Why Should Your Customers Remain Customers?

Bobblehead DollMy wife is mad at me; I was relating an email survey experience where a financial institution had sent me a customer service survey.  I described the truth, I have no reason to remain a customer and feel less than enthused at remaining a customer.  My wife fearing I had been insulting, derogatory, or denigrating, got mad at me.  I explained my position and how I had answered the rote questions, and she is still not happy.  But, her position and my position bring up an interesting point, centered around the following question, “Why should a customer remain a customer?”

Use My Name!

Daily I receive programmed emails from multiple companies.  Do you know how I pick the ones I want to do business with?  They know my preferred name and use it!  What an incredible concept; since the early 1990s, we have had the technology to put in names, create mailing lists, and use people’s preferred names, and businesses still struggle with this concept.  Why?

LookI have several titles, want my business, know and use my titles.  Pick one, and use it!  How can a company claim they “know their customers” when that company cannot use the customer’s preferred name or title in addressing that customer?  I have worked hard to earn a Ph.D.; I do not expect everyone to call me “Dr.,” but it sure as anything beats being called “mister” all the bloody time.  Worse, I still hold several ranks and positions that come with titles. I could be addressed using them, but even with a preferred name on many company customer profiles, I get that lazy customer service representative that calls me Mr. Salisbury!  Guess what company I am going to ditch at the first opportunity?Shhh----Don--t-Say-A-Thing--Just-Listen--Don--t-Talk.jpg (500×273) | The beauty and danger of ...

On the topic of names, if I say, “everyone calls me Dave,” and you continue to call me “Michael,” “Mike,” or “Mr. Salisbury,” you are either not listening, or your company has the worst policies for addressing customers.  Guess what company I will end my business relationship with post-haste?  I have given permission to use a preferred name, use my name.  Listen to me!

Listen!

Job Interview Cartoons ~ Silly BuntActive listening can be faked!  Customer service agents, I know active listening can be manufactured, I have been a customer service agent, I know your stress, I know your job, and I know your problems.  Thus, to your bosses, I appeal; stop the active listening drama!  If you are not stressing reflective listening to your employees, where they and the customer reach a mutual understanding, you are not doing your job leading customer relations!

My wife claims that conclusion is “Too harsh.”  I disagree vociferously.  Here’s why!  Remember how I just related how I had informed customer service agents, “everyone calls me Dave,” and the agent continued to call me everything but my preferred name.  Failure to listen remains the number one customer complaint for a reason; the agents are not listening to reach a mutual understanding.  Too often, they are not even attempting to listen actively but are listening to respond, responding to the voices in their heads and not the customer!Joke of the Day | Joke of the day, Funny quotes, Single words

Do you want better customer survey responses; try listening, then acting, then listening again.  Not speaking; listening, acting, listening, acting; it’s a pattern worth doing!  Yet, too often, what is the pattern found, maybe listening, speaking, maybe listening, token action, maybe listening, half-hearted action.  Wait for the customer to become frustrated and go away.  Guess which company I am going to be ending my business relationship with quickly?

Respond!

AP 20.96 Short-Answer Questions (SAQ) - Bello's Reference Page - Use GOOGLE CLASSROOM for all ...I have four companies who I have informed (several times) I no longer can do business with them.  They continue to send me emails asking for my business for old properties and cars I no longer possess.  Listening is but half the answer; you must also respond with definitive action.  How many times does a customer have to relate to your business they have moved?  I did business with a windshield repair company in Phoenix, AZ.  Good company, good service, but for the next three years, I received calls from them monthly, and I had moved out of their service area.  They were told this month after month, I was promised month after month this was the final call, and month after month, I received another call.  Guess whose recommendation I deleted online?

People ProcessesBusiness processes matter; honoring your word matters, displaying trust, integrity, and fulfilling a promise made all matters in the customer relationship long before the product or service is discussed.  Yet, how often are these issues on shaky ground, before the ink is dry on the service contract or the receipt for goods?  I have a cell phone provider I detest; I long for the day I can finally walk free of this provider and never look back.  Because their customer attention is deplorable, I feel used and abused every time I interact with this company.  I have the same problem with my current Internet provider.  When your customer service is so deplorable, you have to climb to become terrible; there is a problem that colors, signage, marketing, and gimmicks cannot fix!

Why Would I gladly Pay a Higher Price; Service!

Skillet Mac and Cheese with Crispy Breadcrumbs Recipe - Southern LivingI was in the supermarket, my wife asked for a treat.  To her, a treat is a bowl of deli mac & cheese, potato salad, or a bag of potato chips.  As I was in the deli and they had her mac & cheese, I bought mac & cheese.  My wife was shocked, I paid, what to her was an exorbitant price for the mac & cheese, but I was glad to pay the price.  The counter worker wrapped the mac & cheese package in plastic wrap to protect it from spilling, was pleasant, remembered me from a previous visit, and made my day.  The service was well worth the extra cost.

I kept going back to this store, making purchases long after this deli person was transferred to another store closer to their home because the service level did not go down.  Thus, I remained satisfied to pay extra for the service I received.  Walking on a cane, with labored breathing, and having a service representative walk with me, not ahead of me, so I feel like I have to race, is a significant service I would gladly pay more for.  I felt respected and remembered from visit to visit, even if I was sporadic in visiting for over a month.2mm to Sales Mastery | Customer Obsession: Creating "Wow" Moments That Leave a Lasting Impression

Long before the product or service costs are discussed is the customer experience.  If the customer experience fails, you can have the coolest products and the best access to services and fail because you forget the customer experience!  Getting back to the financial survey I just completed, it was full of Likert-style scale questions.  If your company employs a Likert question on a survey, you need a follow-up self-directed qualitative question to explain directly after.

Likert-Style Surveys

Likert-style questions are a quantitative researcher’s bread and butter, showing the relationships between agreement and disagreement on a broad scale.  Generally, on a scale of 1-10, these questions and scales have come to be represented by emojis, colors, statements, and more as technology has advanced.Top 10 Likert Scale Examples for your next survey! | QuestionPro

I completed 15 Likert-styled questions before I was asked why I rated the company as “Neither liked or disliked, neither favorable nor unfavorable.”  Okay, so quantitative data is easier and less expensive to collect, collate, and report.  But, if your customer survey is only collecting qualitative or quantitative data, you are only collecting half the story and none of the customer experiences!  However, you cannot simply ask ½ the questions qualitative and ½ the questions quantitative and expect anything but GIGO.  Careful planning is key to customer survey results worth your time and the customers time!Likert scale questions, survey and examples | QuestionPro

A customer satisfaction survey should first be an instrument of dedicated action!  Where your best and brightest in customer relations work to analyze, report, and propose efforts to satisfy the customers.  They investigate survey findings.  They respond to survey questions and concerns, address real people, and produce tangible results.eCommerce Customer Surveys | An Ultimate Guide 2021

A customer satisfaction survey is not the time, nor the place, for cute emojis and colorful pictures depicting customer attitudes.  Can the customer survey be more than black and white; naturally.  Remember that the customer survey is not where you go to flash and spin; this is where the customer goes, tells the truth, and expects action, not to be played with.  If the customer takes the time to complete a survey, there is a reason, find the cause, know the customer, and win.

Knowledge Check!These are but three basics, fundamental points at the start of the customer relations journey.  If you cannot get these three points right, the rest of the trip will be short, painful, and not fulfilling for you or your customers.  Worse, the experiences will be remembered, and people have this nasty habit of not forgetting bad experiences.  Why do the majority of people despise the DMV; because the majority of customers have experienced the most frustrating issues of their professional lives at the hands of the DMV agents.  Governments abuse their customers, which is as bad as customer interactions get, and everyone feels betrayed when the government and bureaucrats use them.

