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A: It’s a question everyone is struggling with and I do have some thoughts, starting with clearing out the clutter.

This past weekend I was doing something pretty ordinary — putting away the last of the summer stuff and pulling out the early signs of the holiday season. The citronella candles, flip-flops, and sunscreen were finally swapped out for Thanksgiving wreaths and a few premature strands of Christmas lights (much to my husband’s dismay) — I live in Chicago which makes me a strong advocate of getting the lights out before it is too cold.

All of this got me thinking how there's a parallel here that applies directly to how we lead our contact centers heading into peak season.

We often think of “cleaning house” as a negative — or think that this means letting people go. But that’s not what I’m talking about. I mean something different: being intentional, clearing the clutter (mental and calendar-based), and making room for what truly matters.

In contact centers, peak season can sometimes feel like a pressure cooker. As call volumes spike, customers become more emotional and team members are often stretched thin. At the same time, our schedules as leaders are already full before peak even begins. So how do we make sure we show up for our teams in the ways that matter most?

By “cleaning house” — and by that I don’t mean our people but rather our priorities. 

1. Clear Out the Old

Take a hard look at your calendar. Are you still attending meetings that haven’t added value in months? We all fall into the trap of attending reoccurring meetings that no longer add value and where we’ve potentially simply become a fixture in the meeting. 

Maybe there’s a recurring status call that could be paused or a weekly report that nobody really reads. Could that time be better spent walking the floor, joining a few calls, or sitting in on calls with agents? The business case for repurposing meeting time into team time is an easy one to show the ROI. Even freeing up one hour a day can create the space you need to truly lead through peak season and drive performance results. 

2. Make Space for the Important

Once you've made some room, fill it with things that actually move the needle. This is the time to double down on 1:1 coaching sessions (especially with new hires who are about to face their first peak season), meet with frontline coaches and quality to ensure everyone is calibrated on what good sounds like going into peak season, and focus on team members by conducting team huddles to realign on goals and close any knowledge gaps.

These are the things that help teams feel supported, not just managed. And in the middle of peak season chaos, that support can make all the difference.

3. Dust Off What You’ve Been Putting Off

I have the opportunity to join many client calibrations each month. One note I consistently make is how often we discuss the same challenges associated with a workflow or knowledge gap. You know, that one call flow that still confuses half the team? Or that policy article in the knowledge base that hasn’t been updated since last year? Now’s the time to fix it before the call queues are full and tempers are high.

Even small changes like updating a robotic response or improving a transfer script can boost agent confidence and improve CSAT when it matters most.

4. Make It Easy to Be Excellent

We always say we want our agents to provide exceptional service but are we making it easy for them to be successful? In our calibrations we discuss making it easy to do business with us and to achieve this goal, we also need to consider how easy is it for our agents to meet this objective.

Think about:

Simplifying wrap-up codes

Updating job aids so they reflect current procedures or updates

Making the knowledge base more searchable and using simple language

Ensuring processes aren’t making agents jump through hoops to help customers

Like setting out extra snacks in lower traffic areas, or labeling food items to address allergens at a holiday party, it’s about removing friction. When you reduce complexity, you increase excellence. Data shows happy employees make for happy customers so let’s make it easy for them to do the business necessary for our customers. 

5. Be the Fireplace, Not the Wildfire

During peak season, energy runs high but it can also run hot. As leaders, we need to be a steady, calming presence. Our teams look to us to set the tone. When I fly and we hit turbulence, I look at the flight attendant to determine if this particular turbulence is a big deal.  When I see the flight attendants calmly moving about the cabin, it lowers the stress level.  

Our jobs as contact center leaders are to be the flight attendant during the turbulent times. This means projecting calm in how we introduce changes, share updated results, or provide direction. Remember to focus on the positives through recognition and reward. Sharing positive feedback early and often is contagious in a contact center. 

Here’s the bottom line:

Cleaning house isn’t about letting people go, it’s about letting go of what’s no longer serving you, your team, or your customers. As we head into the busiest season of the year, let’s make room for the things that help us thrive: coaching, presence, motivation, and knowledge.

This is the time to set our teams up for success — not just to survive the season, but to perform at our best.

Wishing you a strong, well-prepared start to peak season and a little peace as you clear out the clutter and make space for what matters most.

