TRAINING BUILDS KNOWLEDGE. COACHING BUILDS SKILL. QUALITY FINDS THE GAPS. WHEN THESE WORK TOGETHER, PERFORMANCE LIFTS.
CONTROL DEMAND AND OPTIMIZE CAPACITY( THE OPERATIONAL FOUNDATION)
Conduct an Arson Investigation
In the world of Contact Centers, it is easy to get caught in the endless cycle of“ putting out fires.” But if you are always in firefighting mode, it is crucial to step back and perform an“ arson investigation.” Instead of reacting to each flare-up, focus on uncovering the root cause of the issue. Ask critical questions. Where is the demand coming from? Is it a process breakdown, a lack of training, an underperforming technology, or something else entirely?
Demand often traces back to gaps in people, process, or technology. These are the areas that need attention before they lead to larger problems. By identifying the origin of the issue and addressing it head-on, you not only put out the flames. You also prevent future fires from starting. This proactive approach not only helps you manage demand better but also optimizes capacity in a way that keeps your Contact Center operating smoothly.
Consider Elimination as Infinitely More Powerful than Automation
Before rushing to automate a problem, take a moment to consider whether the issue could simply be eliminated. Often, the most powerful solution is not to speed up a flawed process, but to remove unnecessary steps and contacts altogether. Streamlining workflows and reducing the complexity of tasks can have an exponential impact on your Contact Center’ s efficiency.
Manage Frequency and Complexity
Categorize contacts by frequency and complexity— this shapes your training, systems, and processes. Too often, teams focus on the loudest issues, not the most frequent. High-frequency, low-complexity tasks are ripe for elimination or automation; complex ones signal redesign.
If customers keep calling about the same thing, or agents are stuck on repetitive tasks, ask: Can we eliminate or simplify this? Proactively managing these patterns reduces burnout, improves speed, and boosts satisfaction.
Bonus: tracking frequent contacts also reveals obstacles to digital readiness. Contact centers can help digital teams target high-frequency, low-complexity issues— the sweet spot for expanding digital access.
OWN YOUR TECHNOLOGY
Petition for Control of Your Technology
Do not let IT or vendors dictate the system designs that define your success. Contact Center leaders must be granted administrative control of their tech stack because technology controls outcomes. Optimization suffers when IT departments restrict access and maintain administrative control over Contact Center tools. Since IT supports the entire enterprise and juggles multiple systems, technology unique to the Contact Center often ends up at the bottom of the priority list.
If your team has to“ open a ticket” simply to add or remove an agent, run a report, or adjust queues and priorities, your ACD’ s value is already compromised. Leaders must petition, loudly if necessary, for operational control over daily system management. This is not just a convenience. It is critical for agility, efficiency, and delivering on CX promises.
IDIOM INSIGHTS
BUILD TALENT AND CULTURE ON PURPOSE
Heed My Father— Easy to Get Is Hard to Get Rid Of!
My dad used this line when he warned me about a boyfriend decades ago.( And yes, he was 100 % right!) I have found in my career that“ easy to get is hard to get rid of!” is also true when it comes to hiring. Hire for positive attitude and an optimistic outlook, with clearly defined behaviors in mind. Do not get dazzled by skills; these can be trained. Many clients proudly say they“ hire for heart.” That is the smart play.
When you hire, you are also renting behaviors. Quick hires might feel like a relief.( Whew, class is filled!). But cut corners now and you will pay for it later. Define what you want and stick to it. Nothing drags down a Contact Center faster than someone you rushed in … and can’ t get out!
Training + Coaching + Quality = Performance System
Training builds knowledge. Coaching builds skill. Quality finds the gaps. When these work together, performance lifts. People get better, processes get sharper, and technology does its job. Skip one, and results fall flat. Retool QA as your discovery engine, not your enforcement arm. Grow, but don’ t punish.
Beware of Unconscious Incompetence
Unconscious incompetents are the folks who pause projects, cause unnecessary conflict, and derail progress. They are confident, but wrong. They don’ t know it and no one is telling them. The biggest risk in leadership is what you don’ t know you are bad at. When gaps in knowledge or skill go unnoticed, they fester and the gaps grow. This often causes more damage down the line. Surface these gaps early, address them head-on, and create an environment where constructive feedback can thrive— before blind spots sink you and your team’ s progress or credibility.
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