You are in the private sector; you have competition; your first question daily should be, “Why should my customers remain, my customers?”  When you answer this question, your customers will hear the answer loud and clear!

© 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.

The Role of a Call Center Trainer: A Qualitative Descriptive Study

Bobblehead DollI want to express my deepest gratitude to Call Centre Helper Magazine for the opportunity to advertise for my dissertation research.  I once asked a call center leader what a trainer does; their answer still makes me chuckle.

A trainer trains!

Kind of obvious, right.  Now, what does a trainer train?  How does a trainer train?  How does a business leader know the trainer has been successful in training?  What is the purpose of training?  What does training do for those trained?  These questions and the business leaders’ comment have inspired my professional and academic footsteps for several years now.Call Center 2

In early July 2021, I finally received permission to begin human testing for my dissertation.  I have posted several advertisements on social media for call center workers, trainers, and senior leaders to entice 17 people willing to answer some questions about training in call centers, a call center trainer, and what precisely a call center trainer does.  The following is a brief description of the aims and intents of my research to increase interest and hopefully glean the needed participants to finish my study.

Consider for a moment a teacher who has influenced you professionally or personally, and why did they make such an impact?  Could a different person have made the same impact?  Why?

The above questions are the crux of my research; to date, the role of the instructor has not been considered a variable in corporate training.  As an adult educator, I find this gap very alarming.  In academia, the teacher’s role has been extensively studied, and opinions abound regarding the role of the teacher.  Yet, in a professional setting, no researcher has addressed this gap to date.  With the push to move all training to computer-based solutions in autonomous environments, if the trainer does not teach corporate knowledge and behaviors, who does?

Call Center BeansIn researching the history of professional training, the model employed has not changed since a master taught journeyman who led novice instruction.  Yet, with technology, global populations, cultures, language, and globe-spanning organizations, the role of the trainer seems to continue to take a back seat.  Yet, if a corporate trainer profoundly influenced you professionally, would you not want that experience for another person?

Due to the restrictions on human testing in research, I cannot change the dry legalese of the advertisements.  I know they are long, tedious, and challenging to get through.  However, if you are interested, please get in touch with me directly using:

Msalisbury1@my.gcu.edu

Please note, to participate, you will need the following:

      • Work in an English Speaking Call Center with a home base in the United States.
      • Have a LinkedIn account (This is for verification of professional qualifications only).
      • Speak English like a native.
      • Be willing to answer demographic questions, including time in the current role, education, and so forth.
      • Be willing to elaborate upon your answers. I will ask you some questions about your experiences; please provide details, depth, and descriptions as your answer.

Knowledge Check!Important to note, your name and business will never be mentioned in my dissertation!  I am not collecting any personal data beyond education and years of experience.  Any direct quotes employed will carry no connecting data, and no one will see your details.

Thank you for considering joining me in my dissertation research.  I look forward to publishing this research and discussing the findings with you in later articles.

© 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.

 

Call Center Senior Trainers – Focus Group

Date: 19 July 2021

Andragogy - The PuzzleI am a doctoral candidate under the direction of Professor Dr. Susan Miedzianowski in the College of Doctoral Studies at Grand Canyon University. My name is Michael D. “Dave” Salisbury. I am conducting a research study to explore the trainer’s specific influence on employees’ development in an English-speaking call center based on a clear understanding of the trainer’s role.

You can participate if you can answer “Yes” to all of the following questions.

      • Do you speak English?
      • Do you live and work in the United States?
      • Are you employed in an English-speaking call center?
      • Do you have an updated LinkedIn.com profile (for verification purposes only)?
      • Are you willing to answer demographic questions about your age, level of education, years of experience in the call center industry, years in your current call center, and your current job title?
      • Are you an adult over the age of 18?
      • Do you have a trainer/senior trainer title, or are you expected to train or supervise call center trainers in your current role?
      • Do you have more than six years in the call center industry?
      • Are you willing to be audio recorded using ZOOM online software?

If you answer “No,” to any of these questions, you cannot participate in the focus group. I will verify your eligibility via your LinkedIn.com Profile before the focus group meets.

The activities for this research project will include:

If you are eligible to be in this focus group, you will be asked to:

      • What:
        • Meet with other similarly qualified professionals via Zoom, approximately 90 minutes, video and audio recorded.
        • Answer the demographic questions honestly.
        • Answer a series of questions regarding how a call center trainer has influenced you. As well as what you think a call center trainer does.
        • Review a job description of the call center trainer’s role.
        • Review data collected during interviews for completeness.
      • When: On the date and time discussed via email.
      • Where:com online meeting.
      • How: Using your home computer or Internet-capable device, connecting with Zoom.com.

Your participation in this study is voluntary.

An alias will protect all data in this study during the recording of the actual interview and in the documents by using an alpha-numeric code to tie your email address and hide any potential method to track your responses back to you.  All information reported in the dissertation will be in a collated format so individual data cannot be tracked to any single participant.

If you are interested in participating in this study, please contact:
M. Dave Salisbury
(435-219-5414)
msalisbury1@my.gcu.edu

Thank you!

Calling for Call Center Employees and Junior Call Center Trainers

Date: 19 July 2021

Call Center Agent - MaleI am a doctoral candidate under the direction of Professor Dr. Susan Miedzianowski in the College of Doctoral Studies at Grand Canyon University. My name is Michael D. “Dave” Salisbury. I am conducting a research study to explore the trainer’s specific influence on employees’ development in an English-speaking call center based on a clear understanding of the trainer’s role.

I am recruiting individuals that meet these criteria:

      • Do you speak English?
      • Do you live and work in the United States?
      • Are you employed in an English-speaking call center?
      • Do you have an updated LinkedIn.com profile (for verification purposes only)?
      • Are you willing to answer demographic questions about your level of education, years of experience in the call center industry, years in your current call center, and your current job title?
      • Are you an adult over the age of 18?
      • Are you willing to be audio-recorded using ZOOM online software?

You cannot be in this study if you answer “No,” to any of these questions; you cannot participate in the interviews. I will verify your eligibility before setting up the interview.

The activities for this research project will include:

If you are eligible to be in this study, you will be asked to:

      • What:
        • You agree to answer the demographic questions honestly.
        • Be interviewed, via Zoom, for approximately 60 minutes, audio-recorded, or if comfortable, video recorded, your choice.
        • Answer a series of questions regarding how a call center trainer has influenced you. As well as what you think a call center trainer does.
        • Review a generic job description and comment upon what is contained and whether you would add or subtract anything.
      • When: On a convenient date and time discussed via email.
      • Where:com online meeting.
      • How: Using your home computer or Internet-capable device, connecting with Zoom.com.

Your participation in this study is voluntary.

An alias will protect all data in this study during the recording of the actual interview and in the documents using an alpha-numeric code to hide your email address and hide any potential method to track your responses back to you.  All information reported in the dissertation will be in a collated format so individual data cannot be tracked to any single participant.

If you are interested in participating in this study, please contact:
M. Dave Salisbury
(435-219-5414)
msalisbury1@my.gcu.edu

Thank you!

NO MORE BS: Government Customer Service

Duty 3As a subject matter expert on customer service, as a professional customer service provider, and as a concerned American, I have to state for the record, the government’s abuse of the taxpaying customer is beyond atrocious, ridiculous, and craven!  I am sick to death of being treated like cat vomit; when I seek customer support from the government, I pay such incredible sums to fund.  Worse, I am fed up with the bureaucratic mindset that places the customer in the wrong, the customer as a pain, and the customer as a nuisance to be endured instead of assisted professionally.

ProblemsMy local Post Office here in Phoenix was visited yesterday (03 March 2021).  The Post Office does not deliver packages to the apartment complex we live in, so the standard procedure is for the USPS delivery person (mailman) to place a card notifying the customer of a package on a 10-day hold in the customer’s mailbox.  Since we moved in, we have not gotten these indicators, and Monday, my wife was notified a package she needs was returned by USPS.  It was delivered Monday to the Post Office and returned to sender as “customer refused delivery” the same day.

I went to the Post Office seeking answers.  The counter-working postal representative was the epitome of rude, obnoxious, and downright unfriendly.  It took more than an hour for a supervisor to arrive, and upon discussing the problem, I was told, “Lots of your neighbors have been complaining about this issue.”  Are you kidding me?!?!?!  You have two 500+ Apartment complexes across the street from each other, multiple people from both complexes are complaining about package delivery failures, and with a smile, you can tell me this is a known issue.

Theres moreAsk yourself the following question, if you had upwards of 100 customers complaining about your work, how long would you remain employed?  Frankly, I am still stunned 24+ hours after the interaction with this supervisor.  My visit was the sixth time I had been to the Post Office complaining about not getting package notifications and having trouble with packages sitting around the post office taking up space.  One of these visits included speaking to the Post Office’s head, general, whatever, the top person in charge of a local post office is titled.  Still, the employee has maintained their job, kept the same route, and the customers continue to be abused.

After I wrote a formal complaint, I was assured that action would be taken, and the employee talked to about this oversight in their duties.  Seriously, that was exactly what the supervisor said, “the employee will be talked to.”  I understand the human resources processes, understand and have designed human resource processes, and possess a Doctor of Psychology title specializing in industrial and organizational psychology.  But, I do not know how 100+ complaints can arrive at the post office weekly, and the same mailman is only on their verbal reprimand for failure to perform their duties.  We have been complaining about this issue for a year now, and in speaking with several neighbors, they have been complaining for longer than a year about this failure.  I have some doubts that this issue will be resolved, ever!

Detective 4But hey, the Post Office is only one of the government agencies exhibiting a race to the bottom where customer abuse and customer disservice are concerned.  The Department of Motor Vehicles (DMV), a state-run agency, is always in this race, and they take hostile customer service to new heights, or depths, depending upon how you look at their performance.  The last visit to the DMV ended with screaming for several minutes in my car before possessing the proper mindset to drive away safely.  The DMV is comparable to a dentist drilling before anesthesia starts and doing a poor job on an infected tooth; you just know you will have a bad day when a visit to the DMV is scheduled!

Yet, in discussing the race to the bottom, the Department of Veterans Affairs (VA) is also a constant competitor in asinine customer service practices, customer abuse, and inept inertia.  I do not think the VA could even get bureaucratic inertia correct if someone had not taught them how.  The Department of Veterans Affairs – Office of Inspector General (VA-OIG) investigated a surgical supply program for abuses and found:

VA controls were not sufficient to ensure VA medical facility staff accurately reviewed, verified, or certified distribution fee invoices for the program. VA also did not ensure staff at medical facilities accurately established and applied the on-site representative rates and paid fees based on annual facility purchases. The pricing schedule establishes fee rates for on-site representatives based on annual facility purchase amounts.”

The amount of money involved is staggering ($4.6 Billion). The fact that the VA cannot correctly oversee a supply program, check invoices, monitor stock levels, and pay invoices properly does not bode well for integrity in customer service.

LinkedIn VA ImageThe VA is to be congratulated, the colonoscope, which is used on multiple patients for a colonoscopy, is being cleaned properly and to standard, which means that infections from one patient are less likely to occur in another patient transferred from the colonoscope.  However, the training program, certification program, and training documentation remain under considerable scrutiny for continual failure, as discovered by a VA-OIG investigation of 10 different clinics!  Training, certification of training, and documenting and tracking training are internal customer service actions that the entire VA continues to fail.  Whoever is in charge of adult education and training at the VA is not performing their jobs, and this is witnessed every couple of weeks in the VA-OIG investigation results across the entire VA.  Designed incompetence leading to customer service failures, absolutely ridiculous!

I-CareThe VA-OIG conducted a lengthy investigation at the Veterans Benefits Administration (VBA) Chicago VA Regional Benefits office in Illinois.

The OIG found claims processors did not properly correct administrative errors in 88 percent of cases reviewed. Errors resulted in improper underpayments of about $59,100 to six veterans, improper overpayments of $18,900 to two veterans, and $5,900 in debts VA had inappropriately collected from eight veterans through January 2020.”

Revisiting the Post Office example above, if you had an 88% error rate in your job, how long would you expect to keep your job?  Training and certification of claims processing personnel remains a failure of internal customer service and is mentioned in every VBA investigation by the VA-OIG.  As a point of fact, the failures of training and training certification were recently cited as a significant deficiency, where in 2018, no certification and training occurred due to internal technical problems with the intranet.  Yet, even with all this evidence that training is failing, certification is not occurring, and claims processors continue to abuse veterans through clerical, system, procedural, and process errors on claims, they maintain their positions.  Cited in this latest VBA investigation was the claims processors’ continual failure to communicate with the veteran.

Boris & NatashaConsider the following analogy.  A 100% disabled veteran gets paid once a month and budgets those monies very carefully to last the entire month.  A claims decision is made, and without any communication for why, the amount the veteran is expecting to live is cut in half.  The veteran is then responsible for wading through the various call centers to find why, how the decisions were made, and what to do, which takes time, lots, and lots of time on the phone.  While bills go unpaid, food goes unpurchased, financial difficulties mount, and correcting the situation takes more time.  Sure, the VA will pay back pay, but that is never sufficient to cover all the accruing costs and losses experienced.

Hostile customer service by the government is the most inexcusable example of customer disservice imaginable.  Why; because there is no competitor to move your business.  There are no pathways for holding customer service representatives accountable when even talking to a supervisor is not worth the time and effort.  I spent four hours on the phone chasing a claims processing error; at one point, I finally got so mad I demanded a supervisor.  I waited on hold for just under 120-minutes for the supervisor, who said had I worked better with the agent, I would not have had to wait, and the problem could have been resolved, as their opening statement!

Survived the VABy this time, I had worked with four separate agents who were confused or refused the call by hanging up.  I had been sworn at, I had been told I was a liar, and I was told my office could not handle your request.  Each call required anywhere between 30 and 50 minutes of hold time waiting for an agent.  As the supervisor reviewed the problem, they discovered that their agents could not have handled the situation, and a specialist was required.  But, I never got an apology from the supervisor for the waste of my time, the issues experienced with previous agents, nor the loss of my time and resources it took to handle the problem.

Gadsden FlagGovernment employees beware; how you treat customers is a problem, and you need to be held to task for your insolence, depravity, ineptitude, inertia, and uncaring attitudes!  When discussing the BS of government, the customer service issue is the most egregious.  I will call you out publicly every time you abuse a customer.  I am done being abused!

© 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.

Distant Learning – Adult Education Strategies for the Call Center (Part 2 of 2)

Chinese CrisisGagné’s Instructional Design Model, is a conceptual model for moving organizational goals into organizational behavior, referred to by Gagné (2018) as a “motivational model of organizational goal pursuit,” (p. S98-S99).  Gagné’s instructional design model collects the curriculum, the organizational goals, needs, desires, managerially acceptable behaviors, and supports the trainer in the training environment.  Important to note, Gagné (2018) stated a known truth, the trainer, and training department, are dynamic influencers in the business organization, and any learning organization will gladly take the trainer and training department and make the importance of learning observable from the first moment a visitor enters to the last impression as the visitor leaves.

Gagné’s Nine Events of Instruction

Gagné’s Nine Events of eLearning Instruction

Gain Attention Gain Attention
Inform Objectives Inform Objectives
Stimulate Recall Stimulate Recall
Present New Materials Create Goal Centered eLearning Content
Provide Guidance Provide Guidance
Elicit Performance Practical Application
Provide Feedback Provide Feedback
Assess Performance Assess Performance
Enhance Retention to Transfer to the Job. Enhance Retention to Transfer to the Job.

