Cracking The Customer Experience Code

Customer experience (CX) is a key aspect to the innovativeness of an organization. Particularly, in knowledge intensive business service firms, customer experience is one of the key factors driving growth, sustainability, and value creation. In addition to CX, employee engagement (EE) is critical to advancing innovativeness in organizations. EE is also integral to an innovative culture which is also important to an organization’s innovativeness. Here is a past post on innovative culture. But how can leaders influence EE to shape CX directly and indirectly enhance the innovative culture within an organization. There are several keys to leveraging EE for the ultimate CX and in this post I’ll be focusing on three ways from the leader’s to employees viewpoint and the three ways from the employee’s to customers perspectives.

Leaders to Employees

At the crux of EE is the leader’s relationship with their employees. The best performing organizations understand that they are not only designed to make money in an efficient manner, but they are only as good as the people that carry out the day-to-day operations. If leaders are able to maximize the output of their people by tapping into their motivation and aspirations without threatening them or burning them out, then they are more likely to be the best version of themselves in their interactions with customers. Consequently, leaders have to bring the best versions of themselves in their interactions with their employees and model the following behavior to influence employees impact on CX. Here are three activities that leaders must take to raise employees impact on CX:

  • Investment - While resources will be expended to compensate employees but the investment here is on a more personal level. Leaders have to give of themselves to get from their employees. Being transparent, being vulnerable, listening and being proximate are all qualities that a leaders has to exhibit to engage their employees.

  • Inclusion - Leaders can create opportunities for employees to show their interests, skills, and innate abilities. Where employees initiate conversations or ideas that may possess and opportunity for growth. Leaders must assess the risk and be open to include employees in projects beyond their job description.

  • Inspire - Leaders also set the boundaries for ideation and planning logistics which allow leaders to put employees in positions to succeed as well as push them out of their comfort zone.


Leaders have to be aware that pushing employees outside of their comfort zone can backfire if employees aren’t ready or don’t feel empowered.

Employees to Customers

As employees experience the impact of their leaders pouring into them, the opportunities to impact customers experience experience is greatly increased. Employees own customer relationships and can exhibit a degree of vulnerability to influence their experience. However, theoretically speaking owning the relationships is not enough, employees must take specific actions and understand why they must take those specific actions to increase the value created with CX. There are three qualities that employees must have to influence CX:

  • Empowered - Being the first point of interaction, employees have a great opportunity to create an outstanding first impression and possibly establish the roots for a long-standing fruitful relationship. Employees can empower customers through an open dialogue that helps customers understand the level of relationship that will enhance the innovativeness of all parties involved as well as create a level of comfort with the capabilities and value the employees’ firm can provide. Employees can also empower customers by being open to feedback and actively seeking feedback in every area of their business.

  • Inquisitive - Employees must be curious on several different levels

  1. Curious about how they can add value help customers solve their problems

  2. Curious about what problems customers have and will face in the future

  3. Curious about how solving a single customers problem can be applied in other domains

  • Enabled - Employees can enable customers toward innovativeness by accommodating customers breakthrough ideas, disruptive questions, and perspectives that go against the grain. Ensuring that customers are aware that