“Over and out” is a signal in radio communications to indicate the end of a transmission, especially when the speaker is finished and not expecting a response. It is a way to say goodbye — clear and final.
I know this isn’t radio, but it is the end of a transmission. This article will be my final Idiom Insights submission. I have been a proud contributor to Contact Center Pipeline since 2009 and have (I believe) 136 published articles to my name. Thank you, Pipeline, and especially Linda Harden with whom I have worked happily in varying capacities since the early 1990s.
This chapter is closing for us here at PowerHouse Consulting and this article is my signal that Idiom Insights is signing off. After 38 years, we have made the difficult decision to close PowerHouse. It has been a great run with incredible experiences. Naturally, I feel a little nostalgic, so I would like to share how I got here and what I have learned along the way.
How I Got Here
Like so many of us, I did not set out to build a career in Contact Centers. But every step brought me exactly here.
My early days were rooted in telephony, which I quite literally married into. In 1979, I went to work for my husband, David, who was opening a branch office of an “interconnect” phone company. I started by handling calls and dispatching technicians, but soon found myself on the installation side. It was here that I got my start in training, system design, and project management.
The 80s and 90s brought sweeping changes: deregulation, the rise of 800 numbers, centralized services, and the digital transformation of telephony. ACDs became mainstream and the simple business phone — once a 40-pound copper-linked device with flashing line buttons and no voicemail — suddenly became a strategic asset. The Call Center emerged as the “new alternative channel” before that term even existed.
“Always deliver more than expected.”
—Larry Page, Google Co-founder”
We ran our own interconnect business from 1980 to 1986 before founding PowerHouse Consulting in 1987. We left behind the tools and service calls to help clients align technology with business needs and provide practical, real-world strategies to close the gap between promises and operational reality. Nearly four decades later, I have had the privilege of working with incredible clients across industries and around the world. While each engagement brought new lessons, the heart of the work stayed the same: assisting organizations to deliver better experiences by aligning their people, processes, and technology.
Over the years, I have gathered my share of lessons about Contact Centers, leadership, and the fine art of keeping a business afloat. And I can tell you that it is not for the faint of heart! None of what I share is theory from the ivory tower. It is real-world stuff learned in the trenches and polished over time, some of it the hard way. So, if you are ready for some straight talk — the kind that sticks — let’s dive in.
I. Think and Act Strategically
I have written volumes on strategy, and honestly, I could keep going, but let’s not get high-fallutin’ about it. Too many Contact Center leaders have slipped into survival mode and lost sight of strategy, especially in the post-pandemic mess. The good news? Strategy is not magic and not reserved for boardrooms. It has a set of deliberate actions that help you get out of the weeds and back in charge. Here are some practical steps to help you regain your footing.
Define and Operationalize the Customer Experience (CX)
If you have read my work over the years, you know what I have long said. If the Customer Experience is not clearly defined, it is nearly impossible to deliver. So, if the top brass has not done it, step in and take the lead.
A coach, by definition, is a “person” who teaches and trains. It is not a bot!
Break down those brand promises — personalized service, knowledgeable agents, prompt response, accurate answers, one-and-done, omni-channel access, reliable technology, etc. Once defined, these elements can be operationalized. This is where Contact Center leaders can shine. Turning strategy into real-world processes produces real CX outcomes. I have seen tremendous success when leaders grab this and run. And if you want the deeper playbook, it is all there in Contact Center Pipeline archives. There are years of lessons that I have had the privilege to share.
Manage Visibility
Visibility is your greatest asset, but it is a double-edged sword. Too often, Contact Centers operate in the shadows, behind the scenes and out of sight when it comes to leadership. Your job is to change that. Start by measuring and presenting the right data in the right way. Highlight the impact your center has on Customer Experience, loyalty, and most importantly, the bottom line. When you manage visibility, you do not just manage perception. You open the door to influence and opportunity. Leaders who make their teams visible by showcasing results and driving conversations make a big difference in an organization’s success.
Regard Information as Currency — Convert ROI to Return on Information
Stop selling “cost savings.” Start trading in insights. Your center isn’t just a cost center. It is an intelligence hub. Spend your information currency wisely to drive growth, improve Customer Experience, and elevate your business. In today’s data-driven world, your Contact Center holds valuable information that can unlock new opportunities. Instead of focusing on just expense reduction or metric performance, focus on how the intelligence gathered by your team can impact the broader organization. This is the Return on Information, insights that provide strategic direction and increase value across the enterprise.
Get a Seat at the Decision Table
Influence starts by showing up where decisions are made. As a Contact Center leader, earning a seat at the decision-making table is not just about attending meetings. It is about demonstrating your value through strategic insights and actionable data. To get noticed, you need to shift from simply reporting issues to providing solutions and valuable intelligence that drive business outcomes.
You earn that chair by contributing more than complaints about challenges; you offer well-thought-out recommendations backed by data and aligned with the company’s broader goals. Whether you share insights in customer interactions or identify opportunities for process improvements, your role is to bridge the gap between Customer Experience and the strategic goals of the business.
Influence starts by showing up where decisions are made.
When you bring this kind of value to the table, decision-makers begin to see the Contact Center not as a support function but as a crucial partner in shaping the company’s future. That is how you not only get a seat, but keep it by influencing decisions that impact the business in the long-term.
