That Won’t Work for Our Customers: A Common Mistake in Service Design

A common mistake in service design is rejecting an entire approach because of one behavior that doesn’t feel right.

This article is part of our Service Series — reflections and lessons on how service is designed, delivered, and experienced, from Frontline conversations to leadership choices.

Don’t use one behavior to dismiss an entire service approach.

The Story

In a recent course on designing a quality assurance program, we discussed how to define a service vision and select the behaviors that support it.

One participant shared something her boss had said: “I really like the service at the American Express contact centre. I like the way their agents communicate.”

For decades, American Express has served as a benchmark for conversational service quality in many contact centres.

But she pushed back on her boss’s observation.

“When I listen to American Express conversations, I find their people to be too chatty. My boss might like the way they sound, but I don’t think that would work for our customers.”

Behaviors Are Chosen for a Reason

The “chattiness” she observed is not accidental.

In earlier Mystery Shopper work, we found it shows up across different people, times of day, and locations — which means it has been deliberately designed.

It is a chosen behavior — part of a broader service approach.

In organizations with strong service quality design, this is a defining characteristic:

Anyone involved in selecting, defining, or coaching behaviors can clearly explain why that behavior exists — and the role it plays in the service experience the organization aims to deliver.

We’re not here to question why American Express made those choices.

But we can recognize the intentionality — and how consistently it shows up in their service delivery.

It’s Worth Listening to the Boss

Clearly, the boss was responding positively to the service delivery at American Express. Otherwise, she wouldn’t have raised it.

I suggested to the participant that she set this one behavior aside (chattiness) and listen to a number of calls in full.

Even better, suggest that they listen to calls together — so they can compare notes on what they observe.

Rejecting an entire service approach because of one behavior we don’t like is a thinking error.

You don’t throw the whole salad away — you take the tomatoes out.

Different Frameworks. Same Design Process.

A robust service quality framework serves as the launchpad for the training, coaching, and real-world customer conversations to come.

We’ve worked on service quality frameworks across industries ranging from roadside assistance to senior living.

No two are ever the same.

The framework for American Express will look different from the framework for a premium airline.

But the process any organization uses to arrive at the right service quality framework is remarkably consistent.

And when their service delivery is superbly consistent, there is clearly something to learn.

Before rejecting a service behavior, ask: What role was this designed to play — and what problem is it trying to solve?

It may not be relevant for your organization — but there is still something to learn from it.

Thank You for Reading

I regularly share stories, strategies, and insights from our work across Contact Centers, Customer Service, and Customer Experience. If this resonates, I’d love to stay connected.

You can drop me a line anytime, or subscribe on our site.

Daniel Ord
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