This vendor, which provides back-office services to the telecom industry, including cable, impressed us with its devotion to worker advancement. Get this: 66 percent of its upper management team started as CSRs, while former CSRs make up sizable portions of its workforce management, operations and tech support teams as well. In fact, the company uses a scorecard system designed to identify standouts and put them on the fast track, which can include enrollment in its American Leadership School designed to mold top managers. Meanwhile, American Support encourages interaction at all levels, even hosting a “daily huddle” call open to all employees who can share ideas or even put concerns on the table. It’s this sort of “democratization” within the company that gives even the front-line CSRs the feeling that they’re appreciated and part of something (not to mention that they’re paid about a buck more per hour than the going rates, with the opportunity to earn 25 cent pay increases each quarter based on performance). With nearly all its CSR and tech support front-liners working from home, these measures to make everyone feel part of the company’s destiny couldn’t be more important. Or more effective.

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New Street Research analyst and Brookings nonresident senior fellow Blair Levin has been peppered with all sorts of questions about Donald Trump’s second term as president.

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