4 Practical Ways to Shift How Your Team Views QA

One Friday per month, we gather members of the ICMI community for a virtual meeting we call the ICMI Idea Exchange. It’s a time to dive deep on real challenges, brainstorm solutions and learn and grow together. Most recently, we focused on contact center quality, coaching and feedback. Rob Dwyer shared a wealth of knowledge and tackled tough questions like:

How do you make time for quality coaching when you're stretched thin with other priorities? 

What’s your opinion on self-scoring or peer-scoring as part of QA? 

How do you give feedback to someone who shuts down or gets defensive, even when it’s constructive?

The conversation was so helpful that we decided to turn it into a blog series! First up: how can you shift the perception when your team sees quality reviews as micromanagement? Here’s what Rob said!

Tip #1: Start with trust: build relationships from day one.

The first step toward changing perceptions around quality reviews is to create a culture of trust. Rob emphasized that this starts on day one. Don’t jump right into KPIs or metrics in your first one-on-one with a new agent. Instead, take the time to get to know them. Learn about their interests, families or favorite pizza joints. Find common ground and revisit it regularly.

Trust is the foundation that makes feedback feel like support instead of scrutiny. When your team knows you have their best interests at heart, they’re less likely to see coaching as micromanagement.

Tip #2: Celebrate wins as often (or more) than you spotlight areas for improvement.

Rob shared that many agents brace themselves for feedback sessions because they expect a list of what they’re doing wrong. Flip the script. Make a point to celebrate wins loudly and often.

When someone nails a difficult interaction or shows growth, call it out. Not only does this feel good for the agent, but it also reinforces the behaviors you want to see more of. In Rob’s words, “Top performers who aren’t recognized will eventually stop doing the things that make them successful.” Don’t let that happen. Shine a light on what’s working just as much as what needs work.

Tip #3: Use self-discovery techniques to empower agents.

Instead of telling your agents what to do, help them discover it for themselves. Ask open-ended questions that prompt reflection:

• What went well on that call?
  
  

• Is there anything you’d do differently next time?
  
  

• What’s one thing you want to improve this week?

When the agent identifies their own opportunities for growth, they’re more likely to take ownership of the solution. This approach shifts the dynamic from “I’m being managed” to “I’m in control of my own development.”

Tip #4: Rethink your vocabulary.

The words we use matter. “Coaching,” “feedback,” and even “QA session” can carry negative baggage depending on someone’s past experiences. Rob suggested experimenting with more inviting, growth-oriented language. For example:

• Instead of “QA review,” try “performance acceleration session.”
  
  

• Instead of “feedback,” try “skill-building conversation.”

We carefully choose words to build rapport with customers, and we should be just as intentional with the language we use inside the contact center. A small shift in vocabulary can make a big impact on how your team perceives coaching moments.

Wrapping Up

If your team sees QA as micromanagement, it’s not a lost cause but it does require thoughtful effort. Build trust, celebrate wins, foster self-discovery and choose your words carefully to create an environment where quality isn’t something to dread.

Stay tuned for the next installment of our Idea Exchange blog series, where we’ll tackle one of the most common coaching challenges: how to make time for it in a busy contact center.