At its core, this issue reminds us of a fundamental truth: training associates with “the right words” isn’t enough. Those words only matter when delivered with sincerity, emotional intelligence, and good judgment. Let’s look at three ways you can help your team close the gap between scripted responses and authentic customer care.

1. Build Self-Awareness Through Catchphrases

Encourage associates to become more mindful of how they sound. One way is to create a light, memorable catchphrase for your team to use when someone slips into robotic or insincere delivery.

For example, in my family, we often said: “Say it like you mean it—and make me feel it.” If an apology between my kids didn’t sound genuine, I’d ask them to try again using that phrase. The same principle works with associates. It helps them pause, reflect, and recalibrate in the moment.

A catchphrase turns feedback into a shared, constructive cue—keeping everyone accountable while removing defensiveness.

2. Encourage Associates to Internalize Customer Issues

Sincere delivery comes from empathy. Help your associates connect more deeply with customers by encouraging them to put themselves in the caller’s shoes. Ask them: “When have you experienced something similar? How did it feel?”

By reflecting on their own experiences, associates can more easily mirror the customer’s emotions. Then, reinforce the practice of active listening: acknowledge the customer’s words and match them with a tone of voice that conveys understanding. Words plus tone equals authentic empathy.

3. Add “SPICES” to Every Conversation

At Ulysses, we coach associates on how to use their voices as tools for connection. One framework we teach is SPICES—a simple reminder that tone matters as much as words.

S = Smile: A smile in your voice is audible to customers.

P = Pace: Speak clearly and avoid rushing. Talking too fast can make customers feel dismissed.

I = Inflection: Vary pitch and emphasis to show interest and empathy.

(E, C, and S can be explored further in Ulysses Client Zone training materials.)

When associates apply SPICES, they transform flat statements into genuine expressions that reassure customers their concerns matter.

The Bottom Line

Next time you hear an associate slip into a hollow apology, give them the gentle reminder: “Say it like you mean it—and make me feel it.”

Tone of voice may seem small, but it’s the bridge between scripted words and authentic human connection. By helping your team build self-awareness, internalize customer concerns, and put SPICES into practice, you can turn lackluster responses into moments of trust that elevate the entire customer experience.

 

 

 

 

In her current capacity with Ulysses Learning, Dina is responsible for the day-to-day operations of the company and also serves as the chief client relationship executive, working with Fortune 100 clients and other progressive organizations to redefine the way customers are cared for. Under her leadership, Ulysses has been recognized for its work in transforming customer service, sales and coaching cultures through the development of emotional intelligence or “EQ,” enabling reps to confidently, consistently and expertly handle each customer interaction. The company has focused expertise in serving the healthcare, insurance, utilities, and financial services industries. 

Before joining Ulysses in 2001, Dina was responsible for the ground-level startup of two contact centers to serve bankers including Fortune 100 clients First Chicago, Harris Bank, American Express and Citibank.  This led to her role as call center lead consultant and division manager for an international learning organization prior to Ulysses. Outside of work Dina is actively involved in local volunteerism and enjoys cooking, gardening and nature walks.

Dina can be reached on LinkedIn or at dvance@ulysseslearning.com; for more details on Ulysses Learning visit www.ulysseslearning.com

Challenge Solved! Is sponsored by:

Ulysses Learning was founded in 1995 as a joint venture with Northwestern University’s world-renowned Learning Sciences department. Since then, Ulysses’ continued focus on research and development has earned it prestigious awards and recognition and, most importantly, the respect from its clients who rely on Ulysses for innovative performance improvement solutions that change with their rapidly developing and evolving environments.

Contact centers achieve profound business results ahead of schedule with Ulysses Learnings’ artful blend of patented simulation-based e-learning, facilitated exercises, coaching, and technology-driven tools, that redefine the way customers are cared for and transform customer service, sales, and coaching cultures. Ulysses has one of the only training systems proven to build EQ with its proprietary Framework with Freedom© approach, enabling reps to develop skills to empathize with others, build stronger customer bonds, and improve team dynamics with confidence, consistency, and excellence.

Ulysses Learning is a multi-year recipient of the Gold Stevie© Award for the best contact center customer service training.

Begin your contact center transformation now. Phone 800-662-4066 or visit www.ulysseslearning.com to get started.