The Six Laws of Customer Experience: Law #5 Employee Do What..


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Remember when you were a child and wanted your way about something?

If Mom or Dad gave a vague response to a request such as, “We’ll see,” or “Maybe,” you might have been very tempted to go ahead and do whatever you wanted to do.

But if Mom or Dad gave a clear response like an emphatic “No!” or even a “Yes, you can, but not today. Tomorrow would be better,” you understood clearly what was expected of you.

The same is true for employees.

When you clearly define what you expect from your employees without ambiguity, you’re more likely to get those behaviors.

Employees cannot perform to certain standards they’re unaware of.

Don’t let misunderstandings cause the wrong behavior and adversely affect your customers’ experience.

Customer relations expert Bruce Temkin upholds this principle in his fifth law of The Six Laws of Customer Experience.

Law #5: Employees Do What is Measured, Incented, and Celebrated.

In yesterday’s blog, I stated that good customer relations begins with the employees. If as a manager you are not getting the results you want from customer experience, then look at the environment in which your employees are trying to function. Have you…

…clearly defined the type of behavior that you want from your employees?

…minimized mixed messages?

Temkin challenges that the measurements, incentives, and celebrations should be adjusted to reinforce your clearly defined behaviors; furthermore, you can only get consistent behavior from employees when all three—measurements, incentives, and celebrations—are working together.

Keep behavior expectations clear. Communicate them in a measureable way. Incentivize. Celebrate.

What do you need to adjust in your company environment to get the results you want from your employees?

Temkin writes that the truths he outlines are “fundamental truths that define how organizations treat customers.”

Anyone dealing with customers should not just know these laws, but live by them.

Find additional information from these related laws:

Law #1: Every Action Creates A Personal Reaction.

Law #2: People Are Instinctively Self-Centered.

Law #3: Customer Familiarity Breeds Alignment

Law #4: Unengaged Employees Don’t Create Engaged Customers.

Related blog: Experience Matters from Bruce Temkin

What do you know, about how each of your employees is really motivated?

Republished with author's permission from original post.

Dick Wooden
CRM specialist to help you get the answers you need with sales, service, and marketing CRM software. I help mid-sized businesses select, implement and optimize CRM so that it works the way their business needs to work. My firm is focused on client success with remarkable customer experience, effective marketing and profitable sales using CRM strategy and tools.


  1. Dick,

    Thanks for acknowledging that a great customer experience starts with a great employee experience. Couldn’t agree more on the expectations thing. I’d like to add investment.

    Investment in your people that is.

    Amazing how employees are the biggest cost to an organization yet when times get lean all investment in them seems to get slashed or go away.

    Investment in Employee –> Engaged Employee –> Great Employee Experience –> Great Customer Experience = $$$

  2. Thanks Rich for the comment.

    Having an Employee as an investment mindset goes a long way to remarkable customer experiences and producing return on the investment.


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