Impact Learning Systems

GET TO THE HEART OF CUSTOMER EXPERIENCE

Name: Peggy Carlaw

Bio: Peggy Carlaw is the founder of Impact Learning Systems, a leading training company specializing in improving communications between front-line employees and customers. Peggy is co-author of several books published by McGraw-Hill, including Managing and Motivating Contact Center Employees and The Big Book of Customer Service Training Games.

Posts by :

    Customer Loyalty: Starring the Sales Team

    April 25th, 2013

    When think­ing about who in the orga­ni­za­tion has the biggest role in cre­at­ing loyal cus­tomers, we typ­i­cally think of the after-sale ser­vice and sup­port teams. But the sales team has a crit­i­cal role to play as well.

    In fact, recent research shows that of four dri­vers of cus­tomer loy­alty (com­pany and brand impact, prod­uct and ser­vice deliv­ery, value-to-price ratio, and sales expe­ri­ence), 53% is related to the sales experience.

    What are some of the key com­po­nents of the sales expe­ri­ence that will drive cus­tomer loyalty?

    The sales rep offers unique, valu­able per­spec­tives on the market

    Your sales team needs to be well versed in your tar­geted indus­tries, not just in your prod­uct line, if they’re to cre­ate loyal cus­tomers. Ideas to help them get there? Start a book club: Sub­scribe to indus­try jour­nals, assign per­ti­nent arti­cles, and dis­cuss. Hold a brown bag lunch and invite cus­tomers in to talk about indus­try trends. Send a rep to an indus­try trade show and have that edu­cate the rest of the team.

    The sales rep helps nav­i­gate alternatives

    In order to help cus­tomers nav­i­gate alter­na­tives, sales reps need to know how to uncover cus­tomers’ unique prob­lems and needs. Reps need to thor­oughly under­stand what each cus­tomer wants to fix, accom­plish, or avoid, so that they can rec­om­mend appro­pri­ate solu­tions and present the pros and cons of each alter­na­tive. In-depth sales train­ing pro­vides reps with the tools they need to uncover the customer’s issues and help the cus­tomer nav­i­gate alter­na­tive solutions.

    The sales rep helps avoid poten­tial land mines

    Employee reten­tion is key here. Sales reps with tenure can help cus­tomers nav­i­gate poten­tial land mines because they’ve seen other cus­tomers weather sim­i­lar sit­u­a­tions. Pay­ing a com­pet­i­tive salary, pro­vid­ing pos­i­tive coach­ing and sup­port, and rec­og­niz­ing achievements—both small and large—will all go a long way toward retain­ing sales reps over the long term.

    The sales rep edu­cates on new issues and outcomes

    Loyal cus­tomers look to their sales rep for new infor­ma­tion, either on indus­try issues or on prod­ucts and ser­vices that will improve their busi­ness. Make it easy for your sales team to keep cus­tomers up to date. Cre­ate email tem­plates and attach­ments that reps can eas­ily cus­tomize for each cus­tomer. Cre­ate peri­odic webi­nars that your sales team can invite cus­tomer to for con­tin­u­ing edu­ca­tion. Cre­ate pod­casts with cus­tomers who are solv­ing com­mon prob­lems in unique ways. Part­ner with your mar­ket­ing depart­ment to help cre­ate addi­tional ideas on how to con­tin­u­ally reach out to cus­tomers with new, per­ti­nent information.

    The sup­plier is easy to buy from

    Some com­pa­nies are start­ing to mea­sure cus­tomer effort—how easy or dif­fi­cult it is to do busi­ness with the com­pany. Think about it. Loyal cus­tomers are repeat cus­tomers. How likely are you to be a repeat cus­tomer if you have to wade through an impos­si­ble phone tree only to be cut off, if the sales rep doesn’t return your call, if emails aren’t answered promptly, if quotes are incom­plete or inac­cu­rate, if billing is incor­rect? The eas­ier it is to buy, the more likely cus­tomers are to buy again.

    The sup­plier has wide­spread sup­port across the organization

    Depend­ing on what you sell, after-sale ser­vice and sup­port may be more impor­tant than the prod­uct itself. After all, what good is a highly tech­ni­cal piece of diag­nos­tic or pro­duc­tion equip­ment if you can’t receive timely repair when there is a tech­ni­cal issue or defect? In order to build loy­alty, it’s impor­tant that the sales team pro­vide a proper hand-off to ser­vice and sup­port so that the cus­tomer feels secure in know­ing that any post-sale issues will be addressed in a timely fashion.

