We ran our own interconnect business from 1980 to 1986 before founding PowerHouse Consulting in 1987. We left behind the tools and service calls to help clients align technology with business needs and provide practical, real-world strategies to close the gap between promises and operational reality. Nearly four decades later, I have had the privilege of working with incredible clients across industries and around the world. While each engagement brought new lessons, the heart of the work stayed the same: assisting organizations to deliver better experiences by aligning their people, processes, and technology.
Over the years, I have gathered my share of lessons about Contact Centers, leadership, and the fine art of keeping a business afloat. And I can tell you that it is not for the faint of heart! None of what I share is theory from the ivory tower. It is real-world stuff learned in the trenches and polished over time, some of it the hard way. So, if you are ready for some straight talk— the kind that sticks— let’ s dive in.
THINK AND ACT STRATEGICALLY
I have written volumes on strategy, and honestly, I could keep going, but let’ s not get high-fallutin’ about it. Too many Contact Center leaders have slipped into survival mode and lost sight of strategy, especially in the post-pandemic mess. The good news? Strategy is not magic and not reserved for boardrooms. It has a set of deliberate actions that help you get out of the weeds and back in charge. Here are some practical steps to help you regain your footing.
Define and Operationalize the Customer Experience( CX)
If you have read my work over the years, you know what I have long said. If the Customer Experience is not clearly defined, it is nearly impossible to deliver. So, if the top brass has not done it, step in and take the lead.
A COACH, BY DEFINITION, IS A“ PERSON” WHO TEACHES AND TRAINS. IT IS NOT A BOT!
Break down those brand promises— personalized service, knowledgeable agents, prompt response, accurate answers, one-and-done, omni-channel access, reliable technology, etc. Once defined, these elements can be operationalized. This is where Contact Center leaders can shine. Turning strategy into real-world processes produces real CX outcomes. I have seen tremendous success when leaders grab this and run. And if you want the deeper playbook, it is all there in Contact Center Pipeline archives. There are years of lessons that I have had the privilege to share.
Manage Visibility
Visibility is your greatest asset, but it is a double-edged sword. Too often, Contact Centers operate in the shadows, behind the scenes and out of sight when it comes to leadership. Your job is to change that. Start by measuring and presenting the right data in the right way. Highlight the impact your center has on Customer Experience, loyalty, and most importantly, the bottom line. When you manage visibility, you do not just manage perception. You open the door to influence and opportunity. Leaders who make their teams visible by showcasing results and driving conversations make a big difference in an organization’ s success.
Regard Information as Currency— Convert ROI to Return on Information
Stop selling " cost savings." Start trading in insights. Your center isn’ t just a cost center. It is an intelligence hub. Spend your information currency wisely to drive growth, improve Customer Experience, and elevate your business. In today’ s data-driven world, your Contact Center holds valuable information that can unlock new opportunities. Instead of focusing on just expense reduction or metric performance, focus on how the intelligence gathered by your team can impact the broader organization. This is the Return on Information, insights that provide strategic direction and increase value across the enterprise.
Get a Seat at the Decision Table
Influence starts by showing up where decisions are made. As a Contact Center leader, earning a seat at the decision-making table is not just about attending meetings. It is about demonstrating your value through strategic insights and actionable data. To get noticed, you need to shift from simply reporting issues to providing solutions and valuable intelligence that drive business outcomes.
You earn that chair by contributing more than complaints about challenges; you offer well-thought-out recommendations backed by data and aligned with the company’ s broader goals. Whether you share insights in customer interactions or identify opportunities for process improvements, your role is to bridge the gap between Customer Experience and the strategic goals of the business.
When you bring this kind of value to the table, decision-makers begin to see the Contact Center not as a support function but as a crucial partner in shaping the company’ s future. That is how you not only get a seat, but keep it by influencing decisions that impact the business in the long-term.
12 CONTACT CENTER PIPELINE