Data is my love language. I’m a complete geek about it. What’s interesting is that I’m also known as a storyteller. I often say that data gets people to the table, but story changes how they work.
So how much data do you need to identify performance improvement opportunities?
Well… it depends.
You need both macro and micro views. For most metrics, statistical significance matters. You want enough responses to show real movement. But in smaller teams—or when testing interventions—you’ll often rely on directional data. That’s okay. Just label it clearly. Use trend lines. Add footnotes. Be honest about what the numbers can and can’t tell you.
And then there’s the n of one.
From a customer’s perspective, it’s always personal. When you’re the one having the experience—especially if it’s frustrating, confusing, or high-stakes—anything becomes everything. That’s why we amplify single experiences. That’s why we treat complaints and feedback as gifts. Most people who take the time to speak up do so because they want the system to improve for others. Their intent is overwhelmingly altruistic.
Let me give you an example.
Years ago, I watched a well-meaning leader send out an all-staff email celebrating a 100% satisfaction score. There was going to be a pizza party. The problem? Only one survey had been returned. One. The final data told a very different story—and the celebration turned into disillusionment. That team didn’t need pizza. They needed clarity. Instead, turn that single data point into a “what went right” story. Challenge your team to create high-reliability around the interactions which created the delight.
Data can be powerful. It can also be misleading if we don’t handle it with care.
Practical Tips for CX Leaders
- Statistically Significant Data
- Use it for outcomes.
- It smooths out variation and shows impact over time.
- Include standard deviation and n size in your visuals—credibility matters.
- Directional Data
- Use it for process improvement.
- It shows how interventions are working.
- Think of it as a map, not a destination.
- Use infographics to show variability and trend lines to reduce overreaction to outliers.
- Provide n sizes to avoid over-reaction to small numbers. Use trend lines over time.
- N of One
- This is the story. The human impact.
- It’s how you humanize the experience.
- Get permission from the customer and include a photo and backstory if appropriate.
- Share the behind-the-scenes moment. Talk about the impact on the person and their friends and family.
- Use the story to spark empathy and drive change.
Data can be overwhelming. It can also be fun. Learning to see the story behind the numbers is one of the greatest challenges—and rewards—of this work. It takes time. It takes mistakes. It takes collaboration.
So lean in. Ask questions. And never forget: behind every data point is a person.