    April is cus­tomer loy­alty month. Use these tips to engage your sales team in the process of cre­at­ing loyal cus­tomers. Your com­pany will ben­e­fit, and so will your sales team as they enjoy repeat busi­ness and refer­rals from happy, sat­is­fied customers.

     

    No Comments "

    Does First Call Resolution Lead to Customer Loyalty?

    April 16th, 2013

    It’s long been thought that first call res­o­lu­tion is one of the main dri­vers of cus­tomer sat­is­fac­tion. SQM’s pio­neer­ing research found that for every 1% improve­ment in first call res­o­lu­tion (FCR), there’s a cor­re­spond­ing 1% increase in cus­tomer sat­is­fac­tion. Stud­ies done by Cus­tomer Rela­tion­ship Met­rics reveal that cus­tomer sat­is­fac­tion rat­ings will be 5–10% lower when a sec­ond call is made for the same issue. And it’s log­i­cal that the more sat­is­fied cus­tomers are, the more loyal they’ll be.

    The Busi­ness Case for First Call Resolution

    Not only does it appear that first call res­o­lu­tion improves cus­tomer sat­is­fac­tion, improv­ing FCR also reduces the cost of oper­a­tions. So there’s def­i­nitely a busi­ness case for improv­ing first call res­o­lu­tion, and as a result, many com­pa­nies are invest­ing heav­ily in both ana­lyt­ics soft­ware and cus­tomer ser­vice train­ing to mea­sure and improve FCR. In fact an ICMI poll reported that in 2008, a lit­tle over half of call cen­ters tracked FCR and by 2011, two out of three cen­ters track FCR. But is focus­ing pri­mar­ily on first call res­o­lu­tion suf­fi­cient to secure cus­tomer loy­alty?

    First Call Res­o­lu­tion and Cus­tomer Loyalty

    Prob­a­bly not. What if you have to wait on hold with unap­peal­ing music for 20 min­utes before speak­ing with an agent? What if your call is routed to a poorly trained rep who takes longer than needed to resolve your issue, putting you on hold every few min­utes to con­fer with a super­vi­sor? What if your issue is resolved, but the rep­re­sen­ta­tive is rude?

    A Case for the Bal­anced Scorecard

    Bob Thomp­son of Cus­tomer­Think wrote an excel­lent post about how Scot­tish­Power uses a bal­anced score­card to drive cus­tomer ser­vice excel­lence rather than focus­ing on a sin­gle met­ric like first call res­o­lu­tion. ScottishPower’s score­card includes:

    • Short IVR sur­veys ask­ing cus­tomers for their expe­ri­ence on the call
    • A Cus­tomer Con­tact Res­o­lu­tion metric
    • A reten­tion score to deter­mine the like­li­hood the cus­tomer will leave within 5 weeks
    • Aver­age han­dle time
    • Cross-selling per­for­mance

    Other customer-focused met­rics that might be included in a bal­anced score­card include:

    • Aver­age time on hold (callers don’t like wait­ing on hold)
    • Appro­pri­ate esca­la­tions (those that will help the call be resolved quicker)
    • Call qual­ity scores (assum­ing your mon­i­tor­ing form includes customer-focused metrics)
    • Employee sat­is­fac­tion (happy employ­ees pro­vide bet­ter service)
    • Employee turnover (employ­ees with more expe­ri­ence pro­vide bet­ter service)

    While first call res­o­lu­tion is a key met­ric that is impor­tant to focus on in order to improve cus­tomer sat­is­fac­tion and reduce costs, improv­ing FCR alone is may not be suf­fi­cient to increase cus­tomer loy­alty. If you want to focus on improv­ing cus­tomer loy­alty, ask a group of loyal cus­tomers what is most impor­tant to them and where they think you need to improve. Then orga­nize your met­rics around those issues and seek improve­ment there.

     

    No Comments "

    Successful CRM Implementation Requires Software Plus Skills

    March 19th, 2013

    CRMMany orga­ni­za­tions imple­ment a new CRM (Cus­tomer Rela­tion­ship Man­age­ment) sys­tem hop­ing to make dra­matic improve­ments in sales as well as to improve the cus­tomer expe­ri­ence. While a new sys­tem can cer­tainly help, many com­pa­nies find that a CRM sys­tem alone isn’t suf­fi­cient to meet these goals.

    How effec­tive is a new CRM implementation?

