There will sadly be moments in your team where the worst happens – an agent’s loved one suddenly ends up in hospital, they go through a divorce, or even have a death in the family.
In times like these, agents need all the help they can get to make sure work is the last thing they have to worry about.
So, how do the best contact centre managers get this right? To find out, our Editor – Megan Jones – spoke to our reader panel – Jessica Ham, Leighann Radley, and Marco Jetmir Ndrecaj – to hear their first-hand experiences of supporting agents through a personal crisis.
Offer in-the-Moment Support That Really Counts
Be There to Listen – as a Person, Not a Manager
The more you understand, the more you can help, so make time to listen.
“In these situations, you need to be really human – listening with sympathy, trying to understand the situation, and ultimately giving that person time and space to talk.
That can be difficult, depending on what they’re going through, but it’s just about being there as a person, not a manager.” – Jessica Ham, an experienced contact centre leader and receiver of the UKCCF Gold Award for Head of Contact Centre
Of course, not everyone will want to talk, so be mindful of that too.
Also remember to ask “What do you need?” and point them in the direction of any support and resources you offer as a company – for example, Mental Health First Aiders and Employee Assistance Programmes (EAPs).
Talk to Your Resource Planning Team to See How They Can Help
Reach out and see how your Resource Planning team can help too. By planning with empathy and foresight, they can help ensure that their colleagues feel supported, valued, and able to navigate their personal challenges without added professional pressure.
“As planners, our role is often seen as one of structure, process, and efficiency. But when a colleague is facing a personal crisis – whether it’s a family emergency, bereavement, or serious illness – our responsibility expands beyond the numbers.
In these moments, it’s essential that we support operational leaders in stepping outside of rigid processes to prioritize compassion and flexibility.
Planning is not just about meeting service levels or hitting targets, it’s about balancing the needs of our people with the expectations of our customers. When someone is going through a difficult time, the stability of their professional life can be a lifeline.
We can help maintain that by proactively building flexibility into our plans – whether that’s through shift-swaps, temporary workload redistribution, or enabling remote work where possible.” – Leighann Radley, Senior Forecast & Business Planning Manager, Trainline
Planning teams can best prepare for these scenarios by:
- Creating contingency buffers in schedules to allow for unexpected absences.
- Maintaining a pool of cross-skilled agents who can provide support during these times.
- Collaborating closely with team leaders to understand individual circumstances and adjust plans accordingly.
- Encouraging a culture of openness, where agents feel safe to share when they’re struggling.
Lean Into Your Peers for Emotional Support and Advice
Don’t go it alone either! Make sure you talk to other managers in your peer group – particularly if you’re a new leader – as it can really help to talk to others who may have handled a similar situation before.
After all, there’s no handbook for these things, so it’s good to get some reassurance that you are doing the best for that agent. It can also help your own mental health to offload and share the emotional burden too.
Limit the Disruption for Customers and the Wider Team
Balance Team Awareness and Individual Privacy
Be very careful to balance the individual’s privacy with keeping the wider team in the loop of what’s happening – as they’ll have noticed their colleague isn’t around, or is notably upset, but it really isn’t up to you to “spill the beans” on a colleague’s personal life – especially if they’ve confided in you in good faith.
“I would always check in with the agent first and ask, “What would you like me to share with the team?” rather than just blurt it out. Sometimes people don’t want anyone to know, so actually you need to protect their privacy to maintain their trust.” – Jessica Ham
Support the Business While Also Supporting the Person
There’s also a balance to find between what is helpful for the employee and what works for the business. After all, you can’t have them taking calls and putting the person on hold several times because they are crying. There is a customer at the end of this too.
It comes down to being fair to everyone involved, so if you feel taking calls isn’t in anyone’s best interests, perhaps suggest they switch to another channel, such as email, where any waves of emotion will be easier for them to manage with small breaks.
Send Agents Home Early If They Are Still Struggling
Be aware you may also experience some pushback if you suggest the agent takes a few days off to clear their head, as sitting at home could be the last thing they want to do – and they’d prefer to keep busy.
However, you have a duty as a manager to look out for their welfare, so you may need to take a more flexible approach here.
For example, if they come in for their shift, but you feel they are still struggling, it can help to just suggest they head off a bit earlier that day and log back on again in the morning – if they are feeling up to it.
This approach still has the same result overall, but can be a bit less daunting than a blanket period of leave.
Lay Good Foundations for When These Crisis Moments Inevitably Hit
Make Sure Leaders Are Always Approachable
Of course, none of the above can really happen if you don’t have good manager-to-agent relationships in the first place, so take strides to fix this so everyone can lean in when the worst does happen.
A great way to start breaking down barriers is to move your leaders out of office nooks and onto the contact centre floor, so they are out in the open and agents can sit alongside them. This approach really helps to foster a visual sense of togetherness – rather than an “us vs. them” mindset.
Even Make Time for a Monthly “Coffee and Chat”
As a leader, it can also be time well spent to set up a monthly “coffee and chat” session to get to know your teams on a more personal level.
“I set aside time for a “Coffee with Marco” once a month, where we go to a local coffee shop and chat about anything – from football, to personal issues, or even difficult questions about the direction of the business.
Whatever makes them feel comfortable. I’ve found that this approach paves the way for more genuine conversations and people start to open up more.” – Marco Jetmir Ndrecaj, Director of Customer Experience Management, Shared Services Connected Ltd
In the long run, this really helps you to get to know your agents as individuals and treat each situation on a case-by-case basis – all helping to give your colleagues the best possible support during the worst days of their lives.
How Do You Support Your Agents Through a Personal Crisis?
Click here to join our NEW Readers Panel to share your experiences and feature in future Call Centre Helper articles.
With thanks to our panel for sharing their thoughts for this article:
- Jessica Ham, an experienced contact centre leader and receiver of the UKCCF Gold Award for Head of Contact Centre
- Leighann Radley, Senior Forecast & Business Planning Manager, Trainline
- Marco Jetmir Ndrecaj, Director of Customer Experience Management, Shared Services Connected Ltd
For more information on managing and supporting your team, read these articles next:
- The Best Ways to Deal With Last-Minute Time-Off Requests
- How to Support an Agent After an Angry Call
- 21 Signs You Need to Better Support Your Contact Centre Teams
Author: Megan Jones
Reviewed by: Jo Robinson
Published On: 3rd Sep 2025
Read more about - Call Centre Management, Jessica Ham, Leighann Radley, Management Strategies, Marco Ndrecaj, Top Story
