Let’s be real: in most CX programs, there’s a lot of measuring going on. We’re gathering data from every angle—channels, touchpoints, journeys—you name it. But here’s the thing. All that data won’t move the needle if no one’s actually doing anything with it. You might have department X analyzing their bit, and department Y working on something else, but nothing is really connected.
And that’s where journey and channel teams come in!
Rather than totally overhauling your entire organization, journey and channel teams are an organic way to make sure everyone—from marketing to HR to customer service—is working together to create seamless customer experiences. We want to shift from silos and analysis paralysis to actual, hands-on improvement.
In this post, I’ll take you through 10 practical steps to set up and energize your journey and channel teams so they don’t just exist on paper—they become a new way of working. Ready? Let’s go!
Step 1: Assemble Your Dream Team
You’re probably wondering, who should be in these teams? Well, let’s start with the journey teams. Think of them as a cross-functional powerhouse: a blend of marketing, digital, customer service, HR, and maybe even product development and finance, depending on the journey you’re focused on. The idea is to cover all the touchpoints involved in that specific journey so nothing slips through the cracks.
And HR isn’t just here for kicks. We want to make sure that the employees delivering the journey are equipped and optimized for success. Is there training needed? Are they motivated? Adding HR means we’re focusing on both customer journeys and employee journeys, which are super interconnected.
For channel teams, it’s a bit more specific. Let’s say you’re focusing on improving the call center experience. Your channel team might include two agents, a couple of team leaders, someone from quality control, HR, and maybe digital (because who doesn’t love shifting calls to the app or website when possible, right?). Mix it up!
Here’s the fun part: when picking your team members, go for a mix of positive energy and critical thinkers. You don’t want people stuck in resistance mode (no room for that here!). But you do want a good balance of people who can challenge ideas in a constructive way. And let’s be honest, they have to be excited to make an impact—enthusiasm is a must!
Step 2: Make the Invitation Fun
Now that you’ve handpicked your dream team, don’t just send them a boring email with “Congrats! You’re on the team!” 😴 You want to inject some energy right from the get-go.
How about recording a fun video message or sending a handwritten card? Go a little nuts here! Think about the Dutch lottery surprise—showing up at someone’s door with a giant check and balloons! 🎈 Okay, maybe that’s a bit extreme, but you get the idea. Make it feel special. The goal is to create a sense of excitement around being part of this transformational journey.
And once you’ve got a few teams in place, encourage them to make a short video introducing themselves to the whole organization. It’s not just about getting them to work together, but showing everyone that this is the new way of working. You’re building momentum and energy, right from the start.
Step 3: Onboarding with Purpose
So now your team has received their invitation and they’re feeling pretty pumped. What’s next? It’s time to onboard them, but let’s not make it the snooze-fest we’ve all been through before. 😴 Instead, create an onboarding kit that is fun, engaging, and useful.
We’ve already done this for our own teams, and it works wonders. Create a quick blueprint on how journey and channel teams should work, and maybe throw in a short video explaining the process. Walk them through where they fit in the bigger picture. This is key—make sure they understand the overarching goals of your CX program.
Oh, and don’t forget to throw in a little something extra. We love Dan Cable’s Best Self Exercise for this. It’s a fantastic way to help people connect with their strengths and purpose. Include a short video explaining the exercise, and have team members bring their reflections to the kickoff. Trust me, it makes a huge difference in getting everyone on the same page emotionally and mentally.
Step 4: The Kickoff – Energy, Energy, Energy!
The goal of the kickoff is simple: build energy within the team. We usually do an hour-long virtual session, focusing on getting to know each other, sharing our best selves, and getting super clear on the journey ahead. This is about building that team spirit and making sure everyone is energized and ready to go.
Don’t get bogged down in details here. Keep it light, keep it fun, and always remind them of the bigger picture. This isn’t just about tweaking a few processes. This is about transforming the way your company works.
Step 5: Sensitizing Before the Workshop
Now, let’s talk about sensitizing. Sounds fancy, right? But it’s actually a super practical way to get people in the right mindset before a big workshop. A week before the workshop, start sending out little exercises or questions to get them thinking.
It could be as simple as asking them to reflect on the best onboarding experience they’ve ever had, or to take a picture of something that represents how they want a journey to feel. These tiny exercises take just a few minutes but help bring out richer, more creative ideas during the workshop itself.
Step 6: The Workshop – Keep It Practical
Workshops are where the magic happens. But here’s the thing—you don’t want to get lost in endless brainstorming sessions that go nowhere. Start with the data you’ve gathered, review it, and then dive straight into brainstorming solutions.
But here’s the kicker: don’t let the brainstorming last forever. After about 20 minutes of idea generation, shift into action mode. Have the team select 3 to 5 improvements they can implement in the next two weeks. Keep the scope small and the timeline short. You don’t need to overhaul the entire system at once. The goal is to start executing.
Make sure the improvements are tied to key drivers (you know, the things that actually move the needle for customer satisfaction). Quick wins are great, but don’t lose sight of what really matters.
Step 7 & 8: Keep Up the Rhythm
So, you’ve had your workshop and everyone’s feeling good. Now what? It’s time to set up a rhythm of execution. We recommend checking in twice a week—but don’t drive yourself crazy with it. The idea is to track progress, not micromanage.
And every two weeks, make sure there’s a coaching session where the team gets support and feedback. Are they executing? Do they need more resources? Are they stuck in analysis mode (a huge no-no!)? Keep nudging them toward action and progress.
Step 9: Reflection Time
Every six weeks, it’s time for a bigger reflection. Step back and look at how the teams are working. Are they too big? Too small? Is the rhythm working for everyone? This is your chance to fine-tune the process and improve it for future teams. You’re not just running a project—you’re creating a new way of working.
Step 10: Results (Without Obsessing Over Them)
Finally, let’s talk about results. Of course, you want to see satisfaction scores go up. But please, for the love of all things good, don’t obsess over checking them every week! Depending on the size of your journey or channel, check-in monthly, or even quarterly if needed.
The key is to gather enough data to see if the changes you’re making are actually having an impact. Aim for 20-30 responses as a minimum to see if the satisfaction boost is real, but keep in mind that you’re also planting seeds for long-term change.
Remember, CX transformation is about building energy and momentum—not just checking off a list of improvements.
Final Thoughts: Make It Fun, Make It Tangible
You now have everything you need to set up journey and channel teams that actually move the needle. The secret sauce? Keep it fun, keep it actionable, and always focus on execution over endless analysis.
Start small, build energy, and create a rhythm that allows for quick wins and continuous improvement. And most importantly—make it your own. Your journey teams should reflect the unique DNA of your organization.
