Identifying & Leveraging Your Workplace Strengths

One of my favorite things about working for Incept is the approach we take to strengths-based management. We believe very strongly in identifying the strengths of our employees and, when possible, placing them in a role where they get the greatest opportunity to use those strengths every day.

Using this method, we spend the greatest amount of time allowing them to do what they are good at and offering praises and development on their successes and far less time identifying their mistakes and trying to get them to improve on their weaknesses. Not only does this improve the working relationship between manager and direct report, but it also ensures that individuals get fulfillment out of their job.

The biggest key to strengths-based management is helping an individual identify their strengths and (inevitably) their weaknesses. How does one go about identifying their strengths? There are several approaches a person can take to analyzing their workplace strengths.

Strengths-based Assessments

Firstly, there are many strengths-based assessments that can be found all over the internet. These tests will tell you about your workplace abilities, whether you are customer service-geared or more sales-minded, whether you prefer working with others or working alone. They can even tell you how you work with others and what type of environment plays best to your personality. Find a few assessments and give them a shot – you might just learn a little about yourself!


The second option is to do some self reflection. Spend some time thinking about the activities and responsibilities at work that give you the greatest joy. What do you feel most comfortable doing? Do you like when you are working with a group creating a new program? Perhaps you preferred the data entry project where you had a clear start and end point with solitary work. As you begin to identify the roles that gave you the most joy you also want to identify whether or not you had success in those projects.

If you really enjoyed data entry, but you had a 90% error rate, it is likely not your strength. Take each of the roles you enjoyed and begin analyzing the success or failure you saw with each. Once you find the activities in which you found joy AND success, you have likely found your workplace strengths.

Talk to Your Coworkers

Lastly, talking to your coworkers may help uncover some of your strengths. Although some individuals may be less comfortable pointing out weaknesses, ask them about the positive experiences. Maybe you ran a productive meeting with great results, or they learned a lot from you when working on a project; their input can give you a perspective that you haven’t heard before. Obtaining input from your coworkers can help you determine where your strengths helped others or helped the workplace overall.

Leverage Your Strengths

Once you have identified the strengths you possess you must begin to leverage them in your current role. If you have found that you excel at organization, try to take on tasks that emphasize that skill. For individuals who excel at the analytical side of things, begin using your analytical mind to be more proactive – identifying problems that aren’t there yet can be a huge win for your team.

As you begin leveraging your strengths you will not only gain greater satisfaction from your work, but it will be difficult for your manager not to notice your improvements. This doesn’t mean you should ignore your weaknesses; you simply highlight the things you are already good at while spending time improving upon the areas you struggle with.

In a job market that is moving towards the specialist versus the generalist, it is important to keep both strengths and weaknesses in mind as you work towards the career that fits what brings you the most joy and success. By highlighting where you excel, you can select the career that allows you an opportunity to exercise those strengths and experience the success we are all working towards!

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How to Change the Direction of Your Team Meetings

Each of us have been in a team meeting that has encouraged and motivated us. We left it with an exact understanding of where we are, where we as a team are going, and how we are expected to get there. Sadly, we have also been in meetings where the purpose was confused, and it seemed to go on forever without finding any conclusion. Those meetings feel painful, and hurt morale.  Sometimes, we have led these very meetings ourselves, and it hurts the Conversational Marketing Experts’ (CMEs) trust in our leadership.

How can we make sure that in the future we create opportunities for growth and clear messaging between team members? How do we do so in a way that is entwined with our values? Are we using our values as clear markers on our path? Or are our frustrations allowing our meetings to get out of control?

Here are 8 steps to help make your meetings more effective, positive, and in-line with whom we are as the Incept Family:

(Side Note: These steps are highly helpful for overall productive general meetings, as well as meetings with strategic purposes. For Special Purpose Meetings, as well as Brainstorming/Objective Meetings, other techniques would be extremely helpful too.)

