First and foremost, be client-centered. This seems obvious, and it is, but so few programs actually adhere to it. So, I'll repeat it: Be client-centered. From the moment your client first walks in the door or calls you on the phone, they should feel like they are the reason your organization exists - because they are. Greet them by name, but be thoughtful of their privacy. Make eye contact. Find out what their needs are before you decide what's best for them. Empower them. Design your programs (and in some cases, even your office space) with the client's experience in mind. (We'll talk more about that in Rule #2.)
Secondly - and this is a very close second - be staff-centered. Without clients your organization would not be necessary, but without your staff you would just be an empty building. Not to get too metaphysical on you, but think of clients as being the soul of your organization and the staff as the body. The body can move and operate on its own, but without a soul it has no reason do so.
I'm a firm believer that supported staff do better work. If someone does good work, tell them, both publically and privately. Mention it in a staff meeting, send them a thank-you card to their home. Remember birthdays. Ask how they're doing. Ask how you can help them. Don't always say "no." Be reasonably flexible.
Showing your clients and your staff that your organization cares about them builds the relationship that business so often leave out. Notorious offenders like AT&T, Comcast, and Wal-Mart spend millions of dollars each year trying to repair broken relationships with their customers. I've had representatives from AT&T & Samsung both reach out to me personally on Twitter in response to complaints - that means someone is paid to sit and crawl the Twitter feed looking for complaints. That's a lot of scrubbing to do.