As stated in Part 1, there is not a significant difference between Gagné’s Nine Events of Instruction, and Gagné’s Nine Events of eLearning Instruction.  The difference is in the modality or training delivery, or how the student interacts with the trainer and the materials.  The events are the same, and only adapted to the specific way the materials will be delivered.  Think of these two models as two different channels on TV, except one channel has the news anchor standing in your front room and the other channel you have your front room to yourself.

Andragogy - LEARNThe importance of making the shift from training being a singular activity for the extent of the employee working in a role and making training a regular event where learning is ongoing as a competitive advantage, represents a major hurdle for call centers to overcome.  However, it cannot be more emphatically declared, training is an event, and the training events can be replicated for lifelong and lifewide learners to enjoy.  Let us take the individual events and break them down into specific actions a trainer uses to plan and execute training in call centers:

    1. Gain Attention – a 360-degree event! Trainer and student should be present physically and mentally.
        • This is not a game, nor is it an activity. Gaining attention means to tell the introduction to a story.
        • State a real-world example problem statement.
        • Represents a crucial moment in new training, to capture the cognition of the students. Get the students to have a stake in solving the problem.
        • Tell them WHY this class is important to them personally and professionally.
        • The trainer must declare, and then exemplify that they are a student, and the trainer is excited to learn and explore the topic with those in attendance.
        • Encourage the student to be an active participant in giving and receiving feedback!
    2. Inform Objectives – a 180-degree event. Set high standards, train to meet those high standards, and watch the student perform!
        • Restate the WHY
        • Detail the WHAT
        • Examples of HOW
        • Focusing on these three items in the objectives will advance attention, and this begins to build trust between the instructor and the materials.
        • Encourage the student to be an active participant in giving and receiving feedback!
    3. Stimulate Recall – a 180-degree event
        • What do they already know? Ask!  Go around the room and get 100% participation, including the trainer.
        • How do they use the materials, or topic of the class, currently?
        • Get the students to declare WHY they are interested.
        • Get the student looking for WHEN and WHERE they should be using the materials being discussed. Anticipation for application is crucial to attention!
    4. Present New Materials –
        • Encourage the student to be an active participant in giving and receiving feedback!
        • Students can instruct.
        • Ask questions.
        • Go around the class to involve everyone.
        • Use conflict as a positive force to stimulate new thinking on current topics with new materials.
        • Supply a “Parking Lot” for topics not specifically on topic but are questions from the students in the moment.
    5. Provide Guidance – a 360-degree event!
        • In face-to-face delivery this means answering questions.
        • In eLearning, this means answering questions; but employing technology adroitly to meet the student’s needs.
        • Be honest! Expect honesty.
        • Be forthright. Anticipate forthrightness.
        • Declare what is known and not known.
        • Timely responses are critical to setting up the elements of trust needed to achieve the remaining events successfully.
    6. Elicit Performance – a 360-degree event!
        • Encourage the student to be an active participant in giving and receiving feedback!
        • Regardless of delivery, get the student practicing what is being taught.
        • Role play.
        • Using software, searching for data, doing the duties of the role.
        • Start as soon as practical and continue in ever increasing levels of difficulty.
        • Emulate real life scenarios!
    7. Provide Feedback – a 360-degree event!
        • Feedback is NOT criticism. The second the trainer becomes critical, is the moment trust is destroyed and the student stops progressing on the nine events of instruction.
        • Feedback is positive, truth filled, and delivered best in a neutral tone.
        • Honesty is everything.
        • Use the sandwich method. Compliment what is being done well.  Offer opportunities for improvement (NOT Criticism).  Compliment other strengths.
        • Be open to receiving feedback.
        • Encourage the student to be an active participant in giving and receiving feedback!
    8. Assess Performance – a 360-degree event!
        • Formal exams
        • Informal scenarios where the student talks the trainer through what they would do.
        • Student led instruction on a topic.
        • Student led assessments of other students.
        • Keep event 7 clearly in mind when designing performance assessments.
    9. Enhance Retention to Transfer to the Job – a 360-degree event!
        • How does a student contact the trainer after the class concludes?
        • How does a student know they have successfully learned the materials?
        • Is the “Parking Lot” empty?
        • Gage the enthusiasm of individuals to do what they are doing in class for real.

Andragogy - Trainer FailureHow does a trainer know they have achieved success using these events; “Enthusiasm is the greatest asset in the world, it beats money, power, and influence; it is nothing more than faith in action” – Henry Chester.  Faith in action involves trust and reflects confidence in the trainer by the learner.  Are the students excited to perform; if so, the trainer has achieved success.  If there are reservations, address them on an individual student level.  If there are hesitations; assure the student, the trainer is still there to aid and encourage.  Experience will be the new instructor and the trainer will now be a mentor and advocate.  Explain these roles and show how the trainer is still there through technical means and physical visits; ensure each student remembers that the trainer is still learning and is willing to learn with the student.

How does a business leader evaluate the efficacy of training using Gagne’s tools as detailed; through the performance of the employees in the roles they have trained to perform.  Set the standard for performance using an untrained individual, a newly trained individual, and a trainer, which then becomes the measurement template for evaluation.  For example, if the training was on performance of a task, then use time to complete the task as the metric and use the template in how quickly those tasks are performed as the measurement of performance.

Call Center Agent - FemaleEnd the silliness of five different methods for evaluating training.  Happy sheets are ambiguous and do not reflect reality.  Measuring learning is uselessly inefficient for judging how much has been learned, mainly because the person taking the test is not applying in real-life the principles learned.  Worse, only a small percentage of the population can adequately take tests and have that test-performance reflect real-life application in using the principles learned.  Measuring just through application is a time-wasting event.  It takes time to setup, time to take down, time to score, and still only a small percentage of the population can adequately show application when under testing requirements.  Speaking of time, using business results or returns on investment as the stick to measure training effectiveness requires long-term time commitment and resource investment which do not reflect the ambiguity of market conditions.

Only through performance-based assessments can training be evaluated as the event that influences business results or reflects a return on the training investment.  Thus, the assessment begins with those being trained able to perform the tasks hired to perform more efficiently because they succeeded at a formal training event.  Does the newly trained person exemplify the behaviors, attitudes, and enthusiasm, as a product of confidence and trust in the trainer, to act independently?  If so, training was a value-added event and the business will see the benefits.

Blue Money BurningOn a final note, give training an actual budget.  Too often training is an unbudgeted expense that absorbs costs unrelated to actual training.  This method of paying for training produces unrealistic costs for trainers to explain or to precisely track.  Changing how training is evaluated, and budgeting the costs of training, without all the garbage of untrackable expenses, will improve the call center immeasurably.  Call center leadership can, and should, be actively learning in the call center.  Learning represents a commitment to changing personally, then professionally.  Change is the key to competing in the current global marketplace, and the company that can change and adapt is the company focused on learning.

Reference

Gagné, M. (2018). From strategy to action: Transforming organizational goals into organizational behavior. International Journal of Management Reviews, 20, S83-S104. doi: 10.1111/ijmr.12159

© Copyright 2020 – M. Dave Salisbury
The author holds no claims for the art used herein. The pictures were obtained in the public domain, and the intellectual property belongs to those who created the images.
All rights reserved. For copies, reprints, or sharing, please contact through LinkedIn:
https://www.linkedin.com/in/davesalisbury/

Communication – A Tool of Improving Call Centers, a Leadership Guide

A call center recently asked for some help. They have an “open-door” policy for employees to use. The call center meets all the designated training directives and compliance mandates. They believe they are the “best of the best” in providing customer support and have won awards from third-parties to back up these claims. Yet, employee churn remains high, employee morale remains low, and the leaders are becoming wary of the employment pool attracted to the call center.

ProblemsIn making observations, the consultant team tested the “open-door” policy and found that those sought were never in their offices even though the doors were open. The training was occurring, but the training offered had little to no value for the front-line customer-facing staff. It was generally considered a zero-sum game, providing time off the phones and causing stress and overtime costs. Worse, the front-line supervisors and employees’ perception was the existence of a chasm, separating them from higher organizational leaders.

Yukl (2010, p. 7) stated the definition of leadership as a “… multi-directional influence relationship between a leader and followers with the mutual purpose of accomplishing real change. Leaders and followers influence each other as they interact in non-coercive ways to decide what changes they want to make.” Fairholm (2001) built on the definition by Yukl (2010), insisting that leadership is a social event specific to the group of followers and leaders. Leadership and followership is a social contract; a call center is one of the most unique social environments possible. Due to this social environment, the leader who inspires communication is the call center leader who will be highly successful and train others to be highly successful.

Inherent to a fruitful and lasting social environment that promotes growth and development, leadership requires non-coercive methods to inspire and empower and provide aid to followers during change. Leadership in call centers is a social event specific to that group of followers, and leaders requiring mutuality in action to influence objectives being appropriately met. Coercion is a poison that infects like cancer into social environments; unfortunately, coercion is an easy trap to fall into as it is effective in the short-term.

Using the definition of leadership by Yukl (2010), we find why coercive leadership is ineffective; coercion cannot touch the followers’ hearts and minds to empower action towards objectives. A coercive action is any activity performed to harm or ensure the compliance of the action’s target. Coercive practices take many forms, from withholding benefits, including praise, to overt action, including threats and force. Coercive measures are used as leverage to force an individual or team to act in a way contrary to their individual or team interests. Covert coercion is rampant in many call centers and takes the form of restrictive policies, carrot/stick incentives, and human treatment policies that allow favoritism to rule instead of results.

Coercion is pernicious, and coercive practices are preventable. Yukl (2010) further elaborated that the follower only gives the coercive leader power out of fear or acts as a coercive agent to oppress others.  Furthermore, Yukl (2010, p. 137) specified that coercive leadership produces fear as the only motivator, and fear is dysfunctional, making nothing but more dysfunction in followers. Academic researchers often use the military as an example of coercive power and coercive leadership. Yet, having served in the US Army and the US Navy, I can attest coercion does not work in the military just as it does not work in any other industry. Coercive power is an acid destroying everything, building nothing, and dehumanizing people into animals.

The opposite of coercion is persuasion. Persuasion is the mode of being effective in collaboration, and persuasion requires trust and communication. Trust is an operational factor that builds the relationship between followers and leaders. It is the single most crucial factor in collaboration; but, collaboration and trust, as operational concepts, require two-directional communication to reach maximum effectiveness (Du, Erkens, Xu, 2018).

Internal-CS-Attitude-Low-ResCommunication as a tool in expressing confidence in the follower/leader relationship gains strength to clear misunderstandings and reach the desired consensus to meet organizational goals and operational objectives. The operational concept of trust and communication requires the third leg of the trust relationship agency. The follower needs to possess agency to act, informed agency requires training to employ, and the power and support of leadership to feel confident in action as detailed by Boler (1968), Avolio and Yammarino (2002). Which is where concepts meet reality, where theory is tested, and the leader is needed.

The following are proposed actions to build trust in organizations, improve communications, and empower the agency in employees to act. One of the worst things a leader can do when coercion is suspected is “trust exercises.” Trust exercises like standing a person on a chair and having them fall back into the team’s waiting arms. A call center leader colleague tried holding team and department meetings using “trust exercises,” and the result was best described as a catastrophe. The actions proposed are practical and can be employed in all call centers, including those working remotely due to COVID.

  1. Employ praise! Honest, truthful, fact-based, and reasoned praise is the most powerful tool a call center leader can employ to build people. With many call center workers working remotely, using praise as a recognition tool is critical to improving employee performance.
      • Use QA calls to issue praise.
      • Use non-cash incentives to recognize powerful deeds.
      • Make praise public through company newsletters and leadership emails.
      • Be specific, direct, and honest in your praise.
      • Be consistent in offering praise.
  1. Saying you have an “open door” is not enough, be the support mechanism your people need.
      • Respond to emails. Even if you cannot offer a substantial response immediately, personalize the email response, set a follow-up date, and meet those follow-up dates for additional communication.
      • Respond to employee questions with enthusiasm for listening and acting, not merely speaking.
      • Stop active listening; begin immediately to listen to meet mutual understanding through reflective listening. Mutual understanding and a promise to act on a concern are essential to support “open-door” policies; failure to listen and act is the number one failure of “open-door” policies.
  2. Training must change. If training is not a value-added exercise to the person receiving training, training has not occurred, resources have been wasted, and problems are generating.
    • Does your trainer know how to gather qualitative data from front-line workers to make curriculum developments?
    • Does your trainer know how to collect quantitative data from the training program to gauge decision-making in curriculum improvement?
    • What adult education theories are your trainers employing to instruct, build, and motivate adult learners who are employed?
    • How do you measure training effectiveness?
    • Does a “trained” employee know how to use trainers’ information to change individual approaches?
    • Do team leaders take an active role in training, or are they just “too busy?”

All these questions and more should be powering your training of the trainer discussions. If these questions are not being addressed, how will you, the call center leader, know your training investment dollars can return a positive investment? Training remote workers, especially, requires training programs that can motivate learners to change personal behavior. Thus, the training must have the ability to reach the student’s honor and integrity.

Leadership CartoonCOVID has provided many opportunities, and only through collaboration, communication, trust, and empowered agency, can help call centers to survive this difficult period. Regardless of how long the government shutdowns occur, your call center can survive, and call center leaders can prosper, provided they are willing to be leaders indeed, not managers in disguise.

References

Avolio, B. J., & Yammarino, F. J. (2002). Transformational and charismatic leadership: The road ahead. San Diego, CA: Emerald.

Boler, J. (1968). Agency. Philosophy and Phenomenological Research, 29(2), 165-181.

Du, F., Erkens, D. H., & Xu, K. (2018). How trust in subordinates affects service quality: Evidence from a large property management firm. Business.Illinois.edu. Retrieved from https://business.illinois.edu/accountancy/wp-content/uploads/sites/12/2018/03/Managerial-Symposium-2018-Session-IV-Du-Erkens-and-Xu.pdf.

Fairholm, Gilbert W. Mastering inner leadership. Greenwood Publishing Group, 2001.

Ruben, B. D., & Gigliotti, R. A. (2017). Communication: Sine qua non of organizational leadership theory and practice. International Journal of Business Communication, 54(1), 12-30.

Yukl, G. (2010, April 23). Leadership in organizations [Adobe Digital Edition Version 1.5] (7th ed.).

© Copyright 2020 – M. Dave Salisbury
The author holds no claims for the art used herein, the pictures were obtained in the public domain, and the intellectual property belongs to those who created the pictures.
All rights reserved.  For copies, reprints, or sharing, please contact through LinkedIn:
https://www.linkedin.com/in/davesalisbury/

Call Center Chaos and Appreciative Inquiry

While this article discusses government call centers generally, and New Mexico (NM) Government call centers specifically, please do not think the problems described are specific only to, or lessons could not be applied to, many other call centers.  New Mexico Government call centers all have a common problem, they are purposefully designed to not help or serve the customer.  Worse, the work processes are convoluted to the point that work takes anywhere from 10 – 15% longer than it should, costing 30 – 50% more than it should.  Worse, if a customer gets connected to an “Escalation Department,” the workers in that department have no authority, no tools, and nothing they can do but repeat marketing materials, and hope the customer goes away.