Team Meetings: What Should Teams Expect?

  1. Have a Clear Purpose. This is not open floor/time to complain. Make sure that the agenda is clear as to the purpose of the meeting. All discussion must be centered on the topic at hand. This is NOT the time to go off the cuff. A team meeting can quickly devolve if your objective is not clear.
  2. Enforce Strict Timing. Set a start and finish time prior to the beginning of the meeting. If the meeting has multiple items on the itinerary, set time to each of them. If there is no concise decision, set another time to continue/finish the discussion, but never drag the meeting on. Finish on time, always.
  3. Location, Location, Location. Team meetings should take place in the rows, if at all possible. If not, they should take place in private settings away from other CMEs, so as to not distract the team or those outside the meetings. Make sure that the TV is off, and that no other events are happening nearby.
  4. Don’t Wait for the Meeting. Make sure that anything that can be accomplished or decided outside of the meeting is done so prior to the meeting. This lets the CMEs realize the value of the meeting without having to go through a ton of nonessential material. If there is an issue that tends to affect less than the whole team, tackle it with those members privately, not as a whole, especially if it is negative.
  5. Embrace the Good, Sandwich the Bad. Topics should be either “Positive, or Moving Forward or they should be approached in a “Sandwich Method”, with the most time spent on the “Top Bun” of the discussion. If something negative needs to be discussed, make it something for the team to tackle.
  6. Let Team Leadership Run Some Meetings. This is a perfect opportunity to allow possible leadership within the team take a significant responsibility, and it allows for growth opportunities within the ranks. This will also allow you to gauge how their peers would react to their future leadership within the company.
  7. Pay Attention to Your Meeting Structure. Make sure that the meeting topics are structured in a “What Was, What Is, Where Will We Be Going…” structure. It is important to give each member a clear vision of why we as a team are headed in the direction we are going. While some members do not need that much information, it regularly benefits you to give them enough understanding to see both the path behind them and the path in front of them while leaving the opportunity open for those CMEs with questions to come forward later and ask them.
  8. End With Calls to Action. Each session should end with action items. Make sure everyone is clear of next steps. The meeting should be closed with a summary of actions moving forward. The following should be answered:
    1. Who will do what by when?
    2. How and through what means will it be communicated?

How do you make sure your meetings stay on the right path?

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Don’t Be Afraid To Say Yes!

From the moment I started my career with Incept, I began learning that the vast majority of the opportunities I would be faced with would come from tasks that I originally felt incapable of doing. When I started with this company 5 years ago, it was for the sole purpose of working my way through college. I had heard great things about their management, the culture, and the lives the work benefited and thought that if I was going to spend a lot of time working it might as well be enjoyable.

I had never worked in a contact center before and to say I was nervous was an understatement. At the time that I had accepted the position with Incept I thought to myself that I was in over my head; being a shy person and agreeing to talk on the phone all day every day was just silly. As I went through training and graduated to the floor, however, I quickly realized that the opportunities this role could bring were only limited by what I chose to do with them.

After a relatively short time on the phones I was approached by one of my managers about a new opportunity. When asked to assist with coaching other Conversational Marketing Experts (CMEs) my initial thought was that there was no way anyone would listen to someone who had been doing this job for less than 5 months. Instead of letting the nerves get to me, I decided to say yes.

As I became a coach, and then a trainer, I quickly realized that the best opportunities often arose out of situations that I was a little scared of. Many times I was asked to take on responsibilities or tasks that I had no experience with and felt less than capable of doing (let alone doing well). Instead of shying away from these responsibilities I went in full force. I spent time learning from others who were already skilled at the role, researched the things I didn’t know, and tried to be as open to constructive criticism as possible.

After a few months of training, an unexpected opening became available on the recruiting team. I accepted the opportunity immediately but spent a great deal of time on a variety of tasks convincing myself that I wasn’t capable of filling the role. It wasn’t until I had the opportunity to work for someone who had more confidence in my abilities than I had in myself that I really began thriving.

