“Is Jorge Barba available? I only want to talk to him.”

During college, I worked at a call center serving Verizon Wireless customers. Like most call centers, we had a mandatory script to follow for every customer interaction. The script was supposed to ensure consistency and quality—at least, that’s what management believed.

But I saw things differently. When customers called with technical problems, they weren’t interested in hearing a rehearsed introduction or going through a standardized checklist. They wanted their problems solved, quickly and efficiently.

So I made a choice: I ditched the script. Instead of reciting corporate-approved lines, I jumped straight into troubleshooting. I asked targeted questions, identified the core issue, and solved it. My calls were remarkably short, and customers loved it. They got clear solutions delivered in a friendly manner, without the bureaucratic overhead.

Then came the inevitable monitoring session. My supervisor called me into his office with concern in his voice. “Jorge, about your calls… you need to read the script. The client (Verizon Wireless) won’t like that you’re not reading the script.”

“The script makes me slow,” I countered. “I want to solve the customer’s problem, not take them through a corporate checklist.”

“Yeah, but-” he started.

I cut him off. “Marcelo, customers are happy that I solved their problem quickly and friendly. That’s all that matters. And if the client doesn’t like that, I don’t understand what they’re trying to accomplish.”

The proof was in the results. Customers would call in and often ask for my full name and direct line. They wanted to work with someone who valued their time and solved their problems. They weren’t looking for a perfectly scripted interaction; they wanted results.

I, prioritized outcomes over process.

Long after I left that job, I learned something interesting: my friend who still worked there told me my name and photo remained at the top of their customer satisfaction board for months after my departure. Even more telling, the company eventually abandoned its practice of requiring agents to read through the entire script. Whether my small rebellion influenced this change, I’ll never know for certain. But I know that I trusted my instincts about putting customers first, and the results spoke for themselves.

Being efficient motivated me, but what drove me was knowing they were happy listening to their voice at the end of the call and knowing that they were smiling. I couldn’t see them but I felt their smile. Every single call, that’s what it was about for me; that was my metric.

4 Invaluable Lessons

Looking back, this experience taught me an invaluable lesson about customer service, leadership, and innovation, among other things. Here are four lessons from my experience:

1. Focus on customer-centricity. Processes should serve people, not the other way around. While scripts and procedures have their place, they should never become barriers to solving customer problems. The best customer service comes from truly listening to customers and focusing on their needs, not blindly following a checklist. Sometimes, breaking the rules isn’t just acceptable – it’s necessary to deliver exceptional service.
2. Leadership and innovation. This early career experience shaped my approach to business and leadership. It showed me that questioning established processes, even when faced with resistance, can lead to better outcomes. Too often, organizations stick to ‘the way things are done’ without examining whether those methods serve their purpose. True innovation often starts with someone asking, ‘Is there a better way?’ Sometimes, the best processes are the ones that get out of the way and let capable people do their jobs.
3. Personal growth and principles. That job taught me to trust my instincts and stand up for what I believed was right. While I was just a college student working part-time, I understood something fundamental: meaningful work isn’t about following scripts – it’s about creating value for others. This principle has guided my career ever since. Whether you’re handling customer support calls or running a company, the question should always be: ‘Am I doing what’s truly best for the customer?
4. Systems vs. human touch. Years later, as AI and automation reshape customer service, this experience feels more relevant than ever. While systems and scripts can standardize service, they can’t replace human judgment and genuine care. The best customer experiences often come from empowered employees who can think for themselves and truly connect with customers. Perhaps instead of more scripts and procedures, what businesses need is to trust their people and let them solve problems their own way.

Bottom line: Sometimes the best service you can offer is to throw away the script and simply help people. While processes and protocols have their place, they should never stand between you and doing what’s right for your customer. The most memorable experiences rarely come from following a checklist – they come from someone who cares enough to solve your problem.