    Unfor­tu­nately, many CRM ini­tia­tives fail to reach the goals out­lined above. For­rester con­ducted research on the effec­tive­ness of CRM soft­ware and found that 47% of busi­nesses sur­veyed felt the func­tion­al­ity didn’t match what they were promised by the ven­dor. They sur­veyed this same group to under­stand the prob­lems that were encoun­tered. They found that while 30 to 40 per­cent of the prob­lems were due to the prod­uct, the major­ity of the prob­lems were related to the company’s employ­ees, the inter­nal processes, and the strat­egy for exe­cut­ing the imple­men­ta­tion. William Band, For­rester Vice Pres­i­dent and Ana­lyst says, “We found a lot of peo­ple acknowl­edg­ing that they didn’t have the skills that they needed to imple­ment the solution.”

    Soft­ware imple­men­ta­tion is not enough

    Even with a suc­cess­ful imple­men­ta­tion, many com­pa­nies find that their goals are still not achieved. Employ­ees may know how to use the soft­ware and have addi­tional infor­ma­tion at their fin­ger­tips, but what if the sales team doesn’t have the skills needed to close sales? Will new soft­ware help them sell bet­ter? Will cus­tomer ser­vice reps have the skills to pro­vide ser­vice? Not as a result of pur­chas­ing new software.

    Suc­cess = soft­ware + skills

    Accord­ing to Band, author of Forrester’s The Future of CRM in 2013, what’s required to improve sales, ser­vice, and the customer's expe­ri­ence is, “…a bal­ance of human and sys­tems sup­port…” To max­i­mize your sig­nif­i­cant invest­ment in a CRM imple­men­ta­tion, you need to pair the func­tion­al­ity of the sys­tem with improved cus­tomer ser­vice and sales skills. As part of your plan­ning process, develop a train­ing sched­ule to launch fol­low­ing soft­ware imple­men­ta­tion. In addi­tion to train­ing your direct sales staff, invest in tele­sales train­ing and cus­tomer ser­vice train­ing so that all your customer-facing rep­re­sen­ta­tives are equipped with the right skills to max­i­mize the new, robust infor­ma­tion they’ll have at their fingertips.

    Imag­ine what your employ­ees could do with top of the line soft­ware AND best-in-class train­ing. Imple­ment one with­out the other, and meet­ing your orig­i­nal pur­chase objec­tives becomes difficult.

     

    No Comments "

    Using Call Center Sales Training to Help Your Team Upsell (Without Losing Your Team in the Process)

    February 28th, 2013

    Call Center Upsell and Cross-sell TrainingCall cen­ters can be profit mak­ers or losers, depend­ing on how they’re run and the type of com­pany they’re used for. Com­monly, call cen­ters are focused on cus­tomer ser­vice and used to help cus­tomers solve prob­lems or find solu­tions – which may be great for the brand and prod­uct, but this sin­gu­lar pur­pose can turn a call cen­ter into a money pit for the company’s bot­tom line. A pop­u­lar solu­tion is sim­ply to com­bine the call cen­ter into a “cus­tomer service/sales cen­ter,” mean­ing – just have the reps upsell and we’ll start to make money.

    Sounds sim­ple, right?

    In the­ory, yes. How­ever, in prac­tice, com­pa­nies that attempt to con­vert their cus­tomer ser­vice teams into a sales force, with­out the proper call cen­ter sales train­ing, may soon be sur­prised to see another num­ber as part of their met­rics: turnover rates.

    The truth is that sim­ply ask­ing call cen­ter employ­ees to upsell, cross-sell, or “add on that war­ranty” dur­ing their con­ver­sa­tions with dis­grun­tled or con­fused cus­tomers callers is not as sim­ple as it sounds. Sell­ing requires a new par­a­digm shift and atti­tude, and it’s likely that the major­ity of cus­tomer ser­vice rep­re­sen­ta­tives never received proper call cen­ter sales train­ing instruc­tion dur­ing their ini­tial train­ing, nor were they under the impres­sion dur­ing the job hir­ing process that they were also expected to be sales­peo­ple. Call cen­ters that attempt to force quick sales train­ing into the job duties may see staff losses as high as 25%. If this story sounds famil­iar to you and your man­age­ment staff, what are you to do?