Although I was consistently pushed to go outside of my comfort zone and try new tasks that I was not experienced in, I learned more in a one-year period than I had in my previous seven years of working combined. I spent that year taking on responsibilities and gaining experience in a field that I had no prior knowledge of.

Since that first year in recruiting I have become much more confident in my abilities. I provide input without reserve, and I know my processes inside and out. I firmly believe that accepting opportunities and saying yes to things that I was unsure of has gotten me to where I am today. By opening myself up to these new opportunities I have had 5 successful years at a company that I feel truly values my hard work.

Jimmy Carter once said “Go out on a limb. That’s where the fruit is.” Those 10 simple words could quite possibly be the biggest lesson you will learn in your entire career. If you spend your time wavering on difficult decisions, turning down opportunities because you lack the confidence to say yes, or doubting the skills you bring to the table, you will continue to miss out on what could be the most fruitful experiences your career and life have to offer.

When was the last time you went out on a limb?

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5 Steps to Avoid Settling in Hiring Decisions

Occasionally in the hiring world you will be tasked with filling a position that seems to take all of the time and energy you’ve got left. Especially when dealing with a critical role within your organization it can feel nearly impossible to find a candidate that fits all of the specific qualities and responsibilities you require.

When you have been searching for the perfect candidate for what seems like forever, it can become very easy to settle on a candidate that almost fits what you are looking for. Next time you feel like you may be settling, take a moment to follow a few simple steps to get yourself back on track:

  1. Take a breather. Bringing on a new hire for a specific, specialized role can be very demanding. Between reviewing hundreds of resumes, phone interviews day in and day out, and interviews where you ask the same questions over and over again, the process itself can be exhausting. When you have been searching for the right fit for months it is easy to get caught up in the struggle and begin considering your need to settle. At times, I have asked myself if I am being too harsh or expecting too much; perhaps the candidates I have turned down are better than I originally gave them credit for. When these questions start to arise I know that it is time to take a break. I take time to remind myself that I have created the job description that is necessary for success, and if I haven’t found a matching candidate, I haven’t found my hire.
  2. Revisit the potential fallout of hiring the wrong candidate. Before you make an offer to a candidate about whom you have reservations, remind yourself what happens when you don’t wait for the right fit. A bad hiring decision can not only cost the company financially, but it can also have lasting negative effects on coworkers, company culture, and future hiring decisions. Remind yourself of the benefits of finding the right fit and become steadfast in your search for an “A” player again.
  3. Reconsider your source of applicants. If you don’t like the fish you are catching, perhaps it’s time to look for another lake. If you are posting your jobs to a single source you could be greatly limiting the type of applicants you receive. Instead, try posting to a few different sites and evaluating the candidates you hear from. You may find that one source works better than another or that two sources provide a nice, diverse candidate pool; no matter the outcome, it is important to pay attention to your data. By trying new sources you can ensure that your postings don’t go stale and that you are opening yourself up for a larger audience of job seekers.
  4. Revisit the needs of the role. Although you do not want to settle, revisiting the job description can ensure that everyone is on the same page and that you are keeping your eye on the ball. By reviewing the role’s needs and responsibilities you can ensure that you are clear and focused on what qualities your candidates must have. Upon review it is okay to revise and edit the qualities you want in a position. If you find that you are in fact being too harsh, don’t be afraid to make revisions in order to find the right fit – just ensure that it still fits the needs of the company.
  5. Get a fresh start! Now that you have taken a breather, reminded yourself of the importance of the task at hand, reconsidered your sources, and revisited the needs of the role, it is time to get back to work. Begin your process anew by forgetting about the candidates who haven’t worked out and focusing on the ones who might. As you begin to meet with new candidates, keep your quality standards in mind and keep pushing towards that perfect “A” player!  

How do you avoid settling when it come to making hiring decisions?

