Tag Archives: Employee Experience

Giving Customers and Employees the Best Day Ever Experience

Giving Customers and Employees the Best Day Ever Experience

GUEST POST from Shep Hyken

Steve Spangler is a teacher, businessman and Emmy award-winning TV personality who has amassed more than 4.5 billion views across YouTube and TikTok. The secret to his success can be summed up in one word: engagement. And recently, he decided to write about it, authoring a book titled The Engagement Effect: Cultivating Experiences that Ignite Connection, Build Trust, and Inspire Action.

In our interview, Spangler shared ideas that will make you a better leader. His insights in the book offer practical strategies for transforming abstract engagement concepts into actionable approaches that work across industries. While he shared many ideas, the concept of The Best Day Ever Experience stands out. Almost everything in the books points to creating an engaging experience that gets employees to love where they work and engage more with customers, and customers to want to return and tell others about their experience.

Engagement Is About Creating Experiences, Not Just Transactions

As Spangler emphasizes, engagement isn’t a gimmick or technique. It’s a mindset. It starts with the belief that people want to connect, and it’s our job as leaders to create the kind of experiences that invite a connection. True engagement happens when you go beyond just selling a product or service to creating an experience that connects emotionally and intellectually with people. Whether in business, school or any setting, making your audience feel involved and valued turns a simple exchange into something memorable. When people feel engaged, they are more likely to become loyal and talk about their experiences with others.

The Best Day Ever Experience

Spangler discussed his early days as a teacher, when he decided to make Halloween special for his students. In his science class, he exploded a pumpkin, lit a gummy bear on fire and sent electricity through the students (safely, of course!).

The following day, the father of one of these students approached Spangler. The conversation started out sounding like an angry, concerned parent who asked, “Am I to understand that you detonated an explosion in front of a group of children?” He shared more details about what happened in that class, and the father wasn’t actually angry at all. He was elated!

It turns out his daughter, who never talked about school, had come home so excited that she talked about everything she experienced that day. On that Halloween night, instead of wanting to rush out and go trick-or-treating like most kids, his daughter made everyone stay at the dinner table until she shared every detail about the day. She summarized by saying, “Daddy, today was the best day ever.”

The Best Day Ever Experience is about emotional connection. It’s transformational, not just transactional. The principal at Spangler’s school complimented him by saying, “If it gets to the dinner table, you win.” That wasn’t just praise. It was a benchmark. In other words, if what you create for your customers or employees is so impactful that they metaphorically “bring it home,” talking about it excitedly to others, then you’ve created a transformational experience, one they will remember, want to experience again and share with others.

Chewy.com Creates Best Day Ever Experiences

Spangler shared a business example using Chewy.com as the case study. Chewy sells pet supplies online, and there are plenty of similar stories about how Chewy creates intense loyalty with its customers.

In the early years of Chewy.com, a customer called to cancel his monthly dog food delivery subscription. Unfortunately, his dog passed away. That month’s delivery showed up, reminding him that he had to make the call. He was very emotional as he shared his story. The Chewy.com employee expressed empathy and sympathy. She informed him that the subscription was canceled, and he would receive a refund for the most recent delivery. She asked that he give the dog food to a neighbor or donate it to an animal shelter. That would have been a friendly end to the story, but there’s more.

Two days later, there was a knock at the customer’s door. A local florist delivered a plant with a note from Chewy.com about how they wanted him to know that his friends at the company were thinking about him and how hard it is to lose a “best friend.” Spangler summarizes by saying, “A sad and touching moment, yes, but also a Best Day Ever moment.”

Final Words

All leaders are experience designers, whether they realize it or not. Every meeting, message and moment is an opportunity to create an experience that is memorable (or forgettable). Spangler’s book serves as a roadmap for leaders who are ready to transform their approach from transactional to transformational. The way you treat employees and customers shapes their memories and creates loyalty. Focus on how you present ideas and products, not just what you offer. The question every leader should ask is, “Are we creating experiences so memorable that our employees and customers rush to tell others about them?”

This article was originally published on Forbes.com.

Image Credit: Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

Leadership Nightmares That Drive Employees Away

Bosses Emailing at Midnight and Other Tales of Woe

Leadership Nightmares That Drive Employees Away

GUEST POST from Shep Hyken

“People don’t leave jobs. They leave bad bosses.”

There is truth to this unattributable quote. (I searched Google and ChatGPT, and neither could give me the definitive origin of this quote.) Validation comes from numerous articles and studies that claim a large percentage of employees quit their jobs because of bad managers.

A Harvard Business Review article, Quiet Quitting Is About Bad Bosses, Not Bad Employees by Jack Zenger and Joseph Folman, explains that employees don’t have to outright leave their jobs to “quietly quit,” or do only the bare minimum needed to keep their jobs. According to Gallup’s 2024 State of Global Workplace Report, only 23% of employees are engaged, 62% are “not engaged” and 15% are “actively disengaged.” And 70% of the variance in team engagement is due to the manager.

When you look at the best companies to buy from, you often find they are also listed on Glassdoor.com as the best companies to work for. That direct correlation isn’t a coincidence. In my customer service and customer experience (CX) work, I recognized decades ago that what’s happening on the inside of an organization is felt by customers on the outside. The employee experience is as important, if not more so, than the customer experience, and the boss can “make or break” that experience.

Meet Mita Mallick, who once had a boss who would only communicate with her via email between 10 p.m. and 2 a.m. That seemed to be the only time the boss was available. Trying to meet with her boss during normal business hours was an exercise in futility. The message was clear: “I don’t have time for you.” And as a junior employee, Mallick thought she had to respond in real time to keep her job.

That experience, along with others, is why Mallick, who is now an author and speaker on a mission to “fix what’s broken in the workplace,” wrote the book, The Devil Emails at Midnight: What Good Leaders Can Learn from Bad Bosses. This book shares the details of 13 bosses, herself included, who demonstrate what not to do.

