Working as a customer service representative can be a very challenging position for many reasons. In an inbound operation, for example, employees must deal with a relentless stream of difficult customers, while having most of their actions micromanaged and monitored. Under such conditions, it is not rare to encounter low morale and a total lack of enthusiasm for the job at hand. However, dwindling motivation should not be considered as an inevitable attribute that all call center operations must share. It is possible for contact center supervisors and managers to create an environment where a culture of optimism can flourish. This can be accomplished through modeling desired behaviors, enforcing policies and instituting appropriate reward systems.

Modeling desired behaviors

As important as it is for supervisors to make sure that their team members adhere to a standardized set of rules, it is much more important, and effective, for people in charge to consistently model the behaviors they wish to reinforce.

Call center representatives must follow very strict policies regarding attendance, call handle time, and breaks just to name a few. In contrast, people in management roles may have more lax requirements, which permit them to attend to duties such as coaching, meetings and various administrative tasks. The obvious difference between the phone agent's level of freedom and that of a supervisor can be grounds for discontent if not properly managed.

During periods of heavy queuing, for example, representatives must handle dozens of calls without respite between interactions. If their supervisors can be seen taking extended breaks, or loitering instead of helping with the call volume, morale will suffer. Moreover, the initial resentment that may begin with an isolated incident has the potential of achieving epidemic proportions as other examples of perceived unfairness are observed. That is why it is crucial for supervisors to follow the behavioral standards applicable to all employees.

In terms of attendance, supervisors must set an example by being punctual in all endeavors. Also, they must resist the temptation of breaking inconvenient rules in front of their underlings. Answering a personal call, while putting a customer on hold, would illustrate such a situation.

Above all, supervisors must remain professional in all their interactions with customers. As the leaders of their teams, supervisors are tasked with handling calls where representatives and customers have encountered an impasse. In general, such calls require a great deal of diplomacy, poise and eloquence on the part of supervisors in order to be successful. On the contrary, following in the footsteps of customers who have reached the end of their civility is a recipe for disaster.

Even more grievous than treating a customer poorly is having the interaction witnessed by phone representatives who can lose their jobs for displaying similar behaviors. Such paradoxes are always detrimental to employee motivation because they reinforce the notion that supervisors get paid more, but are held to a lower standard of conduct.

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