Workflows live under Automation. A workflow is a trigger plus a sequence of steps, drawn as a flow you can follow with your eyes — which is the main thing that keeps it maintainable.
Before adding steps, write down what should be true when the flow finishes. “The conversation is tagged, assigned to the right team, and the customer knows when to expect a reply” is a design. “Greet people” isn't, and produces flows that grow a step at a time until nobody knows what they do.
Steps are grouped by what they do: talking to the customer, changing the ticket, calling out to something else, moving through the flow, and handing over to AI. The full list has its own article.
A useful default shape for a first workflow is short: say something, offer a few options, and hand over. Most of what people build beyond that could have been a menu item.
Two steps create branches. Buttons let the customer choose the path; Condition chooses it for them based on what you know — their plan, their language, a field that's already set.
Prefer a condition where you can. Every button is a decision you're asking a customer to make, and they'd usually rather you made it: someone on an enterprise plan shouldn't have to tell you they're on an enterprise plan.
A workflow can hand over to another one, which is how you keep a shared piece in one place. If three flows all end by collecting an email address and confirming, that ending belongs in its own workflow they each pass to.
A delay step pauses the flow. Used sparingly, it makes an automated exchange feel less mechanical; used to pace out a long sequence, it just makes customers wait for a machine.
Its better use is timing something genuinely later — a follow-up the next day, a check-in after a week.
Read the flow once as a customer would experience it, not as a diagram. Ask whether someone who doesn't have the problem you designed for can still get out, and whether anything asks for information you already have.
Then test it before it goes live — there's a sandbox for exactly that, and it's faster than discovering a wrong branch from a customer.
