Conscious LeaderInner Game
Walk one customer journey stage by stage — touchpoints, emotions, friction and the internal handoffs behind it — in the customer’s own words, not the funnel’s.
Onboarding redesigns, churn investigations, GTM handoff audits, account expansion plays, and any moment when the team is debating the funnel instead of walking the journey.
From churn is up, let’s look at the data to let’s walk the journey, hear where it breaks, and fix the moment customers remember.
Imagining a customer’s perspective doesn’t reliably make us more accurate; asking them does. Better-informed people tend to struggle to set aside what they know when predicting what others will understand (the curse of knowledge), and the most intense moment and the ending tend to carry substantial weight in how an experience is remembered — so those are the moments to fix.
Three to six stages, as the customer lives them, with what they did, asked and felt, in their words. Better-informed people tend to struggle to set aside what they know when predicting what others will understand (the curse of knowledge), so walking each stage counteracts what we take for granted.
Mark every line heard or assumed. Across 25 experiments, imagining someone’s perspective didn’t make people more accurate about what they thought; asking them did.
Star the most intense moment and flag the ending, then fix one, with the internal handoff behind it and one owner. Memory of an experience is shaped disproportionately by its peak and its end; service blueprinting links each moment to the backstage work behind it.
Also runs as a half day · P1.10 HD
Half day (3 h 30 min) walking one journey through three or four real customer personas, with an optional 60-minute follow-up review.
Walk one journey through the eyes of three or four real customer personas, then overlay them to find the fixes that matter across the customer base.
Customer-experience investment decisions, onboarding redesigns across segments, churn that differs by segment, and handoff audits between sales, implementation and support.
Imagining a customer’s perspective doesn’t reliably make us more accurate; asking them does. Better-informed people tend to struggle to set aside what they know when predicting what others will understand, and the most intense moment and the ending tend to carry substantial weight in how an experience is remembered — so compare those moments across personas, and fix the shared ones first.
Walk the same journey through three or four real personas, each from evidence. Asking customers, rather than imagining their view, is what makes empathy accurate.
Lay the persona journeys over each other to find where they all trip, usually an internal handoff. Service blueprinting links each customer moment to the backstage process behind it.
Prioritize the peaks and endings that recur across personas. Memory of an experience is shaped disproportionately by its peak and its end.
The thinking behind this lab, published in full: