Breya, the owner of AC/DC Electric, listened closely as Mrs. Hargrove detailed how one of her electricians, Jason, had left a service panel replacement incomplete. She glanced up at the microwave clock. 8:33 pm.
The frustration in the customer’s voice was sharp and accusing, but what truly unsettled Breya was the potential safety hazard. Leaving an electrical job unfinished wasn’t just poor service—for Breya, it was electrical malpractice.
As Breya hung up the phone, she reflected on the core values that defined AC/DC Electric. Their mission was clear: helping people win in a trustworthy and grateful manner. That wasn’t just a catchy phrase; it was everything Breya had ever intended when opening her company.
This was the litmus test for every decision and action at every level of the organization. Anything less wasn’t just a failure of service—it was a betrayal of the company’s purpose and vision as an essential service provider.
The next morning, Breya called Jason and Marcus, her Lead Electrician, into her office. Jason walked in first, his shoulders tense and his expression defensive. Marcus followed, calm and steady, as always, during team discussions.
Breya leaned forward, her voice calm but resolute. “Jason, I need to understand what happened yesterday with Mrs. Hargrove. I got really worried when she said the panel replacement wasn’t finished.”
Jason sighed and crossed his arms. “I didn’t leave it unfinished. I completed what she initially asked for, but she kept changing her mind about what she wanted. I didn’t have time to deal with all of her requests, so I left.”
Marcus frowned. “Did you explain why we couldn’t make the extra changes?”
“I tried,” Jason said, his frustration evident. “But it feels like this company expects us to bend over backward for every little thing. You want us to help people, but it’s hard when they keep moving the goalposts. I don’t think I did anything wrong.”
Breya’s tone remained measured, but her eyes were sharp with conviction. “Jason, I hear you. But let me be very clear: when we leave a job unfinished in the eyes of our clients, especially one involving electrical safety, we fail. It’s not just about customer satisfaction; it’s about protecting lives. That’s why I believe so strongly in our mission to help people win in a trustworthy and grateful manner. If we’re not meeting that standard, we’re not living up to our obligation as essential service providers.”
Jason shifted in his seat, clearly uncomfortable. “I get that, but sometimes these customers are impossible. What am I supposed to do when they’re asking for too much?”
Breya leaned back slightly, her voice softening. “I’m not saying you have to give in to every demand. What I’m asking is this: did you evaluate the situation use to follow our mission?
Helping people win means making decisions that protect them and make them feel like they receive what they need.
Being trustworthy means following through on the customer’s perception of our commitments.
Living gratefully means choosing patience and humility, graciousness and gratitude, with intention. Especially when they’re difficult.
If you’re applying this test to the situation you’re in, you’ll always know the right path to take.”
Marcus added, “Breya’s really not asking us to follow a rigid set of rules. She’s giving us a framework—kind of like what the military calls Commander’s Intent. You’re free to make decisions in the moment because when you’re out in the field, you're the leader. That also means it’s on you to ensure those decisions align with our mission statement. That’s how you gain autonomy.”
Jason’s arms dropped to his sides, his expression softening. “So, you’re saying I can make my own calls as long as I’m thinking about the bigger picture?”
Breya nodded. “Exactly. You’re a skilled electrician, Jason. I trust you to know how to solve problems. What I need from you is a commitment to live our mission like the good leader I know you are, too.
If you’re ever unsure, ask yourself: Am I helping people win? Am I being trustworthy? Am I living gracefully in this moment? If the answer is yes to all three, then you’re on the right path…and if you hit a wall, reach out to me or Marcus. You’re never alone.”
Jason paused for a moment, then nodded. “Okay. I can do that. I’ll think about it differently next time.”
Breya smiled. “Good. And Marcus, let’s create a simple guide for tricky situations like this one—something that keeps the mission front and center but empowers our team to act the way they see fit. We’re here to support each other, not micromanage.”
Later that day, Jason returned to Mrs. Hargrove’s house with Marcus to complete the job the way she wanted it. Together, they apologized, addressed her concerns, and even made a small upgrade as a goodwill gesture.
To Jason’s surprise, Mrs. Hargrove was overjoyed and repeatedly thanked them. As he left, Jason found himself reflecting on how this simple act of going the extra mile had transformed a difficult customer into a grateful fan.
That Saturday, at the company meeting, Marcus asked Jason to tell his story to the other electricians. “Look, guys, it’s not just about fixing stuff. You’ve got to think about why we’re here. We provide an essential service. If you make decisions that help people win, and you do it in a way that’s trustworthy and shows gratitude, Breya will have your back every time. That’s how we roll.”
Breya overheard the conversation from her office and smiled. The challenge of balancing freedom and responsibility would always be there, but in moments like this, she knew the culture she’d always hoped for was on the right track.
The Moral of the Story
Responsibility is a roadmap, showing the best path in the face of conflict. It’s responsibility that creates freedom because it lets you know where to go and how to get there. When employees align their decisions with a shared mission, they can act with autonomy while remaining accountable.
This alignment helps employees lean in and embrace your Big Why. This shows them how to act and behave at the highest level, which fulfills the company’s vision and purpose as an essential service provider.
Responsibility isn’t a burden—it’s the rules of the game that allow employees to act with honor and purpose, creating a thriving culture of trust, empowerment, and success.
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