Cute CalfEssentially, the NM Government call centers, at the city and state levels of government are as emasculated as a spring-born calf!  Let that sink in for a moment.  No tools, no authority, no support, and only their verbal wits to make the customer go away.  If you think this problem is only apparent in government call centers; well, you are wrong.

AT&T has a very similar, though not as endemic issue.  Sprint, the problem is both apparent and not considered a problem.  AIU, COX, Comcast/Xfinity, FEDEX, UPS, UoPX, and more, you all have very similar issues where the work processes and the customer service are disconnected, leaving employees emasculated and stuck spouting marketing lines in the hope of appeasing the customer.  Sure, some of you have better call escalation processes, but these escalation processes only show the emasculation of your people more exactly.

For example, take today’s interactions with a NM Government Call Center.  The representative on the call escalation line could very easily reach out to their supervisor and take the criticisms and ideas from the customer’s call, put them forth as their own ideas, and improve the call center and customer attentiveness of the organization.  Unfortunately, sad experience has shown that new ideas in NM Government Call Centers are anathema to the good order and discipline of the call center.  Thus, proving that the endemic lack of customer attentiveness is systematic in NM Government Call Centers and considered a benefit to the customer/taxpayer using the government service.

Purposeful customer abuse is not appreciated, not acceptable, and eventually leads the call center to ruin.  Which is a monumental waste of the potential in your employees, as well as being ruinously expensive for some future disaster.  In speaking with retail associates at Comcast/Xfinity and COX Communications, one learns from frontline representatives what to expect from calling the call centers.  If the retail associates are frustrated with the inability to be served, this is automatically passed to the customer.  Bank of America has this problem in spades!

Appreciative InquiryAppreciative inquiry is a growth mechanism that states that what a business organization needs, they already have enough of, provided they listen to their employees.  Appreciative inquiry and common sense tells leaders who want to know and change their organization, how, and where to go to begin.  Appreciative inquiry-based leadership is 6-continuous steps that start small, and cycle to larger problems as momentum for excellence permeates through an organization.  But the first step, just like in defeating a disabling addiction, is admitting there is a problem.

Coming back to the NM Government Call Center, the front-line supervisor upon hearing about this representative’s experience, chooses to believe there is a problem.  Knowing that the problems are endemic and systematic in the organization, decides, “For my team, we will be the core of excellence.”  Thus, this supervisor is now motivated to take the second step in the appreciative inquiry cycle, “Define.”

The supervisor defines what they can change, and then from that list of items that they can control will select the first item to change by asking themselves and their team, “Which item on this list can we tackle first?”  Thus, leading to the third step in appreciative inquiry, “Discover.”

Imperative at this step is the focus upon what is already going right on the topic selected.  Not focusing upon what is wrong, or upon what cannot be controlled or influenced by the team.  Focus on the positive, list the best of what is going right!  For example, if the inquiry will be reducing hold times, and the team has been trending down from multiple hours to single hours of hold time, focus on the positive, and get ideas about tips used from those who are successful in reducing hold times.

The idea in discovery is to create the motivation for the next step in appreciative inquiry, “Dream.”  But, do not dream small!  Remember, when you shoot for the sun and miss, you still land among the stars.  Dream BIG!  Dreaming is all about setting your sights on what currently is considered impossible, that your team can make possible.  Going back to reducing hold times, set the dream at 30-minutes.  You can always come back and dream bigger or repeat the appreciative inquiry cycle on this topic again in the future.

Next, “Design,” design the future and it becomes your destiny; which also happens to be the remaining two steps in the appreciative inquiry cycle.  President Thomas Monson is quoted as saying, “Decisions DO Determine Destiny” [emphasis in original].  If you decide the status quo is acceptable, that decision determines the destiny, and ruination will follow.  If you decide to pursue excellence, this decision will determine how successful you and your team can be.  Design the future you desire, state the goal, write it down, post the goal, speak positively about the goal, and build momentum through accomplishing small steps towards the goal.

Thus, the destiny is born into fruition and what today is impossible, is tomorrow’s reality.  Destiny in the appreciative inquiry cycle is defined as creating what the future will be.  Positive growth occurs through incremental steps and changes the destination.

A pilot friend of mine loves the story about a new pilot who is making their first cross-country flight with a more experienced pilot.  The young pilot is close to being able to solo, and the experienced pilot knows the route, the weather, and decides to let the young pilot fly solo for a few hours.  The new pilot gets bored holding a single course and wavers a little to the left, and a little to the right of the base course and does not think anything of the consequences.  Several hours go by and the experienced pilot returns to the flight deck to discover bad weather is moving in fast, the small lane cannot fly in the weather that is coming necessitating an unscheduled landing, and the plane is 400-miles off base course.  The young pilot said, I only moved a few degrees left and right, we cannot be that far off course.  Later the experienced pilot shows a track of the airplane on a map to the young pilot and reality sinks in, by a matter of a few degrees, over time, the plane got in trouble.

A few DegreesAppreciative inquiry is exactly like the plane, by having a destination, defined according to positive desires, through the process of discovery, dreaming of the possible future, while designing the future, the appreciative inquiry leader can make the small changes today that move the destination from ruination to success.

The first step is admitting there is a problem, and desire to fix that problem at all costs.  What are you passionate enough about to fix at all costs?  Whether you are a representative or a company director, the same question applies and the answer will determine your ultimate destiny.  The key is action at all costs.  The efforts, time, resources, etc. will be spent to achieve does not matter, the new destination does matter.

A call center supervisor friend of mine had three stellar and highly experienced employees on their team.  My friend also had some young talent with incredible potential.  Because the three stellar employees did not want to become supervisors, this effectively blocked the new employees from achieving potential.  My friend had to make a choice, lose the new potential, or reorganize the team.  My friend chooses to keep the experienced people, and shortly after this decision was made, two quit for other opportunities, the new potential quit because they longed for professional growth, my friend was promoted, and the new supervisor had no depth of experience left on the team.

Some would blame the new employees for quitting too soon, others would lay the blame on the supervisor for not developing the talent pool, others might express dismay at the senior talent leaving; honestly, they are all right, and all wrong!  My friend decided to hang the costs, and the decision was a tremendous learning experience.  Using appreciative inquiry will provide similar learning experiences, prepare, and commit, now to learn first and stay focused on the positive.

Appreciative inquiry can help; there are six operational steps:

  1. Admit there is a problem and commit to change.
  2. Define the problem.
  3. Discover the variables and stay focused on the positive.
  4. Dream BIG!
  5. Design the future and outline the steps to that future.
  6. Destiny, create the destination you desire.

Follow the instructions on a shampoo bottle, “Wash, Rinse, Repeat.”  The appreciative inquiry model can be scaled, can be repeated, can be implemented into small or large teams, and produce motivated members who then become the force to producing change.  Allow yourself and your team to learn, this takes time, but through a building motivation for excellence, time can be captured to perform.

© Copyright 2020 – M. Dave Salisbury

The author holds no claims for the art used herein, the pictures were obtained in the public domain, and the intellectual property belongs to those who created the pictures.

All rights reserved.  For copies, reprints, or sharing, please contact through LinkedIn:

https://www.linkedin.com/in/davesalisbury/

 

Defining Customer Service: Some Examples – Shifting the Paradigms

Gitomer’s, “Customer Service is Worthless: Customer Loyalty is Priceless (1998),” customer service has changed in ways that motivate me to investigate, cheer when found, and when negatives are experienced I want to help fix the problems. Several books and research papers in my library confirm every point Gitomer makes; thus, the following four interactions are compared to Gitomer’s text to supply solutions that can be benchmarked as Gitomer is much easier to read. The intent of this article is to power enthusiasm for change in how customer service is found and improved to inspire customer loyalty.

