Every leader is inherently an "experience maker," whether skilled or not. If you don't intentionally design a holistic experience for customers or employees, you will create one by default through drift and disconnected processes, which is often negative. The question isn't *if* you make experiences, but *how well* you do it.
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To systematically create an experience people love, design for a specific sequence of five feelings: 1. Control (clarity of rules), 2. Harmony (emotional awareness), 3. Significance (personal recognition), 4. Warmth of Others (human connection), and 5. Growth (feeling more capable).
Brainstorming cannot reveal the true friction in your customer experience. Following JetBlue's example, leaders must regularly become their own customers. This practice uncovers how high-level decisions inadvertently create flaws in the customer journey that are invisible from the boardroom.
Brands meticulously map the customer journey but often ignore the employee experience. To build a strong culture, apply the same brand principles to every employee touchpoint—from the job offer to their first day—to ensure everyone is aligned and delivering on the brand's promise.
A leader's job doesn't end after designing a process. They must actively and continuously teach and reinforce the company's methods, especially as new people join. The goal is to ensure the right things happen even when the leader isn't present.
The traditional management philosophy of “hire smart people and get out of their way” is obsolete in design. Today's leaders must be deeply engaged, providing significant support to senior designers who tackle ambiguous and politically complex projects. This hands-on guidance is crucial for shipping outcomes, not just outputs.
Most engineers only interact with customers during negative events like outages or escalations. To build customer empathy and a product mindset, leaders must intentionally create positive touchpoints. This includes sending engineers to customer conferences or including them on low-stakes customer calls.
Citing CX expert Gene Bliss, the guest advises against perfecting every touchpoint. Instead, leaders must identify the few critical moments in the customer journey where failure is "game over" for the relationship. It's more effective to perfect these moments while accepting mediocrity in less critical areas.
Better products are a byproduct of a better team environment. A leader's primary job is not to work on the product, but to cultivate the people and the system they work in—improving their thinking, decision-making, and collaboration.
Leaders readily design tangible elements like incentives, job ladders, and meeting agendas. However, they often feel uncomfortable with the idea of intentionally designing the overall "process" or "environment," fearing it's overly controlling or manipulative, despite it being a logical extension of their other design activities.
Businesses often design for internal processes and efficiency, creating a series of disconnected handoffs (e.g., in a hospital or restaurant). This forces the customer to maintain the coherence of their own journey, resulting in a fragmented, unloving, and ineffective experience that ultimately harms outcomes.