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Customer Service Tips: Dealing With Escalations

This blog comes to us from Incept Saves Coach Jordan Roman.

Hello, my name is Jordan Roman. I call for Incept‘s Blood Bank division (Incept Saves) and have been doing so for about eight months now. The one thing I’ve had the hardest time getting used to and handling is the upset and/or angry donor. This can be one of the more uncomfortable situations to deal with, but mastering the skill of calming down a donor will greatly benefit any Conversational Marketing™ Expert (CME) and, furthermore, anybody in customer service. So let’s get into it.

Stay Neutral

One thing I cannot stress enough is that the old saying is proven to be true. It’s not what you say; it’s how you say it. Staying calm and neutral in an upset donor situation is key. Use a professional vocabulary, and be as informative as possible. Use a slow, calm voice in response to donor concerns. Another important thing to remember is that you have to care. Show these donors you really feel for them and understand their problem. Let them know you are only here to accommodate the best that you can.

Identify the Problem

The first step in dealing with an angry donor is to identify the problem and the origin of the donor’s rage against you or the client you represent. More times than not, the predominantly voiced concern is not usually the reason the donor is angry. This is cause for one to delve deeper with probing questions. For example, if the donor rages on about call frequency or getting the calls in general, find out why the don’t want the calls. It is possible that the donor cannot donate due to a medical deferral that has been constantly miscoded.

This will lead to copious calls with an upset donor. I find the more we call these donors, the less information we receive from them, because most of the call consists of them wanting to be removed from our calling list. Information is power and the more we can get the better we can update records to not be called (if we should not call them).

Offer Solutions

Once you have undoubtedly discovered a donor concern the next step is to act as the doctor and remedy the situation. Let the donor know you will update their profile with this more detailed information. If they do have a medical deferral that has been miscoded, remember to get a date if the program allows. If they’d like to be removed from the calling list, do it the right way. Explain that it may take up to 72 hours to take effect. Again, try to be as informative, professional, and neutral as possible.

Close Positively

Last but not least, remember to close sincerely. Bad food always has negative comments regarding its aftertaste. We don’t want to be bad food. You want to leave the donor (or customer) with the idea that no matter how mad they get at us or how much they refuse to donate, we still always appreciate their past support. You wouldn’t believe how closing positively can benefit CMEs and the clients they call for.

Consider this example:

I took an inbound call a few months ago. The caller stated she felt bad for being completely rude to one of my coworkers who had called her earlier that day. However, since the girl was so polite to her and very genuine about helping her in any way possible, she scheduled an appointment with me and scheduled four of her friends as well.

That is, by far, the best example of success through sincerity.


Of course, by nature, our occupation will put us in the handsets and cell phones of unwilling and angry donors. Knowing this, being an expert in diffusing these volatile situations, and turning them into results is a must in the CME toolkit (and for anyone else in the customer service industry, for that matter).

What other tips do you have on dealing with customer call escalations in positive ways?

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Happy Fourth of July from Incept!

If you count all the way from 1776 to 2014, then you know America is celebrating its 238th birthday.

From the Incept family to yours, stay safe, enjoy the company of your family and friends, and have an excellent Fourth of July! Happy birthday, America!

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Maintaining Positive Attitudes As Customer Service Agents

More people now than ever before are working in the customer service industry, predominantly in telecommunications and other lines and programs of contact center work. Some of these folks have worked in this industry for a while, while other people are newcomers and are still actively developing.

The fact of the matter is this: your own company’s agents are the first impression, the first point of contact, and the start of the conversation that your organization will have with the customer. It is easy to forget that in talking to hundreds of people per week. Believe it or not, that can take a toll on someone’s mental psyche. At the end of a workday in a contact center, many agents prefer not to talk on the phone during their off-time. Who would’ve thought?