I interviewed Mallick for an episode of Amazing Business Radio to learn about some of these bad bosses, in hopes that anyone who falls into that category of leadership might learn a lesson and make their employees’ experience better. Here are descriptions of just a few of the bad bosses Mallick talked about in our interview, along with some of my commentary:

The Boss Who Never Had Time for Employees—Except at Midnight

As mentioned, this is where the book begins, with a boss who didn’t respect employees’ time or explain that just because she worked at midnight, she didn’t expect her employees to do the same. A simple explanation that immediate responses to her late-night emails weren’t necessary would have been easy, but unfortunately for Mallick, that was not the case. Everything seemed urgent, and Mallick emphasized this by saying, “When we treat everything as urgent, nothing is urgent.”

The Lesson: Leadership means making time for your team. Respect employees’ time and boundaries.

The Boss Who Wouldn’t Call an Employee by Name

Mallick shared that a boss didn’t want to call her by her full first name, Madhumita. Because he struggled to pronounce her full name, he renamed her Mohammed. One day, she worked up the courage to say, “You can call me Mita,” but the insensitive boss smiled and said, “Oh, Mohammed is funny. Everyone loves it. Don’t be so sensitive!” No doubt an HR issue by today’s standards, this boss showed a lack of respect for a good employee.

The Lesson: Calling people by their correct names is a basic courtesy and sign of respect. But there’s more to this. It’s not just about a name. Recognizing something sensitive and/or important to an employee should be acknowledged and accepted. Teasing about it will, at a minimum, put distance between the boss and employee.

The Boss Who Was Filled with Toxic Positivity

An upbeat and energetic boss is great, but ignoring real problems and acting like everything is fine is known as toxic positivity. If the facts indicate that something isn’t possible, then pretending it is can set a team up for failure and disappointment. Cheerleading only helps so much. If the boss hypes everyone up to believe something impossible can be done, and then the team fails, it can be demoralizing to the team.

The Lesson: Leaders should inspire, but not at the cost of reality.

Final Words

The worst behaviors in any workplace become part of its culture if they are allowed to continue. Whether it’s disrespect, slacking off or bullying, what leaders let slide becomes the norm. Look at yourself in the mirror and ask, “Am I one of these people causing the problem?” Creating a positive environment means taking action when problems arise, not ignoring them. A healthy workplace looks out for everyone, not just the loudest or most powerful voices.

The Final Lesson: Culture is defined by what is tolerated and demonstrated by the boss.

This article was originally published on Forbes.com.

Image Credit: Unsplash, Shep Hyken

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

15 Customer/Employee Signals Smarter Than a Suggestion Box

15 Customer/Employee Signals Smarter Than a Suggestion Box

GUEST POST from Art Inteligencia


What Customer and Employee Signals Beat a Suggestion Box? (Short Answer)

Fifteen customer/employee signals smarter than a suggestion box: (1) workaround inventions, (2) recontact / reopen rate, (3) channel-escape patterns, (4) failed search and help dead-ends, (5) mid-job abandonment, (6) status-chase volume, (7) quiet exits, (8) recovery asked vs recovery blocked, (9) shadow tools and dual paths, (10) escalation density, (11) policy-exception themes, (12) handoff / seam spikes, (13) behavior relapse after change, (14) frontline “can’t finish the job” friction, and (15) in-moment verbatim heat. Soft landings instrument these. The box can stay for courtesy. It should not be your nervous system.

A suggestion box waits for volunteers. Smarter signals show up in what people do when the experience or the job is already failing them.

Why Isn’t a Suggestion Box Enough?

I keep watching organizations celebrate a new idea portal while workarounds multiply, customers escape the preferred channel, and employees dual-enter into the shadow path that actually works. The box — and its digital cousins — is optional, late, orphaned, and biased toward people who still care enough to write. Soft landings listen where the work already leaves evidence.

Suggestion-box failure: optional opinion after the heat, no named owner, no closed loop humans can see, silent about quiet exits, and blind to the real process inventing itself in the shadows.

If your program still mistakes the number for understanding, see 11 Signs Your CX Program Is Scorekeeping, Not Sense-Making. For what to ask when you do talk, see 12 Conversational VoC Questions That Beat Dead Survey Forms. This piece is what to instrument.

Signal type Box problem Signal advantage
Behavior Optional opinion Happens whether or not they “submit”
In the heat After the heat Captures cost while it’s real
Owned seam Orphan inbox Tags a journey/job owner
Closed loop “Thanks for sharing” Humans can see what changed

Listen where the work already leaves evidence.

1. Why Are Workaround Inventions Smarter Than a Suggestion Box?

Signal: Customers or employees invent steps, spreadsheets, scripts, or side channels to finish the job.

Beats the box: Workarounds are unpaid product and process design — volunteered effort with a dignity cost.

Shows up: Shadow sheets, “send it to this alias,” sticky notes on monitors, personal macros.

Closed-loop move: Inventory top workarounds; kill the need or adopt the invention with an owner.

2. What Does Recontact / Reopen Rate Tell You?

Signal: The same human returns within days on the same job — “resolved” that wasn’t.

Beats the box: Behavior proves incomplete resolution better than a courtesy comment.

Shows up: Tickets, chats, calls, app reopen, “still waiting” threads.

Closed-loop move: Treat recontact as a design defect; owner and fix before the next survey campaign.

3. Why Do Channel-Escape Patterns Beat the Box?

Signal: Drop bot for phone, abandon portal for email, skip app for branch — escape to finish.

Beats the box: Escape is a vote with effort, not a suggestion form.

Shows up: Bot-to-human, digital-to-assisted, self-service exits mid-flow.

Closed-loop move: Map escape reasons; fix the preferred path or stop punishing the escape. Lived friction often shows up here before your map does — see 12 Friction Points Customers Feel Before Your Journey Map Does.

5. Why Is Mid-Job Abandonment a Stronger Signal?

Signal: Drop-off at known steps — checkout, application, claim, onboarding, form page N.