The Chase bank app delivered an error that made no sense. I called the “Mobile Banking Line,” and then was transferred to another department with “tech-savvy people who could assist me further.” Those representatives were not only unable to aid, but they also could not understand the problem as described, and offered a “local branch.” Upon learning that I lived 264 miles to the nearest Chase bank branch in El Paso, Texas, the representative had no other solution, offered no additional explanation, and for being a senior, tech-savvy representative, was less useful than the first representative I spoke with. Thus, I drove the four hours to El Paso, to be at the Chase Bank branch by opening. Not only was the teller having difficulty performing the transaction, the Chase Bank “Customer Service Star” desktop guide posted where I could see and evaluate performance. I was correctly greeted, in the standard big bank demanded-greeting that means nothing and has no humanity, good-job. Everything after that went downhill. When the teller was told that the El Paso branch is the “local” branch for Albuquerque, NM., there was no response. Eventually, the transaction was finally completed, and I was offered a big corporate bank, no humanity farewell, good-job. For a transaction that I can normally complete on my phone, to take 25-minutes in the branch, after a four-hour drive, you would think the teller would have cared, responded, or simply had humanity.

Gitomer offers several suggestions that a customer needs; I offer the most critical customer need, “Response!” When the customer begins a conversation about having to drive from another state to your location, respond. Show an attitude of gratitude, express amazement, ask about the trip, but to ignore the customer and only focus on the transaction, I could have stayed in Albuquerque and gotten that response from the telephone line. Gitomer claims the best customer variable is loyalty. Washington Mutual was my bank; I was loyal from the first thing in the morning to the last thing at night, I told everyone to change to Washington Mutual. Chase acquired Washington Mutual during the banking crisis, and I have been provided a reason to be loyal to Chase to date. I have not been presented a reason to enjoy banking with Chase. Why; because every transaction is ruled by the corporate thinking and inflexibility of big banks who consider themselves “Too big to fail.” Well, lose some more customers, keep ignoring the customers you still have, and another merger to an even bigger corporate bank will be the future.

AT&T, there are several issues in the following story of recent customer service. Frequent readers of my articles will see a common trend, training. Here is another matter where training wins customers. February, I called AT&T looking for a solution; I got a larger price plan and thought all is well. March, I am introduced to the mouse print and discover that “Unlimited Data” has several limits; who knew, obviously not the AT&T telephone representative, or the online Chat representative, I had to visit a local store for an explanation. April more calls to the telephone line, more guesses to close the call. Another visit to the local store for help. Like the shampoo bottle’s instructions, “Wash, Rinse, Repeat” May, June, July, and August will see me going into the local store again on Monday. I promise, my trips to the store are not because I am finding customer service, especially since I must keep dodging sales to get questions answered. AT&T, what is your company training philosophy, procedures, and strategical and tactical reasons for conducting employee training? The current results are not satisfactory, and that problem is not improving.

Gitomer discusses how converted employees become loyal employees. I was a converted and loyal customer to Cingular Wireless, which was bought by AT&T. I was a converted customer of Alltel, which was merged into Verizon and AT&T. I was converted to these companies for the service, clarity, and the lack of mouse-print conditions that the employees do not even know or can explain. Banking and Cellphones have something in common, the product is remarkably similar, and the service provided by employees is the only separating variable between your company and your competition. Chase, AT&T, where is the employee training on distinguishing service and building customer loyalty?

“#6 WOW! Variable: Truthful – Customers want the truth! The customer will find out eventually, so you may as well start with the truth – [especially] if [the truth] hurts” (Gitomer, 1998, p. 97; emphasis mine). AT&T, please heed! Chase, you might want to have the same conversation in your call center as well. When customers start with the telephone line looking for information and receive a lie, you are building a customer event that will cost your company customers! Lying loses customers; this equation should be the number one discussion with every employee. I have spent hours on the phone receiving one piece of information, only to walk into the AT&T store and get handed more mouse print. Thus, when training, emphasize the need for clear, concise, truth; served openly and with conviction.

Like many US Military Veterans, I am regularly stuck between two bureaucracies in dealing with the Veterans Administration. However, there is nothing more frustrating than getting the same issues in non-government health administrations. Corporate medicine began in the late 1980s in America, and since then community hospitals have become giant behemoths where bureaucracies reign.  These establishments have yet to understand they must pay attention to the customer/patient, not the insurance company, and indeed not the voices in their heads. Hospital directors, leaders, and providers, what do you do when a patient/customer walks in with cash and asks for service? I walked into the University of New Mexico, Orthopedics Department, plopped $2000.00 in cash down and asked for 60-minutes of time with any provider who was available for a letter I need. Records were available, x-rays, MRI’s, and a host of data. The letter would take less than 60-minutes, and I do not know anyone who would turn down cash and a payday of $2000.00 for an hour or less of work. Yet, not only was I turned away by the bureaucracy, I was informed I would have to travel an hour to another location instead of where I was, because I had been treated there two-years prior. But, I would still not be able to obtain the letter I needed as the other department is neurology. To receive treatment at the specialist demanded by the VA bureaucracy, I must first find a primary care provider who would refer me to a specific provider in orthopedics, before I could finally discuss the potential to fill my need.

Gitomer talks about this principle. The customer does not care about your processes, procedures, policies, and propaganda. The customer cares about what they need, what they offer, and how to obtain what they need. When I called AT&T this week, the third person I spoke with started every answer with “I apologize.” The UNM representative did the same thing in refusing my money and their services. The UNM representative also pulled the “Let me check” run out the office, reappear, helpless, act, to attempt actually to be helpful. The same act is done by telephone representatives who place a customer on hold to “check with a supervisor.” The customer knows what you are doing, and I, for one, am not impressed! Gitomer emphasizes on this point, and if the apology does not come with a solution that gets the customer to what they need, the apology is an excuse that is lame, weak, and useless.

03 August 2019 email messages were sent to three Federally elected representatives of New Mexico, Congresswoman Debra Haaland (D), Senator Tom Udall (D), Senator Martin Heinrich (D). I asked them if they were interested or cared about the veterans in their districts and what is occurring in the Albuquerque VA Medical Center. Their silence testifies to their disregard to their constituents. Unfortunately, this treatment or abuse of their constituents is not limited to the few representatives from New Mexico. Friday, I received a boilerplate email response from Senator Tom Udall’s staff, auto signed, with wording that clearly claims, I do not care about you or your issue, leave me alone, and stop bothering me. As the sole respondent in three elected officials, as the customer, voter, and citizen, I am not pleased!

Each of the above situations breeds a question; “Why should I remain a customer, patient, voter?”

The solutions are clear:

  1. Train employees. Encourage employees to walk customers through different solutions using the truth mentally. Apologize only when you have a solution and mean you are sorry. False apologies are as useful as a blunt needle, you might get the job done, but you are going to drive yourself and everyone else crazy doing the job. Show why training is occurring. State the strategy, so the tactical actions requested make sense to those being trained.
  2. Respond to the customer. Active listening is only half the communication effort, forming proper responses means building upon what the customer said with your response. Failure to respond appropriately, and the customer situation is worsened for the next person to communicate with this customer.
  3. Gitomer asks the following question, “What will it take to end measuring ‘[customer] satisfaction’ in your business” (Gitomer, 1998, p. 257)? I guarantee that the answer to this question is going to cause significant angst in why and how you communicate with customers. I am fairly certain, the answer to this question is going to disrupt every communication channel’s operations and daily tactical actions requiring a review of operational strategy. Business leaders, do you dare to ask the question? Are you prepared for the answer?
  4. Gitomer, Chapter 16 (p. 234-248) details change and how to make the change effective in your operations. The 10.5 points are useful, but what comes next is the best plan for moving forward successfully.

Leading to the final question:

“What will you do now?”

 

Reference

Gitomer, J. (1998). Customer Satisfaction is Worthless, Customer Loyalty is Priceless: How to Make Customers Love You, Keep Them Coming Back and Tell Everyone They Know. Atlanta, GA: Bard Press.

