How to Use the 3 Strike Rule in the Contact Centre

“The three strike rule is essentially a policy, normally like a disciplinary policy, where an employee is given two warnings for infractions, and on the third offence – I’m using that language deliberately – they potentially face termination or action short of dismissal.

It’s a popular approach, because it provides a clear structured framework for addressing repeated misconduct.

People perceive it as being kind of fair because it sets expectations for employees, and it gives a straightforward method for managers to follow.”

“There’s probably a space where there’s a legitimacy to it as a background framework, because of its perceived fairness, and its perceived simplicity.

I think the situations where you’ve got clear-cut, repetitive behaviours that need to be managed, like lateness or specific kinds of procedural violations, having that structured system just provides a structure that’s consistent across the group. However, it has some significant downsides.”

“I think firstly it fosters a punitive culture, rather than a developmental one. Basically, employees might feel they’re under threat, they need to look over their shoulder essentially, rather than feeling safe to learn and develop.

And, more importantly, this framework could exist in the background: you don’t have to advertise it to your team, they don’t need to know about it.

Because I think when you do that, particularly within a contact centre environment, people might go well I’ve got another strike, or I’ve got two more strikes. There’s almost a gamification of the system that happens quite a lot.

If you have it in the background, it becomes super-important then around how you address the underlying cause of the issue. So rather than just punishing, it is actually helping your team members improve.

I think that’s a more engaging way of using it. I think I said it fails to address the underlying cause of the problems, sort of punishing, rather than helping employees to improve. I think what that does is create a toxic environment really, which is never a great spot to be in.”

“If it’s just woven into how your contact centre operates, maybe something that is in the background, your team don’t need to know that there’s three strikes, and I think you apply discretion around when you are going to use it.

What’s more important is that the performance lens you apply to day-to-day running of your team is just stronger.

Ongoing culture, an ongoing coaching culture and feedback culture, so regular in-the-moment conversations, rather than bottling things up and saving them for when you have a formal conversation.

I think I’d be mortified to think of a call centre agent arriving at a meeting where it’s the first strike conversation and they have no idea that that’s coming.”

“Focus on strengths, so rather than looking at the things people are doing wrong, look at what they’re doing right. So how can you replicate good behaviour and boost people, rather than focus on things they’re doing wrong?

I think that all leads to a belief that feedback is a gift, so when you’ve got a team climate where feedback is viewed as a valuable gift, not a punishment, you get a more open high-performing environment.

We like to say that coaching is a mindset not a meeting. I think if you put that principle to play day to day, then you should not have to have a this is your strike one, your strike two, final strike conversation.”