Beats the box: Silence at the cliff is louder than a later comment box.

Shows up: Funnel analytics, form analytics, incomplete cases.

Closed-loop move: Name the cliff; redesign the step; measure completion of the job, not page views.

6. What Is Status-Chase Volume Telling You?

Signal: Contacts whose only job is status — tracking, “any update,” reassurance.

Beats the box: Demand for status is design debt, not only a staffing problem.

Shows up: “Where’s my…” intents, tracking page refreshes, complaints about proactive silence.

Closed-loop move: Proactive truth; status as experience; cut chase with designed updates. Status-less waiting is often a moment that matters more than the score — see 8 Moments That Matter More Than Your NPS Dashboard.

7. Why Are Quiet Exits Smarter Than Inbox Ideas?

Signal: Stop buying, stop using, stop engaging — no complaint, no suggestion, no NPS.

Beats the box: The box only hears people who still care enough to write.

Shows up: Churn, dormancy, declining usage, non-renewal without ticket history.

Closed-loop move: Win-back as learning; sample quiet exits with conversational contact — not another form. For the method shift when surveys thin, see Surveys Are Collapsing — Conversational and Agentic VoC.

8. What Does Recovery Asked vs Recovery Blocked Reveal?

Signal: The gap between what customers ask to make right and what frontline can deliver.

Beats the box: Shows policy and power failure in the moment of truth.

Shows up: Denied exceptions, “I wish I could,” supervisor queues, apology-only outcomes.

Closed-loop move: Fund recovery bands; track blocked make-rights as a leadership metric. Pair with 10 Agent Empowerment Rules.

9. Why Are Shadow Tools and Dual Paths a Better Signal?

Signal: Parallel systems, dual entry, immortal spreadsheets beside the “official” tool.

Beats the box: Employees vote with the path that works under real incentives.

Shows up: License vs usage, dual-keying, email as system of record.

Closed-loop move: Kill-date the shadow or redesign the official path — adoption as design. See 12 Adoption Mistakes That Turn Good Tools Into Shelfware.

10. What Does Escalation Density Signal?

Signal: A high percentage of work that cannot complete without approval ladders.

Beats the box: Escalation volume is a mandate and trust signal, not only “complex cases.”

Shows up: Supervisor wait time, “let me check,” exception queues.

Closed-loop move: Widen frontline bands; publish what no longer needs a ladder.

11. Why Are Policy-Exception Themes Worth More Than Ideas?

Signal: Recurring exception types — the same “special case” every week.

Beats the box: Patterns in exceptions are product and policy insight without a portal idea.

Shows up: Exception logs, credit memos, override codes, “one-time” that isn’t.

Closed-loop move: Promote recurring exceptions into redesigned policy or product rules.

12. What Do Handoff and Seam Spikes Tell You?

Signal: Ticket and complaint clusters at team, system, or partner handoffs.

Beats the box: Seams don’t write suggestions; they create rework and blame.

Shows up: Transfer ping-pong, “wrong department,” partner-blame threads.

Closed-loop move: Named seam owner; one seam fix before the next listening campaign.

13. Why Is Behavior Relapse After Change a Critical Signal?

Signal: Drop in new-way usage; return to the old process after hypercare or training.

Beats the box: Relapse is change truth; suggestion portals miss it entirely.

Shows up: Usage cliffs day 30–90; shadow path revival; training that never became behavior.

Closed-loop move: Relapse triggers a reinforcement owner — not another awareness blast. For the post-go-live scorecard, see 6 Metrics That Prove Change Worked — Beyond Go-Live Day.

14. What Is Frontline “Can’t Finish the Job” Friction?

Signal: Employees know the right recovery and cannot deliver it; effort and exits rise.

Beats the box: Predicts CX failure and EX attrition before the idea inbox fills.

Shows up: Handle-time vs completion conflict, transfers out of pain queues, exit themes.

Closed-loop move: Empowerment audit; recovery power; dual scorecards so green containment cannot close a red human-success review.

15. Why Does In-Moment Verbatim Heat Beat the Inbox?

Signal: Themes from chat, voice, messaging, and floor notes during the experience — not weeks later in a box.

Beats the box: Heat plus context plus timing — and a chance for someone to feel heard.

Shows up: Conversational VoC, call notes, chat transcripts, ride-along notes.

Closed-loop move: Route themes to journey owners the same week; show humans what changed.

What Should You Ask Before the Next “We Need More Feedback” Initiative?

Five questions for listening hygiene:

  1. Which of these fifteen are instrumented today?
  2. Which have a named owner?
  3. What did quiet exits teach us last quarter?
  4. Which workarounds are we still pretending aren’t the process?
  5. What will customers and employees see that we stopped or fixed?

Mantra: Retire the box as your nervous system. Instrument the signals. Close the loop where humans can feel it.

FAQ: Signals Smarter Than a Suggestion Box

What are better alternatives to a suggestion box?

Better alternatives to a suggestion box are behavioral and operational signals — workarounds, recontact, channel escapes, failed search, mid-job abandonment, status chase, quiet exits, blocked recovery, shadow tools, escalations, exception themes, seam spikes, behavior relapse, frontline blocked power, and in-moment verbatim heat — each with a named owner and a closed loop.

What employee signals matter for CX?

Employee signals that matter for CX include shadow tools and dual paths, escalation density, policy-exception themes, handoff spikes, behavior relapse after change, and “can’t finish the job” friction when frontline people know the right recovery but lack power to deliver it.

How do you listen without surveys?

Listen without surveys by instrumenting what people do in the heat — escapes, abandonments, recontacts, workarounds, and in-moment conversational themes — then closing the loop with journey owners so customers and employees can see what changed.

What behavioral signals beat feedback forms?

Behavioral signals that beat feedback forms include workaround inventions, recontact/reopen rates, channel-escape patterns, mid-job abandonment, quiet exits, and shadow-tool usage — evidence that appears whether or not someone volunteers an opinion.

