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A: Great question, and one we know many of our clients are grappling with. Here are some training strategies that are time-tested and guaranteed to make your holidays brighter

 

As we all know, the final weeks of the year are often the busiest—and most emotionally charged—period for call centers. Spikes in customer demand, year-end performance goals, seasonal staffing gaps, and the general pressure of the holidays can leave frontline agents feeling overwhelmed. It’s a time when burnout risk is high, customer sentiment is volatile, and leaders are juggling competing priorities at once.

In all of our contact center leadership discussions we consistently hear the last four to six weeks of the year shape both employee morale and customer loyalty heading into the new year. There is an old phrase that “happy employees make for happy customers” and I have seen this play out in many customer conversations.  How organizations support their teams during this crunch period determines whether the year ends with momentum or fatigue.

Organizations that focus on investing in the frontline team during peak seasons can   transform end-of-year stress from a challenge into an opportunity for team building, performance improvement, and long-term resilience. Here are some best practices shared by our clients:

 

Micro-training focusing on EQ

During December, call volumes rise, customer emotions run high, and agents are asked to deliver patience, empathy, and accuracy—often while feeling strained themselves. Many companies focus on technical or product training but overlook the emotional intelligence (EQ) skills that help employees manage pressure.

Short, targeted micro-lessons can provide just-in-time support. The key is to focus on those areas creating the most tension for our frontline team members such as: 

     o Grounding techniques for moments of overwhelm

     o Scripts for de-escalating stressed or frustrated customers

     o Conversational skills to help agents shift from reactive to resourceful thinking

     o Quick self-care resets agents can use between calls

Because micro-learning is brief and actionable, it fits easily into a call center rhythm without pulling staff off the floor for extended periods. Even a few minutes a day can help agents regulate stress and remain present with customers.

 

Seasonal Scenario-Based Simulations

One of the biggest contributors to end-of-year stress is unpredictability. We have a saying that “customers do not wake up hoping to have to call a contact center with a problem” however, during peak season that is exactly what happens and it is the agent’s job to manage not only the problem but also the emotion.  When agents are unprepared for seasonal surges, stress amplifies for both sides.

Scenario-based simulations allow agents to practice in a safe environment creating new muscle memory.  This ensures when the tough calls come, the agents are prepared with how to respond in the best possible manner.  from high emotion customer situations to complex troubleshooting. 

Training agents on the exact types of interactions they’ll face increases confidence and reduces cognitive load. When people know what to expect, stress decreases and performance rises.

 

Train the trainers.  

While we design training for frontline staff, we find the biggest impact comes when leaders receive targeted coaching as well.

Supervisors set the emotional tone during high-stress periods. I liken this to when I am traveling on an airplane.  When we hit turbulence, I always look at the flight attendant to determine if this is just a bump in the flight or a time to worry.  When the flight attendant appears calm, it creates a sense of calm for all the passengers.  The same goes for the supervisors in a contact center.  Agents are watching to see how they should respond and they want to safe, supported, and valued especially when workloads peak.

Leadership micro-courses can teach managers how to:

     o Recognize burnout signals early

     o Conduct supportive 1:1s that focus on emotional check-ins, not just metrics

     o Deliver feedback with clarity and compassion

     o Communicate transparently during high-volume periods

     o Create team rituals that reinforce positivity and connection

     o Set boundaries and build reasonable expectations

When leaders model calm and empathy, employees mirror it back to customers. Training managers ensures they’re equipped to guide and manage teams through the busiest stretch of the year.

 

Reinforce the positive, not the negative

End-of-year stress can sometimes push call center culture toward hyper-monitoring, focusing on errors, and emphasizing speed metrics. While metrics matter, agents under pressure perform far better when they receive positive reinforcement, not just corrective coaching. One client shared they celebrate even the smallest wins like it is Superbowl Sunday. Recently an executive shared he shifted the focus from celebrating hitting a specific target to celebrating progress to the target. The results have been impressive. The lowest performers have made marked improvement now that they seen they can move the needle on their own development. 

Consider using short training modules that:

     o Highlight examples of excellent customer interactions

     o Review real success stories from within the call center

     o Provide “what great looks like” breakdowns

     o Celebrate customer compliments

     o Reinforce service values, not just KPIs

Recognition boosts morale and reduces stress. It reminds employees they’re not just solving problems; they’re delivering peace of mind during the most stressful season of the year.

Plan ahead

Don't wait for the holiday decorations to be up before you plan. In fact, plan now to start your year-end training in September of next year! But coming into December, be sure to spread your training out to be sure your teams can balance time on the phones with time off. Sometimes this is hard with year-end certifications, but there are several ways to combat the crush:

     o Break long modules into multiple short, self-paced segments

     o Offer mobile-friendly options for downtime learning

     o Extend completion deadlines into January whenever possible

     o Provide “learning breaks” instead of scheduling full training blocks

     o Use learning nudges that remind rather than pressure

When training is flexible, employees are more engaged and receptive, especially when time is limited.

Amp up your communications to support well-being

While training provides skills, culture provides stability. Stress increases when employees feel uninformed, unsupported, or disconnected.

An effective end-of-year communication strategy includes:

     o Weekly updates on call volume expectations and staffing

     o A transparent summary of year-end goals and what leadership is prioritizing

     o Clear guidance on how to handle surges

     o Encouragement messages from supervisors and senior leaders

     o Reminders of available mental health or employee assistance resources

Taking the time to communicate whether it is a quick email, chat or team huddle will help people feel connected to the company and the work everyone is doing.  The key to communication is sharing the “why”.  Agents are more likely to stay engaged during peak when they understand the “why” behind the ask. 

Lean Into Kindness and Humanity

In call centers, the last weeks of the year bring out the best and worst in customers. Some callers are grateful. Others may be hurried, emotional, or upset. Agents are often navigating these interactions while managing their own personal holiday stress.

Training, communication and ongoing coaching are the most powerful tools for reducing seasonal stress. The end of year peak season can be less chaotic and more intentional when approached with a plan.  

When employees feel equipped, supported, and appreciated, customers feel it too.

And that’s the true win, not just for the end of the year, but for the year ahead.

Wishing you the warmest of holidays and a happy new year.

 

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

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