We hear this often:
"Our clients won’t want to talk to an AI."
It’s a valid concern—especially in an industry that relies so heavily on trust and personal connection.

At O’Connor Insurance, Michelle O’Connor heard it loud and clear: some clients didn’t like talking to “Quinn,” the AI receptionist. But instead of backing down, her team leaned in—with empathy, clarity, and firm boundaries.

Here’s how they did it, and how you can do the same.

Understand Who You're Dealing With

Michelle quickly noticed a pattern: the loudest complaints came from a small but predictable group of customers.

“There’s a certain percentage of clients that are not going to like it no matter what. They don’t like voicemail. They don’t like Quinn. They don’t like pressing buttons.”

These clients tend to:

• Yell “representative” or “billing” the moment the AI answers
• Try to bypass the system out of habit or frustration
• Be influenced by previous bad experiences with automated systems

Recognizing these patterns helps the team stay calm and respond strategically—not emotionally.

Educate Gently, But Clearly

Rather than apologizing or removing the AI, Michelle’s team focused on education. They explained to hesitant clients that the best way to use Quinn is to simply speak in a complete sentence and describe what they need. There’s no need to yell, repeat keywords, or try to trick the system—Quinn is designed to connect them to the right human quickly and efficiently.

By positioning Quinn as a helpful tool—not a human replacement—they reframed the experience. Instead of resistance, many clients began to appreciate how smoothly they were routed to the right person.

Set Firm, Respectful Boundaries

While most resistance can be handled with empathy and education, there are always edge cases where clients push the limits. Some individuals called back with the sole intention of provoking the AI, used inappropriate language, or accused the agency of trying to replace their team with machines.

In these situations, Michelle’s team responded professionally but didn’t tolerate disrespect. They calmly reminded clients that inappropriate behavior wasn’t acceptable and that interactions were being monitored. They also made it clear that the decision to use AI was intentional—driven by what worked best for their operations and team.

Importantly, they didn’t apologize for using technology. If a client repeatedly refused to adapt or respect the process, the agency wasn’t afraid to suggest they may be better served elsewhere. Setting these boundaries allowed the team to protect their staff while reinforcing confidence in their approach.

Prepare for Cultural and Regional Pushback

Some clients—especially those in more rural areas—tended to show more hesitation or discomfort when interacting with AI. This wasn’t necessarily due to a lack of tech skills, but often rooted in deeper resistance to change or unfamiliarity with automation in customer service.

For these clients, the team took a softer, more deliberate approach. They offered clear, patient explanations and reassured them that AI wasn’t replacing human service—it was simply helping direct them to the right person faster. Framing the technology as a support tool, not a barrier, helped ease concerns and build trust over time.

Final Thought: Innovation isn’t about avoiding pushback—it’s about leading through it

There will always be a few people who resist change. But that shouldn’t dictate your strategy—especially when the majority of your clients either appreciate the faster service or don’t notice a major difference at all. Michelle’s experience shows how AI can be introduced successfully—not in spite of client concerns, but because her team chose to lead confidently through them.

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