By Michael Gullan
In many customer-facing roles, employees are expected to make helpful recommendations on the spot. These decisions often happen in seconds, yet they can have both short- and long-term effects. Whether in retail, hospitality, banking, or healthcare, customers rely on frontline staff to guide them toward the right choice. In these moments, a recommendation is more than just advice. It can shape a purchase, influence trust, and affect how a customer sees the brand or organisation as a whole.
These everyday interactions may seem small, but they matter. A single helpful suggestion can make a customer feel understood and supported. On the other hand, uncertainty or unclear advice can lead to doubt. This is why the recommendation moment is so powerful. It’s where knowledge, trust, and human connection come together.
People trust people
People are more likely to trust other people than brands. Research shows that 92% of consumers trust recommendations from individuals over advertising.1 This highlights how important frontline employees are in shaping decisions. When customers ask for advice, they are not only looking for facts. They are also looking for reassurance. They want to feel confident that they are making the right choice. A clear, thoughtful recommendation can provide that confidence.
When customer-facing employees receive ongoing education on products, solutions, customer needs, they’re more credible, confident and trustworthy. Their recommendations carry weight and influence. After all, trust is not automatic, it’s earned.
Knowledge becomes instinct
Education and training are not just about learning information at once. It is about building understanding over time. When employees continue to learn, they become more familiar with products, how they are used, and the available alternatives. They also become better at answering questions clearly.
Over time, this knowledge becomes instinct. Employees no longer need to stop and think, call for help, or make uninformed suggestions. They develop a mental library of examples, benefits, and comparisons that they can draw on quickly. This allows them to respond with confidence and make helpful recommendations in the moment.
Research from McKinsey shows that organisations that invest in ongoing learning can improve employee performance by 20–30%. This shows that learning has a real impact, not just on knowledge, but on how well people do their jobs.2
A good example of this can be seen in a pharmacy. Gullan explains that when pharmacists take part in ongoing learning through short-form courses, case studies, and practical resources, they build a deeper understanding of symptoms and treatments. When a customer asks for help with something like allergies or headaches, the pharmacist can quickly understand the situation, suggest the right product, and explain how to use it safely. This kind of interaction does more than solve a problem. It builds trust and encourages customers to return.
Confidence drives loyalty
Confidence plays a key role in how recommendations are received. When employees know what they’re talking about, they speak more clearly and naturally. They’re also more comfortable engaging with customers and suggesting options. Customers can sense this confidence. It makes the interaction feel more reliable and genuine. In contrast, hesitation can create doubt, even if the information is correct.
Confidence grows through practice and repeated exposure to reliable information. The more employees use their knowledge, the more natural it becomes. Over time, they can respond quickly and clearly, even in unexpected situations. This has a direct effect on customer loyalty. When people feel confident in the advice they receive, they are more likely to trust the brand and come back in the future.
Consistency deepens trust
Another important benefit of ongoing learning is consistency. Customers often interact with a brand in different ways: through advertising, online content, and in-person conversations. If the message is not the same across these touchpoints, it can cause confusion.
When frontline employees are regularly updated with the same information used in marketing, they’re better able to give clear and consistent advice. This creates a smoother experience for the customer. Consistency builds trust over time. When customers hear the same message whenever they engage with a brand, it feels more reliable. It shows that the organisation is clear about what it offers and how it can help.
The advisor advantage
Organisations that invest in their frontline teams give them the tools to go beyond basic service. Instead of simply answering questions, employees can act as trusted advisors. They can understand customer needs, clearly explain options, and guide decisions in a helpful way.
This is especially important in industries where customers need to make a choice, and that choice has consequences. Take healthcare, for example, where advice can directly impact well-being. But it also applies in everyday settings like retail and banking, where customers still value clear, confident guidance.
Research shows that organisations with strong learning cultures are 52% more productive. This suggests that investing in people not only improves customer experience but also strengthens overall performance.3
Turning moments into trust
In the end, it is the small moments that often matter most. A single recommendation can shape a customer’s experience and influence their decision. More importantly, it can build trust. When employees are well-informed and confident, these moments become opportunities. They’re opportunities to connect, help, and create a positive impression that lasts.
With ongoing educational marketing, organisations can ensure that their frontline teams are ready for these moments. And when they are, everyday interactions become something more powerful—they become the foundation for trust and loyalty.
Michael Gullan is the founder and CEO of G&G Advocacy
References:
1. Nielsen. Global Trust in Advertising Report. Nielsen, 2021.McKinsey & Company. Building capabilities for performance.
2. McKinsey & Company, 2015–2020 insights on capability building and performance improvement.
3. Deloitte. Global Human Capital Trends: Learning in the flow of work. Deloitte Insights; 2019.