How do you close the loop on customer signals?

Close the loop on customer signals by tagging a journey or job owner, fixing or adopting the pattern within a visible window, and showing customers and employees what you stopped or changed — not only sending “thanks for sharing.”

Image credits: Unsplash

Content Authenticity Statement: The topic area, key elements to focus on, etc. were decisions made by Braden Kelley, with a little help from Google Gemini and Cursor to clean up the article, add images and create infographics.

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Bringing Energy Back to Work

Bringing Energy Back to Work

GUEST POST from Geoffrey A. Moore

There are all kinds of survey data these days indicating that morale in the workplace is lower than it used to be and, more importantly, than it ought to be. This has got managers scurrying about trying to find ways to make their employees happier. One word of advice on this: Stop!

It is not your job to make the people on your team happy. That is their job. Your job is to make their work important. Now, as a bonus, there is a strong correlation between meaningful work and worker happiness, so there is a two-birds-for-one-stone principle operating here. It’s just that you have to keep your eye on the lead bird. Employee happiness is a trailing indicator. Customer success is the leading one.

Your team’s customers can be internal or external — it just depends on your performance contract, the one that sets out the outcomes your organization has been funded to deliver. To be meaningful, in one way or another, those outcomes must contribute materially to the overall success of your enterprise’s mission. Your job is to highlight that path, to help your team members see it as a North Star to guide the focus and prioritization of their work. That is what gives their work meaning. Their performance metrics should align directly with the outcomes you have contracted to deliver – else why are they doing the work?

Performance management in this context is simply redirecting their energy to align as closely as possible to the deliverables of your organization’s performance contract. The talent you recruit and develop should have the kind of disposition and gifts that motivate them to want to do this kind of work. If there is a mismatch, help them find some other kind of work that is a better fit for them, and backfill their absence with someone who is a better fit for you. Performance management is not about weeding out—it is about re-potting.

Finally, if we bring this mindset to our current challenges with institutionalizing remote/hybrid operating models, too often this is being framed as an issue of improving employee happiness. Again, not your job. Instead, the focus should be on how best to meet the needs of the customers you have elected to serve. That is, instead of designing enterprise-out, with our heads down in our personal and team calendars, we need to design customer-in, with our heads up looking at where the trapped value is in their world, aligning our energies to release that trapped value, and organizing our operating model to maximize our impact in so doing. If we are not in service to our customers, what use are we?

That’s what I think. What do you think?

Image Credit: Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

The Unsung Heroes of Culture

Employee Experience Advisory Boards and the XMO

The Unsung Heroes of Culture - Employee Experience Advisory Boards and the XMO

by Braden Kelley and Art Inteligencia

We live in an age where the war for talent is fiercer than ever, and employee engagement surveys, while useful, often feel like a lagging indicator. Organizations are realizing that a truly thriving culture isn’t built from the top down alone, nor can it be accurately measured by a single annual pulse check. To genuinely understand and nurture the employee experience, you need to go beyond surveys. You need a dedicated, empowered voice from within the ranks: the Employee Experience Advisory Board (EXAB).

For too long, the ‘people’ aspect of business has been relegated to HR, often seen as a cost center rather than a strategic imperative. But the truth is, the employee experience *is* the customer experience. It *is* the innovation engine. And it *is* the foundation of a resilient, high-performing organization. This is where the EXAB, working hand-in-hand with an Experience Management Office (XMO), becomes not just a nice-to-have, but a strategic necessity.

Why an Employee Experience Advisory Board?

An EXAB is a diverse group of employees, representing various levels, departments, and demographics, who serve as a living, breathing feedback loop for the organization. They are the frontline observers, the informal leaders, and the unvarnished truth-tellers who can articulate the nuances of the daily employee journey. Their value stems from several key areas:

  • Authentic Insights: Surveys tell you *what* happened; an EXAB tells you *why* and *how it felt*. They provide qualitative data that quantitative metrics often miss.
  • Early Warning System: They can spot emerging issues, potential pain points, and cultural shifts long before they escalate into widespread problems.
  • Design Thinking in Action: By involving employees in the design of their own experience, you foster a sense of ownership and co-creation. This moves beyond ‘listening’ to ‘co-creating.’
  • Bridging the Gap: EXABs serve as a crucial bridge between leadership and the broader employee base, fostering trust and transparency.
  • Innovation Catalysts: A positive employee experience directly fuels innovation. Engaged employees are more likely to contribute ideas, take risks, and collaborate effectively.

Integrating with the Experience Management Office (XMO)

While an EXAB provides invaluable insights, these insights must be acted upon systematically. This is where the Experience Management Office (XMO) comes in. An XMO is a centralized function dedicated to orchestrating, measuring, and improving all experience touchpoints – be they customer, employee, or partner. When an EXAB and XMO collaborate, a powerful synergy emerges:

  • The EXAB identifies opportunities, pain points, and innovative solutions directly from the employee perspective.
  • The XMO then takes these insights, analyzes them within the broader experience ecosystem, prioritizes initiatives, allocates resources, and implements changes. They provide the strategic framework and operational muscle.
  • The EXAB, in turn, can serve as a testing ground for proposed solutions and provide real-time feedback on their effectiveness, ensuring that changes resonate with the employee base.

Think of it this way: the EXAB are the eyes and ears on the ground, providing rich, contextual intelligence. The XMO is the brain and hands, translating that intelligence into actionable strategy and execution across the entire experience landscape. Without the EXAB, the XMO risks making decisions in a vacuum. Without the XMO, the EXAB’s valuable insights might remain unacted upon.