We have a saying at Incept that coincides with our value Present, and, basically, it is that we must be present in our work lives when we are here at the office and strive to do our best to be mentally sharp, focused, and ready to produce results that have positive impact. It does also have an alternate meaning. It can mean to also strive to be present in your home life. When you are done with the workday, it is a value meant to encourage employees to always remember they have a life at home and of their own.

What does this mean to you if you are a contact center Team Lead or part of management?

We have all heard, “Smile! The customer can hear it in your voice.” That is a true statement. Even if there is no face-to-face contact between the rep and customer, the customer can definitely get a sense of the rep’s attitude through the way they are talking. It isn’t always easy trying to be pleasant with everyone, as a customer service agent or representative, especially when you have troubles going on in your own personal life.

What You Can Do To Keep A Positive Attitude As A Customer Service Agent Despite Outside-of-work Problems

  • Focus on your job. Sometimes work can serve as an escape from our problems at home. One of my Vice President’s, Dave Walter, had some of the best advice for our own Conversational Marketing™ Experts (CMEs) who might be experiencing trauma in their personal lives that carries over to their professional work. He said, “Focus on leaving your problems at the door and relax. Your problems are going to still be there when you clock out and go home.” This is true. For some people, work can actually be a sort of getaway from the circumstances of our home lives and, ultimately, an environment in which we can better ourselves without focusing on what it might be that is bringing us down.
  • Talk to your H.R. manager about what is bothering you. At Incept, we truly have a human resource department that goes above and beyond in helping our employees. Sometimes all it takes to feel better about a situation is an open ear to let it out to. A third-party perspective is always good to hear. Human resource managers and directors are often also sources of legitimate guidance. If you are stressing about money problems and money management, they can guide you towards groups and give you information on how to handle monetary problems. If you are having personal issues, such as domestic violence or other similar situations, they can also serve as a third-party who can help you resolve your immediate issue in a private manner. If you feel like you need mental counseling due to outside work circumstances, many H.R. managers have the resources to point you in the right direction towards receiving help. I write about this with our own H.R. director in mind, as Lee-Ann Zackiewicz has served many of our own employees with a helping hand over the years.
  • Listen to music on your breaks or have some quiet time to think to yourself or meditate. Music has a healing effect on many people. It has the ability to convey what people feel when they lack the ability to find the words to describe what it is they are feeling. Take some time on your lunch or a break to simply get some time to yourself and listen to a few uplifting tunes. You’d be astounded at what the right song can do for your mood.

These are just a few suggestions towards taking an active stance on maintaining a healthy attitude and mental state in the workplace. What are some other suggestions?

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Effective Management Hiring Practices in the Contact Center

In my last blog post, we talked about some of the common hiring pitfalls that recruiters can experience when hiring management candidates.

Although these pitfalls can be easy to fall into, once you put in place an effective hiring process, you will see the results you’ve been working so hard for. Once you see success, you’ll never want to go back to the hiring mistakes of the past! When you have a culture as strong and tight-knit as Incept’s, it can be extremely important to your success that you hire the right candidates for your roles. To do this, there are a few key steps you can take in order to ensure you find the right fit for your position. Let’s talk about it.

