Example: When handling objections, agents should pause before responding in cultures that value reflection instead of immediate rebuttals.
C. Reinforce learning through real-world scenarios.
• Conduct role-plays. Where agents practice navigating cultural interactions.
• Use case studies to analyze customer interactions and identify cultural adjustments.
• Implement teach-back exercises. These are where trainees explain concepts to peers, reinforcing understanding.
STEP 5: REINFORCE CQ AFTER TRAINING
A. Have ongoing learning and cultural awareness initiatives.
• Hold monthly cultural awareness sessions to keep learning fresh.
TRAINING BUDGETS
Remember, AI-driven tools like knowledge bases and speech analytics are only as effective as the people using them. You can invest millions in software, but if agents cannot phrase queries correctly, interpret AI suggestions, or respond appropriately based on AI insights, your return on investment will suffer.
Team leaders and managers also need training to fully leverage AI. Understanding dashboards, spotting coaching opportunities from analytics, and translating trends into performance plans all demand new skills.
Training is a long-term investment, not a short-term expense. This is especially true in AI-driven contact centers, where agents must handle increasingly complex Tier 2 issues.
Greg Daugherty underscores this point in his Investopedia article,“ 4 Things You Should Do to Protect Your Business During a Recession”:
“ Many businesses find that employee training( such as on a new computer system or other technology) is a good investment during a recession. For one thing,
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• Distribute quick-reference cultural etiquette guides for agents.
• Set up a CQ mentorship program, pairing experienced agents with newer employees.
B. Measure training effectiveness.
• Conduct post-training surveys to gather agent feedback.
• Track improvements in CSAT, FCR, and complaint resolution rates.
employees may have a little more downtime than they did when the business was running at full steam. For another, it prepares them( and the company) to reap the productivity gains from their new skills once business picks up again.”
Cutting your training budget during downturns can backfire. Investing now helps retain customers and generate upsells during a recession, while preparing your team for a stronger recovery.
FINAL THOUGHTS
Whether your team focuses on customer service, insurance claims, mortgage broker support, or sales, training drives results that matter: revenue gained, revenue protected, and productivity improved.
During a recession, companies often look to cut costs. So, remind senior leadership – in their language- that your contact center, when supported with the right training, is a revenue defender and generator, not a cost center. Like the wings of a jumbo jet, it provides the lift that keeps your business in flight.
COACH’ S CORNER
• Review call recordings to assess how agents apply CQ in their interactions.
CONCLUSION
I think of CQ as the story of two fish swimming by, being asked how the water is, only for them to turn to each other and wonder, " What is water?" The same is true for culture; we often don ' t recognize it until we step outside our environment.
CQ isn’ t just about knowledge: it’ s about adapting in real-time, building relationships, and fostering trust. In today’ s globalized customer service landscape, CQ is a competitive advantage that drives higher customer satisfaction, stronger teams, and lasting brand loyalty.
When agents and leaders understand culture, they don’ t just answer questions: they create connections.
Mark
Pereira is a certified Trainer and experienced On-Site Supervisor specializing in boosting retention and productivity through proven teaching methods. With an academic background in Business and Innovative Education, he provides coaching to agents with empathy and skill. He stays up-to-date with industry developments from his base in Indianapolis, Indiana.
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To safeguard your training budget, start by measuring your team’ s financial impact. Communicate those results clearly to executives. Demonstrating the value your contact center delivers in dollars and cents helps keep training a priority when budgets tighten. Taking these steps now positions your team to continue driving results when they matter most.
Mike Aoki is the President of Reflective Keynotes Inc., a training company that helps contact centers improve their sales and customer experience results. Mike is a frequent contributor to Contact Center Pipeline and a member of their Advisory Board. He also serves on the board of GTACC( Greater Toronto Area Contact Centre Association).