    Call Cen­ter Sales Train­ing that Takes the Pres­sure off of Sales

    Call cen­ter sales train­ing requires more than ful­fill­ing requests and pitch­ing an addi­tional prod­uct or ser­vice to the cus­tomer. A blan­ket approach – upselling and cross-selling – dur­ing the call may not only jeop­ar­dize your staff and their job sat­is­fac­tion, but it will likely make your cus­tomers even more dis­grun­tled (thus obvi­at­ing any gains made by hav­ing cus­tomer ser­vice reps avail­able for ques­tions). One of the keys, there­fore, in call cen­ter sales train­ing is to teach your staff to truly lis­ten to the cus­tomers’ needs; sim­ply ask­ing your reps to “sell, sell, sell” may drive away the cus­tomer if it’s not in response to what the cus­tomer needs at the moment. A more effec­tive call cen­ter sales train­ing approach focuses on lis­ten­ing closely to the customer’s needs, con­sid­ers ways to add value for the cus­tomer – by pro­vid­ing addi­tional infor­ma­tion about the prod­uct, for exam­ple – and then sug­gests com­ple­men­tary prod­ucts or ser­vices if it truly will ben­e­fit the cus­tomer. The point is that upselling and cross-selling becomes a part of the ser­vice process, not the goal of the call.

    Call Cen­ter Sales Train­ing Should Give Your Staff Confidence

    A sec­ond and cru­cial com­po­nent to call cen­ter sales train­ing involves boost­ing your staff’s self-assurance with tele­phone sales. An impor­tant fac­tor in learn­ing to sell involves gain­ing con­fi­dence and posi­tions sales as a nat­ural exten­sion of the cus­tomer ser­vice role. Proper call cen­ter sales train­ing is not sim­ply “train­ing”; it’s an entire learn­ing process that will not only help reps have a new atti­tude toward sales, but it will help them use skills to over­come buyer resis­tance in a way that is not overly pushy. When your staff has con­fi­dence in their sell­ing abil­ity, they will feel informed about the sales process, feel more eager to sell, and most impor­tantly, be able to increase the customer’s sat­is­fac­tion because the upselling or cross-selling is done appro­pri­ately and knowledgeably.

    Turn Your Call Cen­ters into Prof­itable Sales Cen­ters – With­out Los­ing Your Staff or Customers

    If you are ready to con­vert your call cen­ter into one that offers cus­tomer ser­vice and sales, make sure that you don’t lose any of your staff – or cus­tomers – in the process. Ask­ing your staff to upsell and cross-sell requires spe­cial­ized call cen­ter sales train­ing that will result in new­found skills and con­fi­dence for your staff, and ide­ally, more sat­is­fied cus­tomers who feel lis­tened to and that they ben­e­fited from addi­tional exper­tise and prod­uct offer­ings. Cus­tomer ser­vice reps can be won­der­ful sales peo­ple, and your call cen­ter can be prof­itable – all it takes is the right cus­tomer ser­vice train­ing approach.

     

    2 Comments "

    How Social Networking Can Improve Customer Service

    February 5th, 2013

    We were for­tu­nate last fall to have Rebecca Pelke, a senior mar­ket­ing stu­dent at Cal Poly, San Luis Obispo, as our intern.  If you're not using social media as part of your cus­tomer ser­vice strat­egy, you'll def­i­nitely want to read this post which was researched and writ­ten by Rebecca.

    Accord­ing to Nielsen, the world spends over 110 bil­lion min­utes on social net­works and blog sites each month and 80% of all active US Inter­net users are reached through social media. Social net­work­ing sites are a great way for your busi­ness to com­mu­ni­cate with cus­tomers to improve cus­tomer service.

    More and more orga­ni­za­tions are using social tech­nolo­gies for cus­tomer ser­vice by par­tic­i­pat­ing in con­ver­sa­tions with cus­tomers in order to gather and act on their feed­back. Sites like YouTube, Twit­ter, and Face­book are a way for your cus­tomers to pro­vide feed­back, make sug­ges­tions, or even com­plain about your prod­uct or ser­vice. You can use this feed­back to improve your cus­tomer ser­vice per­for­mance and fur­ther develop rela­tion­ships with your customers.

    Cus­tomers are quick to voice their dis­ap­point­ment with your level of cus­tomer ser­vice through social net­work­ing chan­nels, which can really hin­der your busi­ness if ignored. Cus­tomers are more likely to become advo­cates of your brand if they see you have taken steps to rem­edy these complaints.

    Here are some key ben­e­fits of engag­ing in social media sites:

    1. Gain repeat busi­ness. Cus­tomers feel spe­cial when you notice them and respond to them. And when cus­tomers feel spe­cial, they’re more likely to become repeat cus­tomers and tell their friends and busi­ness associates.
    2. Tar­get cus­tomers more effec­tively. These tools can be used to research con­sumer wants and needs.
    3. Deter­mine what com­peti­tors are doing. Social media pro­vides a great oppor­tu­nity to see how com­peti­tors are com­mu­ni­cat­ing and par­tic­i­pat­ing with their con­sumers and if it’s suc­cess­ful or not.
    4. Eval­u­ate per­cep­tion. With Twit­ter and sim­i­lar sites, con­sumers can tag your com­pany or even include hash­tags so it is eas­ier for you to eval­u­ate what they are say­ing about you and your com­pany and quickly improve upon it.

    Devel­op­ing a social plan for cus­tomer ser­vice should be linked to your busi­ness goals, be focused on your cus­tomers wants and needs, clearly iden­tify the processes that will be affected, and spec­ify the infor­ma­tion and capa­bil­i­ties required.

    Social net­work­ing sites make it pos­si­ble for mil­lions of peo­ple to share expe­ri­ences, build rela­tion­ships, and develop new ways of work­ing. With a well thought-out and exe­cuted social media plan, fol­low­ers become cus­tomers, cus­tomers become loyal cus­tomers, and your busi­ness grows like never before!

     

    *Info­graphic via Fish­burn Hedges

     

    No Comments "

    Soft Skills Training: 3 Keys to Success

    January 22nd, 2013

    Soft Skills TrainingWhat Are Soft Skills?

    Soft skills include char­ac­ter traits like com­mon sense, empa­thy, and a pos­i­tive atti­tude, and inter­per­sonal skills like the abil­ity to com­mu­ni­cate well with peo­ple. They have more to do with who we are than what we know. The soft skills required for a cus­tomer ser­vice or sales rep­re­sen­ta­tive, for exam­ple, would be strate­gic ques­tion­ing, active lis­ten­ing, empa­thy, a pos­i­tive out­look, the abil­ity to build rap­port, and the abil­ity to remain unflus­tered in the face of chal­leng­ing customers.

    How to Improve Soft Skills

    Hard skills, or tech­ni­cal skills, can be learned and per­fected over time. So can soft skills. But even with train­ing, soft skills are more dif­fi­cult to acquire and change because they have less to do with what we know, than who we are. Think about it. Your cus­tomer ser­vice agents have been com­mu­ni­cat­ing with other peo­ple their entire lives. So attend­ing a half-day train­ing class where they’re told to care about their cus­tomers, lis­ten actively, acknowl­edge cus­tomers’ con­cerns, use pos­i­tive lan­guage, etc. may inspire them, but with­out prac­tice, they can’t be expected to change a life­time habit.

    3 Keys to Soft Skills Train­ing Success

    1. Prac­tice Online. Much of soft skills is train­ing offered online. How­ever, ask­ing employ­ees to read pages of text online and take a quiz isn’t suf­fi­cient to change behav­ior. A dif­fer­ent method­ol­ogy is required than most online learn­ing offers. Behav­ior change needs to begin dur­ing online train­ing by hav­ing employ­ees prac­tice respond­ing to sit­u­a­tions through either writ­ing or speak­ing their response.
    2. Prac­tice Dur­ing Class. While online train­ing is a great method for teach­ing hard skills, it hasn’t been proven to be suf­fi­cient by itself in chang­ing soft skill behav­ior. If you’re cur­rently pro­vid­ing your employ­ees only online train­ing, cre­ate an after-class follow-up ses­sion that allows them to prac­tice in customer-specific sit­u­a­tions. Drill-and-practice activ­i­ties, fish bowls, and one-on-one role plays give employ­ees the prac­tice they need to improve their soft skills—and the con­fi­dence that they can put their new skills into prac­tice on the job.
    3. Prac­tice After Class. Learn­ing shouldn’t stop when class is over. In fact, that’s when behav­ior really starts to change. With­out on-the-job activ­i­ties to remind employ­ees of newly learned skills, it’s easy for them to fall back into habit­ual pat­terns of com­mu­ni­ca­tion. So it’s cru­cial to pro­vide ongo­ing reminders and oppor­tu­ni­ties for employ­ees to prac­tice what they learned online, in class. Cre­ate on-the-job activ­i­ties that review and focus on one skill each day. Have super­vi­sors pro­vide one-on-coaching. Sched­ule short meet­ings or brown-bag lunches where employ­ees can share suc­cess sto­ries. Remind employ­ees to also prac­tice these skills in their rela­tion­ships out­side of work. Once employ­ees are able to con­sis­tently demon­strate basic skills, con­duct addi­tional train­ing ses­sions to help them take their soft skills to a new level.