II. Control Demand and Optimize Capacity (The Operational Foundation)
Conduct an Arson Investigation
In the world of Contact Centers, it is easy to get caught in the endless cycle of “putting out fires.” But if you are always in firefighting mode, it is crucial to step back and perform an “arson investigation.” Instead of reacting to each flare-up, focus on uncovering the root cause of the issue. Ask critical questions. Where is the demand coming from? Is it a process breakdown, a lack of training, an underperforming technology, or something else entirely?
Demand often traces back to gaps in people, process, or technology. These are the areas that need attention before they lead to larger problems. By identifying the origin of the issue and addressing it head-on, you not only put out the flames. You also prevent future fires from starting. This proactive approach not only helps you manage demand better but also optimizes capacity in a way that keeps your Contact Center operating smoothly.
Consider Elimination as Infinitely More Powerful than Automation
Before rushing to automate a problem, take a moment to consider whether the issue could simply be eliminated. Often, the most powerful solution is not to speed up a flawed process, but to remove unnecessary steps and contacts altogether. Streamlining workflows and reducing the complexity of tasks can have an exponential impact on your Contact Center’s efficiency.
Manage Frequency and Complexity
Categorize contacts by frequency and complexity — this shapes your training, systems, and processes. Too often, teams focus on the loudest issues, not the most frequent. High-frequency, low-complexity tasks are ripe for elimination or automation; complex ones signal redesign.
If customers keep calling about the same thing, or agents are stuck on repetitive tasks, ask: Can we eliminate or simplify this? Proactively managing these patterns reduces burnout, improves speed, and boosts satisfaction.
Bonus: tracking frequent contacts also reveals obstacles to digital readiness. Contact centers can help digital teams target high-frequency, low-complexity issues — the sweet spot for expanding digital access.
III. Own Your Technology
Petition for Control of Your Technology
Do not let IT or vendors dictate the system designs that define your success. Contact Center leaders must be granted administrative control of their tech stack because technology controls outcomes.
Optimization suffers when IT departments restrict access and maintain administrative control over Contact Center tools. Since IT supports the entire enterprise and juggles multiple systems, technology unique to the Contact Center often ends up at the bottom of the priority list.
If your team has to “open a ticket” simply to add or remove an agent, run a report, or adjust queues and priorities, your ACD’s value is already compromised. Leaders must petition, loudly if necessary, for operational control over daily system management. This is not just a convenience. It is critical for agility, efficiency, and delivering on CX promises.
IV. Build Talent and Culture on Purpose
Heed My Father — Easy to Get Is Hard to Get Rid Of!
My dad used this line when he warned me about a boyfriend decades ago. (And yes, he was 100% right!) I have found in my career that “easy to get is hard to get rid of!” is also true when it comes to hiring. Hire for positive attitude and an optimistic outlook, with clearly defined behaviors in mind. Do not get dazzled by skills; these can be trained. Many clients proudly say they “hire for heart.” That is the smart play.
When you hire, you are also renting behaviors. Quick hires might feel like a relief. (Whew, class is filled!). But cut corners now and you will pay for it later. Define what you want and stick to it. Nothing drags down a Contact Center faster than someone you rushed in ... and can’t get out!
Training + Coaching + Quality = Performance System
Training builds knowledge. Coaching builds skill. Quality finds the gaps. When these work together, performance lifts. People get better, processes get sharper, and technology does its job. Skip one, and results fall flat. Retool QA as your discovery engine, not your enforcement arm. Grow, but don’t punish.
Beware of Unconscious Incompetence
Unconscious incompetents are the folks who pause projects, cause unnecessary conflict, and derail progress. They are confident, but wrong. They don’t know it and no one is telling them. The biggest risk in leadership is what you don’t know you are bad at. When gaps in knowledge or skill go unnoticed, they fester and the gaps grow. This often causes more damage down the line. Surface these gaps early, address them head-on, and create an environment where constructive feedback can thrive — before blind spots sink you and your team’s progress or credibility.
Signing Off — Over and Out
I could go on and on. My final article for this column has been the most difficult to write because there is so much I would like to say. There is a lot to “summarize” from a practical perspective, but not enough space for things that genuinely concern me. One concern is the trend of turning Contact Centers into “task-based” operations, where the focus shifts toward pushing consumers to “alternative channels.” I am astounded to see that many organizations no longer post phone numbers on their websites. This is an incredibly frustrating move.
Training builds knowledge. Coaching builds skill. Quality finds the gaps. When these work together, performance lifts.
I am also deeply concerned about the rise of Artificial Intelligence (AI) in Contact Centers, especially as organizations succumb to AI’s seductive promises. The idea that a bot can “coach” a human on human-to-human interaction is, in my view, borderline insulting. A coach, by definition, is a “person” who teaches and trains. It is not a bot! Expecting positive results from such an approach feels delusional to me. While I have been at the forefront of technology for nearly five decades, I am ready to say, “I’m done. I’m over it. It’s someone else’s turn.”
I want to express my sincere thanks to all the incredible people we have had the privilege to work with. My PowerHouse team has been at the heart of our success — steady, talented, and unstoppable for decades. I’m deeply grateful to every one of them, especially David and Chris who manage it all. And a special thanks to Deb Gefteas, who has been by my side at PowerHouse since 1999. Deb has wowed clients with her brilliance in training development and has been the gold standard for the quality of everything we deliver. On a personal note, she’s been my editor, my sounding board, and the reason I became a far better writer than I ever would have been without her. Deb, you’ve been extraordinary — thank you.
So, keep your eyes open. You never know where I may show up next. That said, I am reachable via email at [email protected] and my updated website, kathleenpeterson.com will be updated and running soon.