Contact center leaders face a constant tug-of-war between driving performance metrics and nurturing team relationships. This month, we explore this challenge and offer a fresh perspective on achieving harmony between these seemingly competing priorities.
Many contact center leaders view results and relationships as opposing forces. On one side sits productivity, KPIs, and efficiency. On the other, employee wellbeing, engagement, and workplace culture.
But what if this perceived dichotomy is actually preventing optimal outcomes in both areas?
The Reality: Results and relationships aren’t opposing forces—they’re interdependent elements that, when properly balanced, create a self-reinforcing cycle of success.
The conventional wisdom suggests sacrificing relationships for short-term results or sacrificing results for stronger relationships. However, research increasingly shows that:
- Teams with strong interpersonal connections demonstrate 21% higher productivity
- Contact centers with higher employee engagement scores report 41% lower absenteeism
- Agents who feel valued handle customer interactions more effectively, improving CSAT scores by up to 18%
These findings suggest the relationship-results tension isn’t a zero-sum game—it’s a potential multiplier effect.
A Different Approach: The “Moments Matrix”
Instead of choosing between relationships and results, effective leaders identify critical moments where these elements intersect:
- Performance Conversations: Transform review sessions from metric-focused critiques into collaborative growth discussions
- Crisis Moments: When service levels drop or queues spike, how leaders respond defines both immediate results and long-term team trust
- Recognition Opportunities: Celebrating both metric achievements and relationship-building behaviors reinforces their equal importance
- Process Changes: Involving agents in efficiency improvements demonstrates respect while driving better outcomes
What Leaders at All Levels Should Focus On:
1. Frontline Team Leads:
- Create micro moments of connection during busy periods—a quick check-in or word of encouragement takes seconds but builds lasting rapport
- Teach the “why” behind metrics to help agents connect emotionally to performance goals
2. Middle Management:
- Establish feedback loops that capture both quantitative and qualitative insights
- Design incentives that reward both performance and supportive team behaviors
3. Senior Leadership:
- Model the balance by demonstrating care for individuals while maintaining clear performance expectations
- Allocate resources to support engagement initiatives that directly connect to operational improvements
The Paradox Solution
The most successful contact center operations embrace what we call the “performance paradox”: the understanding that sometimes slowing down to strengthen relationships ultimately accelerates results.
This might mean:
- Investing time in coaching conversations rather than simply directing behavior
- Creating space for team connection that builds resilience during high-pressure periods
- Designing workflows that consider both efficiency and agent experience
As you navigate the daily challenges of contact center leadership, consider:
- Where are you creating false choices between people and performance?
- How might investing in relationships today generate better results tomorrow?
- What small adjustments could better align your team’s emotional connection with your operational objectives?
The most effective leaders don’t choose between results and relationships—they recognize that in the complex ecosystem of contact centers, sustainable success requires both. The question isn’t which to prioritize, but how to integrate them into a cohesive leadership approach that improves both simultaneously.
“In the end, we don’t just want agents who hit targets. We want agents who understand why those targets matter, feel invested in achieving them, and support each other in the process. That’s when the magic happens.”
Join The Conversation
What’s your leadership approach when it comes to the results vs. relationships balance?
- Do you naturally lean toward driving metrics, or building connections?
- What strategies have you found most effective at integrating both priorities?
- Can you share a specific moment where investing in relationships directly improved your results (or vice versa)?
- What’s the biggest challenge you face in maintaining this balance?
Remember, there’s no single right approach. We learn best by sharing our diverse perspectives and experiences.
Let’s build a community of practice around this critical leadership challenge.