Case Studies in Collaboration: EXAB + XMO in Action

Case Study 1: “Ignite” at a Global Tech Giant

A major technology company, facing increasing attrition rates and feedback indicating a disconnect between leadership vision and daily employee reality, established an EXAB they called “Ignite.” Comprising 25 employees from diverse roles, Ignite met monthly with the newly formed XMO. One of Ignite’s early observations was a pervasive feeling among junior engineers that their ideas weren’t heard and that career progression was opaque. The XMO, informed by Ignite’s granular feedback, launched a series of “Innovator’s Guild” workshops, providing a structured forum for idea submission and mentorship. Simultaneously, they revamped career pathing resources and introduced a transparent internal mobility portal. Within 18 months, not only did attrition rates for junior engineers drop by 15%, but the company also saw a 20% increase in patent submissions directly linked to ideas generated through the guild. The EXAB’s qualitative insights directly fueled the XMO’s strategic interventions, leading to measurable improvements in both culture and innovation output.

Case Study 2: “CareConnect” at a Healthcare Provider

A large healthcare network, grappling with burnout among its nursing staff and a perceived lack of voice, established “CareConnect,” an EXAB specifically for frontline healthcare professionals. Their XMO, initially focused primarily on patient experience, quickly realized the inseparable link between employee well-being and patient outcomes. CareConnect highlighted critical issues such as inefficient shift scheduling, inadequate break facilities, and a desire for more mental health support. The XMO, leveraging this input, implemented a new AI-driven scheduling system that gave nurses more control, redesigned break rooms into “recharge zones,” and launched a comprehensive mental wellness program with on-site counselors. The impact was profound: a 10% reduction in nurse turnover, a significant improvement in patient satisfaction scores (as reported in post-visit surveys), and a visible boost in staff morale. This case demonstrates how an EXAB can pinpoint specific, actionable improvements that directly impact both employee well-being and core business objectives, with the XMO providing the structured approach to scale and sustain these changes.

Building a Culture of Continuous Improvement

The establishment of an EXAB, seamlessly integrated with an XMO, signals a fundamental shift in how organizations approach culture. It moves from a reactive, survey-driven approach to a proactive, co-creative one. It’s about empowering employees not just to report problems, but to be part of the solution. It’s about creating a living, breathing mechanism for continuous cultural improvement.

In a world of constant change, the most resilient and innovative organizations will be those that prioritize the human experience at their core. The Employee Experience Advisory Board and the Experience Management Office are not just strategic tools; they are the architects of a future where work isn’t just a place we go, but a place where we truly belong, contribute, and thrive. If you’re serious about creating a culture that attracts, retains, and inspires the best, it’s time to unleash the power of your people through these vital structures.

Contact me if you’re interested in working together to build or enhance your Experience Management Office (XMO).


Accelerate your change and transformation success
Content Authenticity Statement: The ideas are those of Braden Kelley, with a little help from Google Gemini to shape the article and create the illustrative case studies.

Image credit: Unsplash

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Ten Reasons Every B2B Company Needs an Evangelist

Ten Reasons Every B2B Company Needs an Evangelist

by Braden Kelley and Art Inteligencia

The importance of evangelists in organizations around the world is often misunderstood or underestimated, and too few organizations have made the incredibly rewarding investment into one or more of the valuable types of evangelists – who are particularly valuable in B2B organizations for reasons I hope will be obvious by the end. Let’s set the stage.

An evangelist in a B2B company is a passionate advocate for a brand, product, service or innovation. Their role involves spreading the word about the company’s offerings, building relationships, and inspiring others to become customers or supporters. They are often seen as the face of the company, engaging with the community, attending events, and creating content to promote the brand. So, without further delay, let’s look at the top ten reasons every B2B company needs an evangelist:

  1. Increased Brand Awareness: Evangelists help spread the word about the brand, reaching new audiences and increasing visibility.
  2. Improved Reputation: Having passionate advocates can enhance the company’s reputation and build trust with potential customers.
  3. Higher Customer Loyalty: Evangelists are often the most loyal customers, and their enthusiasm can inspire others to stay loyal as well.
  4. Cost-Effective Marketing: Evangelists can provide valuable marketing support without the high costs associated with traditional advertising.
  5. Enhanced Customer Relationships: Evangelists build strong relationships with customers, providing personalized support and fostering a sense of community.
  6. Increased Sales: By promoting the brand and its products, evangelists can drive sales and generate leads.
  7. Valuable Feedback: Evangelists often provide insightful feedback on products and services, helping the company improve and innovate.
  8. Thought Leadership: Evangelists can position the company as a thought leader in the industry, sharing expertise and insights.
  9. Employee Morale: Having a dedicated evangelist can boost employee morale by showcasing the company’s strengths and successes.
  10. Competitive Advantage: A strong evangelist can differentiate the company from competitors, highlighting unique selling points and creating a loyal customer base.

Finding an Evangelist to Hire

If your B2B company doesn’t already have at least one evangelist (see the five types at the bottom), there is no better time than the present to make that first hire, or to hire additional types of evangelists to maximize your success. There is nothing wrong with hiring an evangelist from outside, especially when you don’t want to pull existing employees out of roles they’re already excelling at or when an external hire brings higher levels of skill than the internal resources you think might be best suited to such a role. Here is how to get started with that next hire:

  1. Identify Key Traits: Look for candidates who are passionate, knowledgeable, authentic, influential, and committed. These traits are essential for an effective evangelist.
  2. Leverage Networks: Utilize professional networks like LinkedIn, industry events, and conferences to find potential evangelists. Look for individuals who are already advocating for similar products or services.
  3. Engage with Communities: Participate in online communities, forums, and social media groups related to your industry. Engage with active members who demonstrate a genuine interest in your field.
  4. Job Listings: Post job listings on relevant job boards and websites, clearly outlining the role and its importance. Highlight the impact the evangelist will have on the company’s growth.
  5. Referrals: Encourage your employees and industry contacts to refer potential candidates. Referrals often lead to finding passionate and dedicated individuals.

Cultivating an Evangelist from Within

If you don’t feel comfortable hiring an evangelist from outside, either with or without some level of rotational exposure to all of the different parts of organization, or if you know you have some really skilled and passionate internal resources you think are ready to step into a new role, that’s fine too.

