Written By: Danielle Jeffers, VP of Workforce Innovation
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Getting Ghosted at the Counter: A Lesson in Customer Service

There I was—trapped in what can only be described as United Airlines’ Groundhog Day experience. Delay. Apology. Delay. Vague weather report. Delay. A promise that “we’re just waiting on one last form.” Which I assume had to be sent by carrier pigeon from FAA headquarters.

At some point, after having become emotionally attached to the airport terminal and maybe spiritually bonded to a vending machine, I made my way to the United ticket counter. That’s where this story really takes flight—metaphorically, of course, since the actual plane would not.

Enter: The Young Professional. You know the type—neatly dressed, laminated name badge, maybe 20 years old, radiating the energy of someone who’s technically at work but mentally still on his phone.

I stood in front of him. He stood behind the counter. And then… nothing. For 8 full minutes.

Now, I’m not great at math, but I know that’s enough time to boil an egg, that’s enough time to listen to a Beyoncé anthem, the remix, and strike a power pose and that’s enough time to learn basic CPR. It’s also enough time to say, “Hi, can I help you?”

But no. Silence. Just the glow of a phone screen reflecting off his impassive face.

Eventually, I cleared my throat, gently, like the start of a TED Talk: “Hi, I need help with two things.”

His response? I kid you not: “I am not trained in customer service.”

And I stood there, stunned, hoping for a follow-up. Maybe “Let me grab someone who is” or “Sorry about that,” or at the very least, “Did you say two things or two wings?” But no—he immediately turned to the person behind me, leaving me somewhere between disbelief and wanting to audition for Undercover Boss.

Now look—I don’t fault this young man entirely. I’m guessing no one sat him down to explain that customer service isn’t just a department—it’s an attitude. It’s a way of treating people like humans rather than interruptions. It’s the secret sauce in every successful business.

So here’s the bigger picture:

We’ve built entire courses around spreadsheets, coding, and compliance—and yes, those are important. But if we’re not teaching young professionals the fundamentals of empathy, communication, and service, we’re setting them (and the organizations that hire them) up for failure.

That’s where programs like Tomorrow’s Talent come in. We’re not just about internships or workplace exposure. We’re about preparing students to show up with more than just a résumé—they show up with readiness. Readiness to connect, to respond, to lead.

Because here’s the truth: people rise in organizations not just by being smart—but by being valued. And people become valued when they make others feel seen, heard, and helped. A young employee who says, “I don’t know, but I’ll find someone who does,” will go further than one who silently scrolls.

United Airlines missed the mark that day. But imagine if that moment had been different.

Imagine if that young man looked up and said, “Hey there—thanks for your patience. I’m new, but let me find someone who can help you right away.”

Wouldn’t have fixed the weather. Wouldn’t have moved the plane.
But I would’ve walked away feeling respected, seen, and maybe—just maybe—still loyal to the airline.

So, to all the educators, employers, and rising professionals:
Let’s teach service. Let’s model it. Let’s reward it.

Because no matter how automated, digitized, or policy-driven the world becomes, people will always remember how you made them feel. Especially after a 5-hour delay and a granola bar dinner.