Healthy and Effective Hiring Processes for Contact Centers

  1. Create a Job Description - This often seems like such an easy step, but if it’s done wrong it can derail your entire effort. When looking at the role in question, it is pertinent to explain why the role exists, what they will be held responsible for, and what values or qualities they should possess. After all, if you don’t know what you’re looking for how will you know once you’ve found it? Be sure to set clear and measurable responsibilities for the potential hire so that you can compare how closely they fit your description.
  2. Coordinate the Team’s Efforts – One of the biggest pitfalls we discussed in my last blog post was not making sure everyone is on the same page. This not only decreases the amount of useful information collected, but also increases the amount of wasted time spent rehashing the same questions. Before conducting interviews, set a meeting with everyone involved in the hiring process. Outline what phase each person will be a part of and what information they will be responsible for covering. If you cover x, he covers y, and she covers z; no one should be spending valuable time covering the same information already discussed. Instead, each person will collect notes on their portion of the process and provide the information to the team at a later time.
  3. Stick to the Facts – It is easy to get caught up in good conversation or to skip over the details of a previous position. Make sure that you are asking questions that explore relevant situations further and that elicit information regarding the types of responsibilities and skills you are looking for. If a candidate can provide results and responses from previous experiences that closely relate to the role at hand, then you can begin to compare their likelihood for success. If the candidate begins to delve into experiences that have little or nothing to do with the job at hand, direct them to other parts of their career history that may prove more beneficial. The key here is to avoid the pitfall of using gut instinct, and remain rooted in the facts of the information provided.
  4. Reconvene to Compare Notes – As each interviewer focused on their portion of the process, it is important to share that feedback with the group and ensure everyone is on the same page. Although each individual focused on different aspects, there will likely be overlap in certain skills, results, or red flags. If everyone is on the same page with the same information, it will be much easier to come to a consensus on whether or not the candidate matches the role in question.

Recruiting a management candidate can be a long, tiring process regardless of the scope of the role in question. The key to success, no matter the role, is to follow the above four guidelines to ensure you avoid the hiring pitfalls that can be so common. By clearly outlining the role, coordinating efforts, sticking to the facts, and comparing notes, you can ensure that your recruiting team is on the same page no matter the hiring decision.

Following these simple rules can help your team see a greater degree of success and skill in the candidates you interview and the individuals you bring to your team!

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Contact Center Management Hiring Pitfalls

Incept has been fortunate to continue growing over the past several years and adding not only to our team of Conversational Marketing™ Experts (CME), but also to the supporting management staff. As we grow larger and larger, it is important to us that we maintain a large enough dedicated staff to help our CMEs through each phase of their employment with us.

We are dedicated to our values and with each new hire, we try our hardest to ensure that they are a fit for us and that Incept is a fit for them, their needs, and their skills. When hiring for our management roles, however, we underwent quite a change in the management hiring process to promote further success.

One of the things we noticed as we reviewed our previous process versus the other processes out there was that we were often employing some very common, very ineffective interviewing techniques. As we began to look at what we were doing and where improvements could be made, we began to realize that there were some key pitfalls we were experiencing that were also fairly common in the recruiting world.

One of the largest hiring mistakes we made was relying too much on gut instinct. What we were doing was basing hiring decisions off of how we felt the candidate fit the role or how much we enjoyed the conversation. The key error here is using gut instinct to determine how well a person fits your role. If an applicant is a good conversationalist, friendly, or even just outgoing, it can often be misinterpreted as skillful. While a person may have a dynamic personality, they may have little or no experience or results to back up their claims. Going off of your gut instinct allows you to be fooled by individuals who are practiced interviewers.

Another pitfall we frequently experienced was attempting to gain knowledge by having candidates meet with a long line of interviewers. The goal here was to collect as much information on their experiences and their skills by having them meet with multiple individuals. The problem with this strategy comes into play when the individuals conducting interviews do not coordinate their efforts. When this happens, the candidate typically ends up answering the same questions from a host of individuals and providing very little information that is actually useful. These candidates often spend quite a deal of time catching up with each interviewer, spending time on idle chit-chat before the interview starts, and then rehashing the same old information they’ve already provided – wasting the time of the candidate and the interviewers alike.

Aside from these larger concerns, there were several other minor changes we made that were fairly easy in terms of implementation. One example of these minor changes was a change to the way we viewed our pre-employment testing. Whereas before we relied pretty heavily on how a person scored to determine their fit, we instead began to look deeper at their interviews, with testing simply providing additional information. This has proven to bring candidates out who may not have been recognized otherwise. Additionally, we worked on eliminating irrelevant questions. By providing very clear-cut guidelines for the conversation, we began to eliminate the questions that provide little to no useful hiring information.