    Telling employ­ees they need to improve their soft skills isn’t suf­fi­cient. As that famous say­ing goes:

    How do you get to Carnegie Hall?

    Prac­tice. Prac­tice. Practice!

     

     

     

     

    2 Comments "

    Be an Attitude Adjuster

    January 15th, 2013

    We post a lot about coach­ing here at the Impact Blog! One key rea­son why it’s impor­tant to be a great coach is that your actions and approach to coach­ing can seri­ously affect your employ­ees’ atti­tudes and the over­all level of morale in the workplace.

    Why is coach­ing important?

    In con­tact cen­ters where pos­i­tive coach­ing occurs and morale is high, employ­ees approach their work with energy, enthu­si­asm, and the will­ing­ness to suc­ceed. They want to come to work, or at least are enthu­si­as­tic about work once they get there. On the other hand, when coach­ing is always neg­a­tive or non-existent, morale is low and employ­ees can become bored, dis­cour­aged, and lethargic.

    Why else is coach­ing important?

    It’s not impos­si­ble to have high pro­duc­tiv­ity and decent bottom-line results in an envi­ron­ment where morale is low, but it is unlikely. As a coach (or a man­ager who rou­tinely coaches employ­ees), you should care about how your employ­ees feel, if for no other rea­son than because it’s the right thing to do. But even if you’re not a con­vert to that way of think­ing and that style of man­age­ment, here are some other good rea­sons for you to care about your employ­ees’ morale and apply prin­ci­ples of pos­i­tive coaching:

    Pos­i­tive coach­ing leads to high employee morale. High morale in a con­tact cen­ter envi­ron­ment can lead to:

    • Increased job satisfaction
    • Lower turnover rates
    • Higher pro­duc­tiv­ity
    • Reduced absen­teeism
    • Higher own­er­ship of cus­tomer concerns
    • Less job-related stress
    • Increased iden­ti­fi­ca­tion with the company’s mission
    • Higher cus­tomer satisfaction
    • Increased cus­tomer loyalty

    It’s good for you, it’s good for them—and it’s good for the bot­tom line. In a sur­vey con­ducted by David H. Mas­ter, the author of Prac­tice What You Preach, it was found that happy divi­sions out­per­formed unhappy ones by as much as 42 percent.

    It’s easy to make the assump­tion that the key to higher morale is sim­ply to give the agents what they want. But that isn’t always the case. What they want—or think they want—may be min­i­mal work, lots of play, and plenty of pay. But we’ve found in a num­ber of cen­ters that what really makes employ­ees thrive is a dynamic, pos­i­tive envi­ron­ment in which agents are con­tin­u­ally learn­ing and their per­for­mance is con­tin­u­ally improv­ing. So how do you make this hap­pen? Good question!

    It’s impor­tant for you as the man­ager or coach to cre­ate and fos­ter a cli­mate of enthu­si­asm, open com­mu­ni­ca­tion, and active par­tic­i­pa­tion. It’s in this kind of envi­ron­ment that agents will be pro­duc­tive and com­mit­ted to your goals. You’ll find that a lit­tle goes a long way: if employ­ees see you—and the orga­ni­za­tion as a whole—making an effort to meet their needs and treat them well, they’ll be inclined to give you their best efforts.

    On the other hand, if you cre­ate a cli­mate of mis­trust and uncer­tainty, your agents will tend to do just enough to get by. And they’ll prob­a­bly only do that until it becomes more appeal­ing to find employ­ment at some other com­pany. Of course, in almost every orga­ni­za­tion there are some “get by” peo­ple who will always be “get by” peo­ple no mat­ter what you do to encour­age, inspire, moti­vate, and trans­form them. If you’re seri­ous about improv­ing the morale of your team, the time may come when you need to give stern warn­ings to those agents whose atti­tudes are weigh­ing down the morale of the group. Then, if they con­tinue to cre­ate prob­lems, it may be best to ter­mi­nate them.

    How do I become a pos­i­tive coach?

    Here are some tips for becom­ing a more pos­i­tive coach:

    And if you need to train your super­vi­sory staff on pos­i­tive coach­ing tech­niques, please take a look at Mak­ing It Hap­pen™. This train­ing pro­gram, spe­cific to con­tact cen­ters, includes every­thing you need to improve the coach­ing skills of your super­vi­sors and team lead­ers so you can reap the rewards of a pos­i­tive work envi­ron­ment and good employee morale.

    No Comments "

Google Profile Twitter

Author Categories