My neighbor told me recently that her internet provider has a retention department that calls her every day.

Yes — every single day.

Not because things are going great. Because they aren’t.

Her service has been glitchy for weeks. This is now the 10th time she’s had to call them in. Instead of delivering a better experience, they keep begging her to give them one more chance because, to date, the problem remains unsolved. She told me this is the last chance she plans on giving that firm.

My question is – Why does a company need a whole department dedicated to holding onto customers only when they show signs of leaving?

The “Retention Department” Reality

Retention teams exist in many large, recurring-service businesses — especially those where losing customers is costly and competition is high. Think telecoms, subscription-based companies, insurance, SaaS platforms, gyms, cable services.

These teams monitor risk signals: a cancellation request, a drop in usage, a negative review. Then they swoop in — offering discounts, upgrades, or desperate calls to win you back. (My neighbor told me they gave her a daily rebate but that barely scratches the surface of the number of hours of work lost if she was reliant on their service.)

At first glance, these actions sounds smart.

But if you listen closely, it’s a reactive strategy…a flashing sign that says:

We built a system focused on acquiring customers — not keeping them.

It’s the equivalent of trying to patch a relationship after months of neglect.

What Retention Departments Actually Signal

Here’s the deeper layer:

• Retention as a Department = Retention is a Crisis.
  It’s a clean-up crew, not a system.
• It replaces rhythmic connection with rescue operations.
  Instead of designing for steady trust and satisfaction, a company waits for trouble and then deploys a special team to contain the damage.
• It implies the experience is unbalanced.
  The care and communication weren’t proactive or consistent. Otherwise, why would people feel so ready to leave?
• It treats loyalty as a last-minute negotiation, not a natural outcome.

That’s why my neighbor got daily calls. Not because they care — but because her exit has become a liability.

A Different Way to Think About Retention

If we built client relationships with clarity and alignment from the start, we wouldn’t need to hire people to “retain” others at the end.

Because real retention isn’t mysterious.

It’s the result of:

• Trust built early
• Communication that doesn’t disappear after the sale
• Clear expectations and follow-through
• Harmony between what’s promised and what’s delivered
• Designing moments for loyalty and referrals before they’re needed

That’s the point of a Client Retention & Referral System™.

Not a department.
Not a reaction.
But a rhythm.

A rhythm that makes “Of course I’m staying” feel like the obvious choice — because the client feels aligned, seen, and supported.

Strategic Reflection Prompt

Where in your business are you trying to retain people you never fully connected with in the first place?

And how might you redesign the experience so that retention becomes your default — not a department?

About Giselle

I’m Giselle Hudson — writer, possibility thinker, musician, Organization & People Development Sensemaker™, and MCODE Legacy Coach. I help leaders and soul-driven professionals decode the deeper patterns shaping their business, work, identities, and results especially when it look like a performance issue but it’s really misalignment in disguise.

If something in your life or business feels off and you can’t quite name it, message me. Sometimes one conversation is all it takes to see what’s really going on.