"Thank you."
“Oh, I’m just doing my job.”

It is perhaps the most reflexive reaction in our sector. A customer thanks you profusely because you truly solved a problem. A colleague compliments you on how you handled a difficult escalation. Or, during a conference, your organization is cited as an example of a successful change of course.

 

And what do we do as a sector? We brush it aside. As if it amounts to nothing. As if it is almost inappropriate to just let it sink in. As if you have to justify yourself for it. 

The hard-working sector

Perhaps it is in the nature of our profession. Customer contact is a world of hard workers. People who roll up their sleeves every single day. Lowering waiting times, increasing customer satisfaction, getting schedules done – often in an environment that is constantly changing. We are used to looking at what can be improved. KPIs that are just barely missed. Processes that need to be smarter. Dissatisfied customers. Improvement is ingrained in our system. But this also creates a culture where success feels almost suspicious. As if you are only taken seriously if you are primarily critical. If you can immediately point out what isn't right yet. Accepting a compliment then quickly feels like complacency.

The fear of self-congratulation

There is something else at play here. Something typically Dutch. Just act normal, that’s crazy enough already. In customer contact, this translates into an almost automatic restraint. We don’t want to brag. Not act too big. Not stand out from the crowd. So if something *does* go well – and that happens more often than we sometimes think – we sugarcoat it. “We have made great strides, but there is still a lot to do.” And yes, that is true. There *is* always more work. But why does it feel so uncomfortable to simply say: we did this well?

The stage we are not utilizing

You see it at conferences and seminars. Wonderful platforms where peers inspire one another. Where cases are shared that demonstrate what is possible. But listen closely to how those stories are told. They often start small. Cautiously. Emphasizing the obstacles, the complexity, the things that don't work yet. And only then, almost incidentally, does the result emerge. Even though those results are often impressive.

Organizations that have completely restructured their WFM and thereby improved both operational pressure and employee satisfaction. Teams that have taken ownership and visibly enhanced the customer experience. Leaders who have made culture change tangible. These are not footnotes. These are achievements.

Awards without genuine pride

We even have awards for it. The WFM Awards, the Team Leader Awards, the Manager of the Year. And rightly so, because there is an incredible amount of talent and craftsmanship in our sector. But even there, the same thing happens. Winners who immediately downplay their success. Who pass the compliment on. Who minimize their own contribution. Of course, the team is essential. Of course, you do it together. But acknowledging that you or your organization has achieved something special is not arrogance. It is simply true.

The people on the floor deserve better

And then there is another group we directly impact with this: the customer contact advisors. They conduct dozens of conversations every day. Conversations in which they switch between frustration and relief, between misunderstanding and trust. Conversations in which they not only solve problems but also manage emotions and restore expectations. That is craftsmanship. In fact, they are often brilliant conversations, only we don't call them that. Because we don't name them. Because the focus remains on what can be improved, instead of what is going well.

And that is precisely where the problem lies. For if staff and management do not dare to display pride, if successes are downplayed and compliments are brushed aside, how are the people on the floor supposed to feel proud? Pride works from the top down, but also the other way around. It is contagious. Just like modesty.

If the implicit message remains that it is “just work,” then exceptional performance automatically becomes the norm. The feeling that you are truly good at something then disappears. And that is a shame. Not only for the employee, but for the entire sector.

What we are missing out on

For by downplaying our successes, we are missing out on something. After all, stories that are not told do not truly exist for others. Results hidden behind nuance cannot move anyone forward. It is precisely by making visible what works (and daring to stand by it) that you help others grow. You show that change is possible. That choices have an impact. That effort pays off. And just as importantly: you give people in the field a reason to be proud. Customer contact deserves that pride.

A small change in behavior

Maybe it starts with something very simple. The next time someone says, “Thank you,” don’t automatically say, “I’m just doing my job.” Try saying: “You’re welcome, glad it helps.” Or even: “Thank you, I appreciate that.”

And when you share a success—on a stage, in a case study, or within your own organization—really acknowledge it. Not just the journey to get there, but also the result. Not to brag, but to make visible what is possible.

Our sector is full of professionals who make an impact every day. Who make a difference for clients and for each other. That deserves to be seen. So let’s pause more often to reflect on what is going well. Let’s not package successes, but celebrate them. Let’s not brush off compliments, but accept them. Not because we want to be less critical, but because alongside improvement, we are allowed to acknowledge as well.

Because let's be honest: Sometimes “just doing your job” is actually really good.

(Ziptone/Mark Elschot)

Featured, Human Resources, Opinions