How to overcome work stress in a Call Center

Overcoming work stress in a Call Center can be easy
Overcoming work stress in a Call Center can be easy

Overcoming work stress in a Call Center can be easy

Overcoming work stress in a Call Center can be easy. According to the latest research, being informed about the characteristics of stress protects us from its negative effects. This is because having a positive perception of stress decreases its effects on the body.

How can this be?

As in most aspects of life, everything depends on the color of the glass with which you look. That is, if we can change our mental perspective on what is and what is not stressful, to what extent it is, and if that stress compensates us in some way and is aligned with what we want to achieve.

Stress is a response of our body to an external situation that causes an imbalance. But thanks to these physiological reactions the organism makes changes and adjustments to achieve that balance between the external and internal environment.

Three examples that reflect work stress in a Call Center

  • The volume of work has increased, incoming calls are constant and not all breaks can be made. You cannot increase the number of people at this time due to lack of space. This produces a feeling of overwhelm, irritation and workers are more tired and moody.
  • There has been a technical incident and customers call very angry, several times, they interrupt the work constantly. Managers experience a strong sense of frustration because they are not the cause of the incident but have to face the client. They don’t have enough information they feel very insecure because they want to do their job well. However, they convey that insecurity to customers, who perceive it and are even more pissed off.
  • A multinational company has bought the company. Everyone is nervous. There are conflicting instructions and it is not clear what needs to be explained to the client. This generates a feeling of widespread insecurity.

How can I consider stress to be positive?

There are circumstances in which some people get stressed and others don’t. The difference between them, regardless of their life history, is how these people face the circumstances. If they consider it a challenge and an opportunity to learn and grow, the reaction of their organism and their behavior will be totally different from the person living the same circumstance as a threat and a danger.

In general, we would consider these situations to be stressful because they involve changes from previous routines. However, if we knew that once the difficulties were overcome we would get an additional salary or an additional week’s vacation, would we change our perspective of the situation? If we knew that those who help overcome the situation and improve the work environment will get promoted, could we consider that stress as an opportunity? Would it be possible that we consider that working under pressure makes us more productive and increases our concentration?

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The Customer Experience: fashion or obligation?

The Customer Experience: fashion or obligation Today we want to highlight the innate potential that we have in organizations to serve our clients in an exceptional way: the innate Customer Experience

Some experts already point out that, in order to improve the customer experience, it is not only necessary to reduce the distance between the client’s expectations and what he actually receives, but his emotion must be managed. To this end, sophisticated systems for capturing these signals (changes in the skin, micro facial expressions …) are being investigated in the most objective way possible that they are also practical, economical and easy to use.

  • People are equipped with innate and learned skills for managing emotions in a simple and economical way

That is, we are social beings and therefore we are equipped with the necessary skills to interpret and manage the emotions of others and our own. It is a matter of survival. For example, a baby who begins to walk but stumbles and falls to the ground, the first thing he does is not cry, but look at his mother / father. If the caregiver makes a scary face, the baby will cry. If the caregiver is calm and faces acceptance because the fall is part of the learning process, the baby will know that he has to get up again and keep trying. They learn to react based on the emotional response of their environment.

Therefore, this is what our customers expect. When there is something that does not work and they react with anger, pasotism, apathy, there must be a survival response. That is, a change.

However, according to a study in the US, customers are lost by:

  • 1% because they die
  • 2% because they move
  • 4% because they leave with the seller
  • 11% for the price and other associated costs
  • 14% for dissatisfaction with the product / service
  • 68% due to the attitude of indifference of a company representative.

Why can’t we look at our clients and know what emotion they are having? Why don’t we know how to react to properly manage that emotion and achieve the goal of satisfying it?

Since customer service has professionalized, companies have insisted on controlling and measuring everything.

Do you have specialized techniques to have a higher level of Customer Experience?

In Consulting C3 we offer audits and consultancies of Customer Experience.

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The keys to manage emotional involvement with client

emotional involvement
emotional involvement

The three keys to managing the emotional involvement with the client

At the end of the post, you will find a question we ask you. We await your answers. Follow us on Linkedin to keep up to date with the company’s activity!

When customers call for the first time to report an incident with their service or product they are usually angry at the brand. The person who answers the call has no responsibility for the client’s anger.

However, we tend to get emotionally involved, reacting with the same level of anger with which the client is treating us.

