that could not be measured by average order size. And it did.

That piece humanized Lands' End at a time when customers still had some questions about catalogue shopping. Another great story is about the woman who had bought a garment from us with a red dye in it. The dye transferred the color from the garment to the new leather interior of the customer's vehicle. The customer service rep authorized the replacement of the leather interior—and was praised for it! These folklore stories among many others were widely circulated. They clarified that we were right to trust our gut and make decisions based on our instincts of doing the right thing. People could clearly understand these examples and model their behavior. Comer's gut was very important to Lands'to have an operating area that will be held accountable for reducing, eliminating, or justifying (and I mean _really_ justifying) that piece of customer frustration. This is a most critical part of the work—and the part that companies fail to do. Without the clarity of which feedback goes to what area, you've just collected more data to add to the piles you already have. And without agreement and commitment to own the feedback they get, you won't get traction or change. Don't shortchange yourself on the amount of time or dedication it will take to get through this stage. People will be likely to hand-wave it away with the "of course we will" comment. But I've found that you need to put down on paper exactly the type