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From Calls to Culture: A Candid Interview with Team Leader Khim on Shaping Customer Experience

May 19, 2025

In the fast-paced world of customer service, team leaders play a pivotal role in driving both performance and culture. In this candid interview, we sit down with Team Leader Khim to explore how she balances the demands of frontline work while fostering a supportive, high-performing environment. From motivating her team during tough calls to championing customer-first values, Khim shares her insights on leadership, growth, and the everyday decisions that shape exceptional customer experiences.

Q1: Can you tell us about your role and how long you’ve been in the call center industry?

I have been in the call center industry for 6 years. My role as a team manager is to oversee and provide support to our frontliners, who are our agents. On a daily basis, I address their needs, communicate their goals, and delegate tasks to my team members. I also resolve conflicts and do coaching for development.

Q2: What’s the most important part of your job that people often overlook?

It is how we serve as the instrument of communication between the agents and the management; we communicate the agents’ needs to the management to ensure efficiency and employee satisfaction. We are also communicating with the management on how the agents are performing and what are the things that we are doing to deliver a good performance. At the same time, we communicate to the agents the goals that are set by the management and how they expect them to deliver.

Q3: How do you keep your team motivated, especially during high-stress campaigns?

I keep them motivated by recognizing small wins and being transparent with the goals and progress of their work. I also encourage them to provide suggestions and feedback, especially if they have concerns that require my attention.

Q4: What are some strategies you use to improve customer experience through your team?

Agents are always encouraged to personalize interactions with the customers, let them feel that they are talking to a real person, and make them feel understood through empathy and acknowledgement.

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Q5: What’s one piece of advice you’d give to new team leaders?

It is to get to know your members; each individual is a different kind of person. One might be vocal, one may not be able to express what they feel. We need to know how to approach each one of them and demonstrate empathy and share feelings with them.

Q6: How do you see the role of team leaders evolving as the industry shifts toward automation and AI?

Team leaders should be able to learn the ability to lead and coach the members into knowing how to adapt in this changing world of technology. We need to promote continuous learning and ensure team members stay relevant in an evolving work environment.

Q7: What does a typical day look like for you as a team leader?

It usually starts with checking emails for updates and tasks, then interacting with agents through assistance or coaching sessions. We also do administrative work like updating our agents with their running scores, providing and arranging schedules for the day, and planning for action plans to achieve team goals. At the end of the day, we do our wrap-ups with our end-of-day reports and plan for the activities for the next day.

Q8: How do you handle team members who are struggling to meet targets?

In order to be transparent towards the agents, we make sure to provide a real-time update of their running performance so that way they can step up their game when they are running short of their target. In correcting behaviors, we also show their quality scores through our QA tool and help them identify the habits and behaviors that are affecting their performance.

Q9: What tools or platforms do you rely on to monitor performance and coach effectively?

Q10: How do you balance business goals with employee well-being?

Being open to feedback from agents is the key to balancing the company goals with employee well-being. Having two-way conversations with the people you work with will help both you and the agent understand the importance of keeping both, so we can maintain each.

Q11: Can you share a moment when your leadership directly impacted customer satisfaction?

Hearing your agents apply the values that were emphasized during your coaching sessions is an example of how leaders directly impact customer satisfaction. For example, hearing your agent display empathy towards the customer and letting them feel that they are there to help them.

Q12: How do you onboard new agents and help them adapt to the company culture?

I usually start with discussing the rules and values of the company. Then allow them to share their expectations for you to set a proper outlook that would help them adapt to the company’s culture.

Q13: What’s your approach to handling conflict within the team?

Open communication within the team—try to listen to all of the sides and help each of them understand the point of view of one another.

Q14: How do you stay updated on industry trends or best practices in customer service?

Luckily, AFSI is a company that provides conferences and trainings that allow us to improve on our leadership skills and customer service. Aside from that, I also try to read as many resources that I encounter that I think would enhance and expand my skills that are needed in this industry.

Q15: How do you encourage continuous improvement and skill development in your team?

As part of the retention team, the Save Rate is the priority. Also, customer retention is essential for the sustainability of the program; hence, job security for all of the LOBs in our program.

Q16: What role does feedback — both giving and receiving — play in your leadership style?

It creates trust and open communication within the team. This is essential to be able to foster growth both for you, the team members, and the group as a whole.

Q17: How do you collaborate with other departments like QA, training, or operations?

We have a weekly calibration that allows us to provide feedback about agents’ call handling and behaviors. We also do sessions that allow us to share our opinions and concerns on certain processes.

Q18: What’s one change you’d like to see in the call center industry?

Most call centers have a high employee turnover compared to other industries. This is caused by a stressful and repetitive environment, which causes burnout among employees. One thing that we could do to change that is to have employee engagements and personal growth; this can be achieved by providing training, balanced KPIs, and a work -life balanced environment.

Q19: Finally, If you could give your younger self one piece of career advice, what would it be?

“Do not be afraid of change.” This is something I want to remind my younger self. Being unfamiliar with something doesn’t necessarily mean that you won’t be able to do it; adaptability to change is the key to expanding knowledge and enhancing skills.

Final Thoughts

Team Leader Khim’s impact at Allied Fusion BPO goes far beyond managing day-to-day operations. Her leadership style grounded in empathy, accountability, and clear communication has helped build a culture where team members feel supported and motivated to deliver their best. By mentoring new agents, recognizing individual strengths, and encouraging collaboration, she boosts both morale and productivity. Khim also plays a key role in translating customer feedback into actionable strategies, directly improving service quality. Her ability to balance client expectations with employee well-being sets a strong example for sustainable success. Through her consistency, passion, and people-first mindset, Khim not only shapes a positive customer experience but also strengthens Allied Fusion’s reputation as a people-driven BPO. Her leadership continues to inspire excellence, making her an invaluable asset to the company’s growth and long-term vision.

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