In early November 2025, Target introduced a new in-store initiative called the “10-4 Policy.” Employees are now required to smile, make eye contact, or wave when a customer comes within ten feet and to verbally greet or offer help when within four feet.
At first glance, this might sound like a harmless effort to create a friendlier atmosphere. After all, who doesn’t appreciate a warm greeting?
But here’s the real question: what does it say about a company’s culture when you must mandate kindness?
From Values to Optics
This new policy comes on the heels of Target’s widely publicized decision to roll back many of its DEI initiatives earlier this year, a move that sparked backlash, internal uncertainty, and a notable dip in public trust, and after the recent resignation of the CEO. Since January, the company’s stock has continued to decline, and its long-standing reputation for progressive values has taken a hit.
So, when Target announces a policy focused on smiles, for me, it feels less like a customer-service enhancement and more like a cosmetic fix for a cultural wound.
Real engagement can’t be mandated. You can require a smile, but you can’t require sincerity.
Leadership Lesson #1: Address the Root, Not the Symptom
When leaders sense a drop in morale, performance, or engagement, the instinct can be to “do something fast.” That’s understandable, but it often leads to reactive fixes that treat symptoms rather than causes.
A smile policy doesn’t solve low engagement. It masks it.
If people are disconnected, stressed, or mistrustful, it’s not their facial expression that needs coaching, it’s their sense of belonging, autonomy, and purpose.
Great leadership starts by asking: “What’s really driving this behavior?”
Before implementing policy, identify whether the real issue lies in culture, communication, or connection.
Leadership Lesson #2: Culture Starts from the Inside Out
You can’t build a customer-first culture without first creating a people-first culture.
When inclusion commitments, or really any type of commitments, are deprioritized or leaders fail to communicate the “why” behind change, employees often feel unseen or devalued. That sentiment shows up, not just in employee surveys, but in the customer experience.
A company that asks employees to “smile more” while overlooking their deeper needs sends a clear message: appearance matters more than authenticity.
Leaders must model empathy, inclusion, and transparency, not just policies.
Leadership Lesson #3: Authentic Service Comes from Purpose, Not Policy
If a company has to script when and how employees smile, that’s a symptom of low trust and low alignment.
In high-trust cultures, employees don’t need to be told how to engage with customers — they naturally extend warmth because they believe in the brand and its mission.
For Learning and Development professionals, this is a powerful reminder:
- Teach leaders how to create psychological safety, not scripts.
- Help teams connect their everyday actions to organizational purpose.
- Design experiences that let employees practice empathy, not compliance.
When people understand the why behind their work, you won’t have to tell them to smile. They’ll do it because they’re genuinely proud of what they represent.
For L&D and Leadership Development Professionals: Three Practical Takeaways
- Use the “10-4” Story as a Case Study.
In your next leadership session, present this real-world example and ask: “What problem do you think Target was really trying to solve here?” Let participants discuss whether culture, communication, or leadership alignment is the true root cause. - Design Training That Builds Internal Alignment Before External Action.
Before rolling out customer experience initiatives, build leaders’ skills in communication, emotional intelligence, and inclusive leadership. If people feel seen and valued, the customer feels it too. - Reinforce Authentic Leadership Practices.
Incorporate role-plays or reflection activities that help leaders respond to low morale with curiosity rather than control. For instance:- “Tell me what’s getting in the way of your engagement.”
- “What would make you feel more connected to your work?”
The Bottom Line
Smiles don’t create culture. Culture creates smiles.
If leaders want their teams to deliver great experiences — to customers, students, or employees — it starts with trust, inclusion, and clarity of purpose.
Target’s “10-4” policy may temporarily brighten aisles, but without addressing the cultural cracks beneath it, it’s a short-term fix to a long-term problem.
For leaders and L&D professionals, this moment offers a simple but profound reminder:
When in doubt, lead from the inside out. Because genuine connection can’t be mandated, it has to be modeled.