  1. Identify Potential Evangelists: Look for employees who are already passionate about your brand and products. These individuals often go above and beyond in their roles and are enthusiastic about sharing their experiences.
  2. Provide Training and Resources: Offer training programs to help employees develop their evangelism skills. Provide resources such as marketing materials, product information, and access to industry events.
  3. Create a Supportive Environment: Foster a culture of evangelism within your company. Encourage employees to share their ideas and experiences, and recognize their efforts publicly.
  4. Offer Incentives: Provide incentives for employees who actively promote the brand. This could include bonuses, recognition programs, or opportunities for career advancement. (Editor’s Note: Sorry CoPilot I’m not sure I agree with this one)
  5. Engage with Employees: Regularly engage with employees to understand their needs and motivations. Create opportunities for them to share their feedback and ideas.

Whether you hire your evangelists internally or externally it is important to think through how to best introduce and integrate them into every part of the organization relevant to the type of evangelism role they are filling. At this point you might be wondering how there might be more than one type of evangelist, so let’s look at briefly and if you follow the link you’ll learn more details about each.

Here are Five Types of Evangelists to Consider Hiring

In my previous article Rise of the Evangelist I defined five different types of evangelists that organizations may already have, or may want to hire, including:

  1. Chief Evangelist
  2. Brand Evangelists
  3. Product Evangelists
  4. Service Evangelists
  5. Innovation Evangelists

This specialization occurs when the evangelism an organization needs become too big for one evangelist to handle. At that point, a Chief Evangelist creates the evangelism strategy and manages the execution across the team of brand, innovation, and other evangelism focus areas.

I dive more into the role and considerations for companies on how An Innovation Evangelist Can Increase Your Reputation and Innovation Velocity.

What Are You Waiting For?

Evangelism isn’t just a marketing activity. Evangelists are incredibly important to enhancing not just the customer experience, but the employee and partner experiences as well. Not everyone may have main character energy but almost everyone still appreciates main character level credit, and this can be incredibly impactful for all three main constituencies – customers, employees and partners. Tell those stories, translate that value and make the investment into an evangelist today!


Accelerate your change and transformation success

Content Authenticity Statement: Some of the lists and paragraphs in the article were created with the help of Microsoft CoPilot, but there are also some paragraphs created by me along with content from some of my previous articles.

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Experience Audits Are Crucial for 2025 Success

Experience Audits Are Crucial for 2025 Success

GUEST POST from Art Inteligencia

In an ever-evolving business landscape, companies striving for success in 2025 and beyond must focus on creating exceptional experiences for their employees, customers, and partners. The traditional approaches to delivering value are no longer sufficient; organizations must re-imagine their strategies to remain competitive. One pivotal approach is conducting thorough INDEPENDENT experience audits, which are not merely about evaluation but about discovering new pathways to elevate interaction and engagement by having a third party actually walk and document the performance of the different aspects of your experiences.

Understanding Experience Audits

Experience audits are systematic evaluations designed to assess and understand the quality of interactions across different stakeholder groups—employees, customers, and partners. They provide a structured approach to examining every touchpoint and interaction, allowing organizations to identify areas for improvement and innovation. These audits focus on enhancing intuitive and delightful experiences, which play a significant role in an organization’s success.

Benefits of Conducting Experience Audits

1. Enhanced Employee Experience

Employees are the heart of any organization, and their experience significantly affects productivity and morale. Conducting INDEPENDENT employee experience audits can uncover pain points related to workplace culture, communication, technology, and work-life balance that internal audits miss or rationalize.

  • Increased Engagement: When employees feel heard and valued, engagement levels increase, leading to higher productivity and retention. Experience audits illuminate areas where improvements can lead to a more engaged workforce.
  • Fostering Innovation: By identifying bottlenecks and friction in daily operations, organizations can create environments that foster creativity and innovation.
  • Improved Well-being: Understanding employee needs and stressors helps tailor benefits and wellness initiatives that improve overall well-being, reducing burnout and absenteeism.

2. Enhanced Customer Experience

Customer experience is a critical differentiator in today’s market. Through independent experience audits, companies can gain a comprehensive and unbiased understanding of the customer journey and identify opportunities for enhancement.

  • Personalization: By understanding customer preferences and behaviors, businesses can deliver more personalized and relevant experiences that increase loyalty and satisfaction.
  • Consistency: Experience audits help ensure consistency across all touchpoints, from first contact to after-sales service, building trust and brand reliability.
  • Innovation in Service Delivery: Recognizing gaps in service allows for innovative solutions that elevate the customer experience, potentially leading to new market opportunities.

3. Enhanced Partner Experience

In a globalized economy, organizations often rely heavily on partnerships to deliver their products and services. Experience audits in this area focus on optimizing collaboration and synergy by identifying which parts of the experience works well for partners and which elements are full of friction or lacking in value.

  • Streamlined Processes: Identifying and removing inefficiencies in partnership interactions can lead to smoother operations and reduced time-to-market.
  • Strengthened Relationships: Understanding partner needs and pain points helps cultivate stronger, more beneficial relationships, enhancing cooperation and mutual growth.
  • Co-Innovation Opportunities: Comprehensive audits can reveal possibilities for co-innovation, where partners work together creatively to develop new offerings or enter new markets.

Implementing Experience Audits

For independent experience audits to be successful, they must be implemented thoughtfully with a structured approach that respects and supports their independence:

  1. Define the Scope: Determine which experiences you aim to audit and the specific objectives that each audit should achieve.
  2. Engage Stakeholders: Involve employees, customers, and partners early in the audit process to gather diverse insights and foster buy-in.
  3. Utilize Diverse Metrics: Employ both qualitative and quantitative metrics to gain a comprehensive understanding of experiences across different touchpoints.
  4. Prioritize Actionable Insights: Focus on insights that can drive immediate and impactful improvements, aligning with overall strategic goals.
  5. Iterate and Improve: Audits should be an ongoing process, with regular evaluations and improvements, to adapt to changing needs and expectations.

