up to twice their annual salary, factoring in recruitment, hiring and training expenses. While businesses may secure short-term customer satisfaction, they often pay a long-term price.

The benefits of building relationship-centric service

What if businesses shifted their focus from appeasing every customer demand to building genuine relationships? When customers feel valued as part of a community, they’re more likely to return and less likely to make unreasonable demands.

Achieving this requires empowering employees to connect with customers on a personal level. This could mean remembering names, preferences, or special requests for regular patrons. More importantly, it means giving employees the flexibility to resolve issues with empathy and understanding, rather than rigidly adhering to outdated principles.

Every customer situation is unique. Often, customers simply want to feel heard rather than be offered a generic solution. By equipping employees with the tools and training to exercise good judgment, businesses can foster a more positive environment for both staff and customers.

A thriving work environment doesn’t just benefit employees — it also attracts the right talent and helps retain them. Happy employees are the foundation of happy customers, creating a cycle of positivity that drives business success.

Related: Who Is More Important — Your Customers or Your Employees?

Examples of relationship-driven success

Companies that embrace a relationship-centric approach show how prioritizing employee satisfaction leads to exceptional service and customer loyalty.

With the motto “We are ladies and gentlemen serving ladies and gentlemen,” The Ritz-Carlton emphasizes mutual respect between staff and guests. Employees are empowered to go above and beyond to resolve issues and create memorable experiences. For example, a Ritz-Carlton employee once flew across the country to return a guest’s lost laptop — a small act that cemented the brand’s reputation for excellence. This commitment to relationships fosters unwavering customer loyalty.

Chewy, known for its exceptional customer service, demonstrated extraordinary empathy in a situation that involved a grieving customer. After the customer’s pet passed away shortly after purchasing a large order of pet food, Chewy’s team went beyond a typical refund. They not only provided a full refund but also sent a heartfelt condolence card and a bouquet of flowers to express their sympathy. This personal gesture wasn’t a scripted response — it was the result of a company culture where employees are trusted and encouraged to act with empathy. This story shows how allowing employees to be human fosters powerful, meaningful customer experiences.

Embrace change: Prioritize authentic connections

It’s time for business leaders to rethink outdated norms and embrace change. Building genuine connections — among employees, customers and leadership — isn’t just a “nice-to-have.” It’s a necessity for long-term success.

At Oysterlink, we decided to focus on building a community and providing practical support like career advice, industry leader interviews and paycheck calculators, while also partnering with employers for giveaways like free consultations. This relationship-centric approach has already boosted customer loyalty. For example, candidates engage with our resources even after finding a job. As a result, we’ve seen higher retention rates and positive feedback.

The benefits are clear: a happier team, more satisfied customers and a stronger business overall. After all, the best relationships — whether in business or life — are built on mutual respect, not one-sided demands. By adopting this mindset, businesses can create a more balanced and rewarding future for everyone involved.

Related: Why Prioritizing Connections Will Be the Superpower That Drives Your Success

The Washington Post’s readership reportedly cratered during Joe Biden’s presidency — and the Jeff Bezos-owned broadsheet lost $100 million last year alone — as the embattled paper continues to suffer an exodus of top talent.

The left-leaning publication drew about 2.5 million to 3 million daily users to its site last summer, a fraction of the 22.5 million daily visitors at its peak when Biden took office in January 2021, according to internal data shared with Semafor.

The plummeting site traffic led the business to lose around $100 million on weak subscription and ad revenue in 2024, The Wall Street Journal reported on Monday. 

WashPo took a hit to its bottom line after reportedly 200,000 readers canceled their subscriptions following Bezos’ decision to kill an endorsement of Vice President Kamala Harris just weeks before the election.

The Washington Post had 54 million digital visitors last November – down from 114 million in November 2020, according to global media analytics firm Comscore.

Leaders at the company have discussed ways to hit a goal of 200 million users, according to the Journal.
Executives at the paper once vaunted for its Watergate coverage have suggested using artificial-intelligence tools and news aggregation to reach the goal, the outlet said.

The Washington Post did not immediately respond to a request for comment.

Last week, the paper said it was slashing 4% of its workforce – or nearly 100 roles – on the business side of operations as it seeks to cut costs.

Meanwhile, top brass are also failing to convince editorial staffers that they have a clear vision for the broadsheet’s future, more than a dozen people close to the newsroom told the Journal.

Bezos — the Amazon founder with a net worth of $233.1 billion, according to Forbes – has been pushing the newsroom to include more conservative viewpoints in its coverage.

“Increasingly we talk only to a certain elite,” Bezos wrote in an opinion piece ahead of the November election after axing the Harris endorsement.

Staffers from the opinion section were quick to submit their resignations – and the exodus of talent has only continued as rivals poach top reporters.

On Monday, veteran opinion writer Jennifer Rubin resigned, and took a parting shot at Bezos for bending the knee to incoming President-elect Donald Trump.

The Atlantic lured away political correspondents Ashley Parker and Michael Scherer, according to The New York Times.

Hannah Allam is headed to ProPublica, while both Tyler Pager and Josh Dawsey are returning to previous employers – The New York Times and The Wall Street Journal, respectively. 

National editor Philip Rucker, investigations editor Peter Wallsten and senior national investigations editor Rosalind Helderman are reportedly taking calls from other publications, people familiar with the discussions told the Journal.

Matt Murray, the Washington Post’s interim executive editor, told colleagues last week that his appointment was no longer temporary, but the company would not be making a formal announcement, a Washington Post spokesperson told the Journal.

As interim editor, Murray asked that writers of more analytical pieces move to the opinion section to more clearly divide opinion and news stories.

He has also created a new policy preventing The Washington Post from covering itself. The paper did not report on editorial page editor David Shipley killing a cartoon showing Bezos and other wealthy figures bowing to Trump.

Murray is reportedly conducting a review to determine what resonates with current and prospective audiences, people familiar with the review told the Journal.

Some staffers told the Journal there is tension between CEO William Lewis and the rest of the newsroom.

The newsroom is also upset over a mandate to return to the office five days a week starting in June.