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Customer service culture initiatives have received renewed academic attention. Recent surveys of employee responses have highlighted the importance of training. However, its precise nature and how messages and various responses are mediated through an interactive and dynamic process have been largely neglected. In addition, employees' experience of customer service as consumers and of its contradictions has yet to be fully explored in accounting for employee responses. In an effort to develop existing knowledge and models of customer service culture, these issues are addressed by drawing on observational research. Four training programs are examined in varied contexts, including a United Kingdom (UK) call centre and a Malaysian bank. They reveal a dynamic whereby trainers' anticipation of employee attitudes such as cynicism and the immediate reactions and dialogue of trainees help shape both the service message and subsequent responses.