Conclusion

As 2025 begins, the importance of independent experience audits in securing organizational success cannot be overstated. By fostering a deep understanding of the interactions that define employee, customer, and partner relationships, businesses are better equipped to create meaningful, positive experiences that set them apart from the competition. In embracing these audits as a fundamental component of their strategy, organizations are not just preparing for the future, they are actively shaping it, and getting unbiased perspectives from the outside the organization to do so.

If you would like to engage me to do an independent experience audit for you across your customer, partner or employee experiences (or all three), please let me know.

Image credit: Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

We Are in an Employee Experience Recession

We Are in an Employee Experience Recession

GUEST POST from Shep Hyken

The title of this article is very similar to the title of the first chapter of John DiJulius and David Murray’s latest book, The Employee Experience Revolution. As the world emerged from the Covid-19 pandemic, many employees realized what made them happy—and unhappy. The result was that many companies experienced The Great Resignation, as employees left their current employers hoping for something better.

Some companies have struggled to replace employees. Many claim there is a shortage of workers. I’ll argue that a shortage of workers isn’t the problem. There is a shortage of workers for that specific company. Why? They haven’t created the employee experience that makes employees want to stay. For example, one of my favorite restaurants has the same employees today as it did pre-pandemic. But the restaurant across the street has struggled to get good people to stay. The reason is simple—and it’s not the food. It’s the management/ownership.

Just as you want your customers to come back, you want your employees to come back. That’s why the employee experience must be in alignment with the customer experience. For years, I’ve preached the Employee Golden Rule, which is to do unto your employees as you want done unto your customers. You can’t treat employees harshly and expect them to go out and be nice to customers. Incongruent behavior can eventually result in a company’s version of The Great Resignation.

I had a chance to interview John DiJulius for an episode of Amazing Business Radio to talk about his new book. I’m so in alignment with his ideas that I thought it was an interview with myself. Below are five of his concepts (in bold), followed by my commentary.

  1. There is not a labor shortage. There is a turnover crisis. As mentioned above in the restaurant example, two restaurants on opposite sides of the street have completely different labor experiences. One has kept its core group of employees. The other can’t keep employees. It’s not a labor shortage. As DiJulius points out, “I don’t think there are fewer human beings walking planet Earth than there were five years ago.” It’s all a turnover problem.
  2. Because some companies struggle to keep people, they hire almost anyone. When many employees leave, some companies are too quick to hire. Desperation can cause companies to hire too quickly, which means they may get the wrong people. What’s worse, according to DiJulius, is that “Companies look the other way on poor performers and people with bad attitudes because they need to replace so many employees.”
  3. Your employees are the average of the five people they work closest to. Motivational speaker Jim Rohn is often credited with saying, “You’re the average of the five people you spend the most time with.” DiJulius says this is the same in a company, but there’s a difference. In your personal life, you choose your friends. At work, you don’t get a choice. If you put a superstar in the midst of a group of underachievers, you shouldn’t be surprised if your expectations aren’t met.
  4. The employee experience starts with the recruitment experience. DiJulius believes that everything should be an experience. That includes your recruiting, hiring and on-boarding process. Today we are in an “employees’ market.” Candidates can demand more money and benefits. But what if you created an experience that transcended a paycheck? Yes, we need to pay a fair wage, but if the experience of working at a company is strong enough, employees will factor that into their decision to come and work for you. I summarize this concept by asking, “Do you want an employee working for a paycheck or working for the company?”
  5. Build a moat around your rock stars. Just as you work to attract and keep your customers, you should focus similar efforts on hiring the right employees and keeping them. So what are you doing to ensure that after 90 days, your employees think, “This is where I belong”? What experience are you creating that would have them turn down offers from others? DiJulius says, “This is the moat you build around your employees.”

How do we beat the Employee Experience Recession? Cultivate an engaging experience — an appealing and supportive work environment that extends beyond competitive salaries. Foster a culture in which employees feel valued and are an integral part of the organization. Just like you create an experience that gets customers to return, you must prioritize building a workplace where employees are inspired to sign on, come back, and not leave.

This article originally appeared on Forbes.com

Image Credits: Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

Why Annual Employee Experience Audits Are Important

Why Annual Employee Experience Audits Are Important

by Braden Kelley and Art Inteligencia

In today’s rapidly evolving business landscape, organizations are recognizing the importance of not just their customers’ experience, but also their employees’. The concept of employee experience encompasses every touchpoint a worker encounters from recruitment to retirement. However, what often remains underappreciated is the systematic examination of this experience through regular audits. Today, we’ll explore why annual employee experience audits are critical for any forward-thinking organization.

Understanding Employee Experience

The employee experience can be defined as the sum total of all interactions an employee has with their employer. This includes the culture, the physical workspace, tools and technology provided, leadership behavior, and organizational practices. Together, these elements shape how employees perceive their organization and directly influence engagement, productivity, and retention.

The Need for Regular Audits

Conducting regular audits of the employee experience is crucial for several reasons:

  • Identifying Pain Points: Just as businesses conduct customer journey mapping to understand customer pain points, employee experience audits help uncover hidden obstacles impacting employee satisfaction and performance.
  • Measuring Impact of Changes: Organizations implement initiatives to improve the work environment regularly. Audits provide a structured approach to assess the impact of these initiatives, offering insights into what’s working and what isn’t.
  • Aligning with Strategic Goals: As companies evolve, ensuring that the employee experience aligns with the organization’s strategic goals becomes imperative. Audits help in recalibrating experiences to support these objectives.