Although these were the pitfalls we noticed most frequently, there are all types of hiring pitfalls that recruiters can experience. The key to reviewing your management hiring process is to begin by taking a long hard look at the process itself and then determining if it’s really producing the hires you need most.

Be honest with yourself about where you are experiencing pitfalls and why they are occurring. It may be nerve-wracking or difficult at first, but once you begin to see the error in the method, it becomes much easier to fix the problem!

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A Glimpse at the Cognitive Science Behind Daydreaming & Contact Center Agents

Have you ever found yourself just sitting there at your desk in a deeply focused state staring in a stoic manner at your monitor? Feels good, doesn’t it? Vegging out and just letting your brain waves vibrate. You just caught yourself what feels like a mental wave, and you’re hanging ten, dude.

Every teeny, tiny pixel silently singing and buzzing away as you continue to blankly look at the screen, blinking just a few times per minute. The thoughts are racing as a multiverse of endless possibilities unfold inside that cranium of yours. You are viewing yourself in third person as hypnagogic-like images of being a super hero, rock star, superstar athlete, or something else (anything else) fill your head based upon your individual loves, fears, hopes, and dreams.

All of this abruptly interrupted with the commotion of your coworker spilling his morning cup of Colombian brew on himself. The daydream is over now, and you are once again a part of the wakeful world around you. Pretty cool considering that whole moment was most likely less than fourteen seconds, but it felt like an escape.

The Research Behind Daydreaming

Studies on the topic of daydreaming conclude that most folks daydream for almost 47% of their typical day, not including their sleeping hours, obviously. Daydreaming is a ridiculously awesome thing that we humans do. We might not live in a perfect world around us, but daydreaming gives us the opportunity to live outside of ourselves yet within our own minds where everything and anything we can literally think of is a lucid possibility – even if only for a moment. That is a beautiful thing.

Daydreaming is actually a very good indicator for an active brain. In a contact center environment, a well-seasoned or skilled agent can feel sometimes bored with their tasks and calls. When the human brain feels like a task is easy or repetitive, it has the tendency to take the overflow of brainpower needed to do the task and focus it on other things. This can lead to things such as daydreaming.

While there is the obvious con of detracting from active listening skills, daydreaming can actually be a time when the brain is most active at trying to piece together new skills and information.

How Does Daydreaming Tie Into The Contact Center?

Our daydreams are focused mostly on the goals we want to achieve or things we most want to feel in life. Athletes dream before becoming professionals from the time they play little league to the time they make their first big league play. This is comparable to a contact center agent who is doing their very best with regard to their customer, so that they may be able to one day fill that future management spot after gaining experience.

The subject of daydreaming is vast, and it can offer many different insights into how someone is thinking or feeling at a given point in their life.

Many contact centers will have mandatory (albeit anonymous) employee satisfaction surveys. The industry clearly supports constant analysis of how we are doing, culturally, fiscally, and so on, but what about our concerns? How often do we ask our employees what is it that they hope and dream about? What is something you wish to achieve? What is it that you are looking to accomplish by working in this very contact center?

At Incept, we believe in showing empathy to customer circumstances with the donors and customers we speak with. It not only serves our purpose of “being human” with them, but it also opens up a constructive dialogue between the agent and the person on the other end of the phone.

This excerpt of info comes from

“Research published in Psychological Bulletin indicates that people who daydream are more likely to have empathy. Studying Israeli high school students, researchers observed that students with high scores on the Daydreaming Scale of the IPI demonstrated more empathy than students who scored low on the scale. Spend more time daydreaming, and you just might become a more compassionate person. “

While you may not directly encourage your employees to actively daydream at their work stations, it is something to consider. Consider providing them with a place to chill out and relax, such as a break room with posh and comfortable seating away from the noise of the contact center.

Hopefully this brings to light that a daydreaming employee isn’t always necessarily a bad thing for a company to have.

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