We discover three keys to positively manage this emotional involvement with the client:


Responding to a client from the point of view of “I am right” has nothing to do with responding from the point of view of “my goal is to resolve the conflict.” Therefore, we recommend that you change your perspective of the situation. Avoid getting into the discussion about who is right. It is more effective and positive to focus on resolving the conflict.


Since your role is no longer to defend against the attacks of a furious client, it is not necessary to enter into discussions or defensive attitudes.

The new role you can adopt is that of facilitator of solutions. This role includes:

  • Understand well what is the real problem of the client
  • Ask intelligent questions
  • Know perfectly the protocols and processes of the company.
  • Use a tone of voice, volume and intonation suitable for the client to calm down and be more receptive to collaborate in the resolution of the conflict.
  • Use phrases of the type: “Mr … I’m here to help you”, “Surely we can solve it between the two”, “I understand your anger and I would like to reach an agreement with you to solve it”.
  • Mastering emotional intelligence skills.


Finally, you must trust that if you treat the angry customer correctly, they will react favorably.

By transmitting that security of doing things well (not entering into a personal war, but solving a labor issue), the client will react: reduce their level of stress, their anger and tone, the vocabulary and attitude will change, being able to redirect a Easier way the situation.

You must also ensure that you are sure of:

  • What is negotiable and what is not.
  • Be able to identify the emotion of the client (see typologies of clients) and control your impetus to increase the volume of voice, increase the aggressiveness of your intonation and master your vocabulary.
  • Have the necessary negotiation skills.

Reflection question: What do you think when you feel attacked by your clients? What role is more appropriate to adopt?

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Let’s snack today thanks to Donuts!

Last Wednesday, November 20, Donuts gave us a very special gift: A great snack!

As you all know or have you ever tried, Bimbo group gave us a pleasant surprise by giving us Donuts for all the workers. All employees had a Donut thanks to Bakery Donuts Iberia.

«According to studies by the brand itself, 99’7% of Spaniards know Donuts®, a renowned brand that remains iconic generation after generation.» So if you are of that 0.3% look at the faces of happiness that Donuts generated ® with its wonderful donuts.

The origin

The creator of a new donut concept, the Donuts® was the businessman Andreu Costafreda, son of a family of bakers. After a trip to the United States in 1961, he discovered machines that allowed to easily produce new varieties of donuts.
A year later, Mr. Costafreda reaches an agreement with the Americans to manufacture these new donuts in Spain using the aforementioned machines. However, the project was truncated by the restrictive policy of the time, which prevented importing flour from the United States, since the quality of the existing Spanish flour did not allow using machines or making donuts.

However, the tenacity of this entrepreneur led him in just five months, to create a new formula with various types of flour and ensure the optimum quality of the raw material to manufacture a new product. Donuts® are born, a brand that was registered in Spain in 1962. After more than 50 years and, despite the many attempts of competing brands as well as cooks and consumers in cooking blogs, nobody has yet managed to match their flavor and texture. Only Donuts® taste like Donuts®, a unique and inimitable formula that has conquered millions of consumers. And in Spain more than 250 million Donuts® are consumed every year, which represents 8 Donuts® every second!

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A company without its workers is nothing – Quality awards

Last Thursday, October 24, the Quality Awards of the third quarter of the year were awarded where the best workers are rewarded

The Customer Service Field Work Leader, Teresa Capsir, and the Quality Process Analyst, José Ramón Quesada, presented the quality awards for the third quarter of the year in Barcelona and Madrid. Winners were awarded with diplomas and gift vouchers from the English Court.

On this occasion we congratulate the following winners: Carles Mujal, David Blanchart, Jennifer Siso, Leonardo Ramírez, Mª Ángeles Collado, María Herrero, Sandra García, Sara Pozuelo and Sonia Guzmán. Congratulations to all!

Nine prizes are awarded each quarter, three for each service group (Call Center, Banking and Help Desk). Thus, all agents have the same opportunities to access them, regardless of their work group.

To prepare the list of quarterly awards, the agent’s permanence throughout the quarter between the top 10 positions in the quality ranking, as well as his average score obtained, is taken into account. With this assessment, the constancy and dedication in the day-to-day work of each agent is being given priority and rewards, since the purpose of these awards is to recognize and reward the efforts of people who, with the quality of their work, contribute to the success and growth of MST Holding.

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