The Benefits of Annual Audits

Moving from sporadic reviews to a structured annual audit brings several benefits:

  • Enhanced Engagement: Regular audits demonstrate a commitment to employee well-being, fostering a culture of trust and transparency which enhances overall engagement.
  • Improved Retention: By identifying factors that contribute to dissatisfaction or turnover, organizations can proactively address issues, making it easier to retain top talent.
  • Informed Decision Making: Comprehensive data from audits enable leaders to make informed decisions about policies, benefits, and strategic initiatives that can enhance the employee experience.

What a Complete Employee Experience Audit Looks Like

A thorough employee experience audit should include several key components:

  • Comprehensive Surveys: Distribute surveys that cover a wide range of topics including workplace culture, management effectiveness, communication, work-life balance, career development, and employee satisfaction.
  • Focus Groups and Interviews: Conduct focus groups and one-on-one interviews that allow employees to provide detailed feedback and personal insights that might not surface through surveys alone.
  • Observation: Observe working conditions, team dynamics, and workflow interactions to gain an understanding of the daily employee experience.
  • Data Analysis: Analyze HR data, turnover rates, and performance metrics to identify trends and areas needing improvement.
  • Technology and Tool Assessment: Evaluate the tools and technologies available to employees for their effectiveness in enhancing productivity and satisfaction.
  • Leadership and Management Review: Assess leadership styles and their alignment with employee needs and organizational values.
  • Feedback Loop: Establish a mechanism for continuous feedback and updates to the audit process to ensure it evolves with organizational changes.

What An Employee Experience Audit IS NOT

An employee experience audit is not an employee experience survey. Like a financial audit, it should also typically be conducted by a small group from outside the organization to maintain objectivity and honesty in the observations, devoid of assumptions and rationalizations of design tradeoffs. Employee experience auditors are trying as much as possible to walk in the shoes of employees across channels for key activities and so they must not be isolated from key systems or key employee groups to determine the most important activities and systems to dive the deepest into the experience of.

An employee experience audit is not a solution but research with recommendations. It is worthless without a commitment to act on the findings found. The leadership commitment and plans for how deficiencies will be addressed is EVEN MORE IMPORTANT than how the employee experience audit is conducted.

Implementing Effective Audits

For an audit to be effective, it should be thorough and inclusive. Consider the following steps:

  1. Define Objectives: Clearly outline what you aim to achieve with the audit.
  2. Utilize Surveys and Interviews: Gather quantitative and qualitative data through employee surveys and interviews.
  3. Analyze Data: Use data analytics to identify trends and patterns. Pay attention to anomalies and outliers.
  4. Actionable Recommendations: Transform insights into actionable steps that can be implemented to drive positive change.
  5. Leadership Commitment: Secure commitment from leadership to fund and implement the greatest improvement opportunities identified during the audit.

Conclusion

The workplace is fundamentally changing, and so too must our approach to understanding it. Annual employee experience audits provide a robust framework for consistently enhancing the environments we create for our workforces. In doing so, we not only improve the lives of our employees but also drive innovation, loyalty, and performance that propels our organizations forward. But an employee experience audit is not the same thing as an employee survey. It is instead an outside-in evaluation of the experience employees have while executing key activities across key systems. By embedding an annual employee experience audit practice into our routine, we fortify the human connection at the heart of every successful enterprise.

If you would like to team up to conduct an Employee Experience Audit at your company, please contact me and we can get you on the calendar to meet with our team.

Image credits: Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Content Authenticity Statement: The core premise and structure for this article was created by Braden Kelley. The OpenAI Playground, taking on the role of human-centered change and innovation thought leader Braden Kelley has helped to flesh out the content of the article with supplementary content added by Braden Kelley, including the section on What An Employee Experience Audit IS NOT.

Not All Customers Are Worth Doing Business With

Not All Customers Are Worth Doing Business With

GUEST POST from Shep Hyken

In some of my customer service speeches, I joke that some customers aren’t worth doing business with. The way I position it in the speech is funny, but in reality, it’s pretty serious. Sometimes, a customer isn’t worth doing business with because they are truly a bad customer. The result could be choosing to say, “Goodbye,” and sending them to the competition.

While there are many reasons you might end your relationship with a customer, I came up with six obvious ones to get you thinking:

  1. Customers who repeatedly return products. This is often the result of a liberal return policy that some customers abuse. Repeated returns cost money – sometimes more than the profit from the sale.
  2. Customers who make unwarranted complaints about service. You’ve heard the recording: “These calls are recorded for quality assurance.” Not only are recorded calls great for training, but they can also become evidence of a customer who has an unwarranted complaint about the company’s customer service – or any other situation.
  3. Customers who demand unreasonable solutions to problems. If the customer’s demands are unreasonable and they won’t accept the solutions or compensation an employee is offering, it may be time to let them go.
  4. Customers who take up too much time. For example, customers who repeatedly send back products, which takes up too much time and costs the company money.
  5. Customers who are argumentative. Some customers will argue, and nothing will make them happy. When they realize you are about to “fire” them as a customer, they sometimes recognize that they are being unreasonable. But, when they don’t, it’s time to consider saying, “Goodbye.”
  6. Customers who are abusive toward employees. This is more than an argumentative customer – it is taking rude and argumentative to another level. The customer curses, insults or threatens the employee. While we always want to be polite to our customers, sometimes it’s okay to politely transfer them to a manager or, if empowered to do so, politely say goodbye and hang up.

Bad Customer Cartoon from Shep Hyken

Keep in mind that it’s our job to take a negative event or abusive customer and turn the situation around. Another way of saying it is to turn rants into raves. Yet, in some cases – hopefully very few – the customer may truly not be worth doing business with … today. That could change in the future. Keep that in mind. Remember one of my favorite sayings:

The customer is not always right, but they are always the customer.

Consider that saying before slamming the door on an abusive customer. If you feel it can’t be worked out – today – close the door quietly, but consider leaving it open, ever-so-slightly, just in case they realize the error of their ways. Maybe they will come back, apologize, and become a great customer – one that is well worth doing business with!

Image Credits: Pexels, Shep Hyken

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.