 

© 2019 M. Dave Salisbury

All Rights Reserved

The images used herein were obtained in the public domain, this author holds no copyright to the images displayed.

The Johari Window: A Tool of Incredible Proportion – Understanding a Key Psychology Tool in Call Center Relations

The Interest GridTo understand a principle takes time; to apply that principle involves experience; but to indeed change a person, the principle must be absorbed into the very fiber or essence of an individual, reaching comprehension through mental, physical, and spiritual understanding, some might even say the soul of the individual.  Freedom is one such principle; the tool for remaining free is the ability to choose, or agency.  When applied to organizations, the same path to success must be tread, but with many individuals onboarding the principles is a challenge.  Many people believing the same way is often described as a culture (Greenwald, 2008, p 192-195), or society, and when belief turns into dedicated and repetitive action, a paradigm is created (Kuhn, 1996), also called business processes and procedures.

Agency theory is a tool for understanding how organizational cultures become cultures.  Individuals apply agency, and when many make the same choices, the creation of an organizational culture occurs.  Emirbayer & Mische (1998) expand the term agency that gives reason why Tosi (2009) and Ekanayake (2004) both classify agency theory as an “economic theory” and how agency theory “… shapes social action [p 963].”  If Emirbayer and Mische (1998) are correct, placing more emphasis upon individual agency opens doors into re-shaping controls, control mechanisms, and affects the entire organization.  The power of agency to change people, organizations, and societies is immense.  Recognizing that people will always exercise agency, guiding that agency exercise is not so much a discussion of control, but of harnessing energy and momentum to develop individuals into a cohesive whole.

Johari WindowThe Johari Window is a tool for quickly assessing a situation before making a choice.  Consider the job of a call center agent; they must be technically savvy, adept at handling multiple tasks while engaging in productive conversation, and must be able to keep a caller enthusiastically engaged in reaching a solution quickly so that the agent ay meet business set metrics and production goals.  The Johari Window is suggested as a desktop guide in promoting self-knowledge in the call center agent to improve performance.  Having personally employed the Johari Window as part of logical thinking, I explicitly recommend, that before handing an agent this tool, training must be accomplished to help allow for clearer thinking that often leads to more speedy action.  The first Johari Window represented links to a .pdf that contains additional specific information for improving training in the Johari Window principles.

Open Area

Of all the locations in the window, the open area position is where the majority of people want to stay; wherein everybody and everything knows and is known. The unknown is frightening, and change in this location comes the slowest, if at all.  Each call center agent wants to, and needs to, feel confident in what is known and where they go when they do not know; hence, training as a continual process remains the catchword in this location, even though it might not be well received.

While the location is desirable, rarely will customers call in because they already know something.  Agents in a call center should leave new hire and continual employment training and start every working day from this location where they are known and know.  The open area could also be referred to as the preparation location.

Hidden Area

The hidden area is where business in a call center will occur most effectively.  The customer knows what they want, and the call center agent knows how to deliver what is wanted and through reflective communication mutual understanding is achieved to make the hidden area become known.  Imperative to understanding in this area is the power of choice, agency, to choose to reveal only pieces of what is wanted.  If the customer chooses not to disclose what is wanted, it is not poor service when the customer’s wants are not fulfilled. This point is especially important in understanding the voice of the customer (VOC) survey results and quality call review.  The only time the agent is in the wrong, in this location, is when the agent cannot choose and thereby communicates less effectively to the customer, delivering a poor performance in need of remediation.  Both the agent and the customer have something hidden and something known.  The importance of clear communication remains pre-eminent in this location.

For instance, two top call center agents were continally competing with each other for first place evaluation. The agent who routinely came in second asked why. The answer to improving performance is found in the hidden area, opportunities that guided the agent to drop AHT/ACW and increase VOC into productive communication towards a solution.  There is power in the hidden area to capture and employ. Train agents to be alert for hidden areas to gain improved performance, not through active listening, but through reflective listening where mutual understanding between the customer and the agent is reached.

Blind Area

Of all the locations in the Johari Window, the blind area is the most dangerous for call center agents.  When the customer has information the agent does not know, the result is lost resources, productivity, and customers.  Of course, the reverse is also true.  When the agent has information about the customer and does not voluntarily devolve the information, the customer is surprised upon becoming aware and is lost because of this blind area.  Then organizational reputation damage is complete.

For example, I was working in a credit card call center and regularly saw agents not bother to bring up account issues to save AHT/VOC and other metrics.  Hence, the customer upon learning of the negative actions would call back because opportunity in the blind area was sacrificed for potential short-term gains.  Operating blind means the agent and the customer are in danger.

Unknown Area

Chinese CrisisOf all the locations in the Johari Window, the unknown area possesses the most opportunity for delivering upon a service commitment.  Consider the Chinese character for a crisis that includes danger and opportunity as equals.  The unknown always combines danger and opportunity.  Danger is risk, risk of losing a customer, risk of saying the wrong thing and insulting, etc.  Opportunity lies in making the unknown known.  In the Johari Window, when the unknown becomes known, the unknown quadrant shrinks and the known quadrant grows.  The unknown quadrant could be considered the crisis quadrant.  Good skills in mastering the unknown to thwart a crisis, eliminate danger, and win the opportunity to create a powerful customer interaction.  The unknown area is where confidence in training overlaps with the customer’s crisis to maximize opportunities for service excellence.  If there is a single shred of doubt communicated to the customer in crisis, the opportunity is lost forever because the danger was not ameliorated. The unknown has many hidden dangers to be wary, but fear is not one of them because of excellence in training.

Working as an agent in customer retention was very lucrative.  When we could probe, dig, and investigate, generally we could save a customer and generate new business.  While the company spoke about, preached around, and dictated the use of active listening, the retention department was using reflective listening to glean details and save customers through reaching mutual understanding. In the unknown area, both parties struggle with not knowing and being unknown. Therein lies the opportunity for increasing business by becoming known and learning knowledge that is not currently possessed.

While the current Johari Window reflects proportional space for each location, reality rarely allows for such clarity.  Many times, an agent’s Johari Window will look like any one of the following, none of the following, or a mixture of all:

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The key for call center leaders is to train the call center representatives to first understand themselves and then to visualize who they are in the Johari Window in each call.  The more familiar the agent is with data gleaned from knowing themselves and the business, the more power each agent will have to handle the calls more effectively and efficiently.  In teaching the Johari Window, one of the many lessons I have learned is that people do not understand and second guess their limitations.  If a person has, or considers having, a small blind area, do they know their equally important unknown or open areas.  More than likely the answer is no; why, because of the need to invest time and other resources into improving themselves and their approach to others.

When discussing the agents understanding themselves, the call center trainer, first line supervisor, and managers will employ the eleven principles of change as discussed by Luft.  The agent will need to understand the energy lost in hiding, deceiving themselves, and the problems this causes them.  Cause and effect play a significant role in visually attuning the Johari Window to daily work activities.  The call center trainer, first line supervisors, and managers will need to be able to answer clearly and effectively “why” based questions about processes and procedures, while exemplifying the Johari Window principles.  Luft’s Point No. 5point number five is critical in this process, “Interpersonal learning means a change [is taking] place so that Quadrant 1 is larger, and one or more of the other quadrants has grown smaller.”  Do we understand what this means; as leaders, we exemplify making Quadrant 1 (Open Area) larger by learning.  Leaders are teachers, teachers are leaders, but both teachers and leaders must remain loyal to learning.

Consider Gilderoy Lockhart from Harry Potter.  Gilderoy Lockhart considered himself highly capable, gifted, and talented, but reality proved his ineffectiveness and limitations.  His example opens a second issue when using the Johari Window tool in a call center:  personal perception versus reality.  Gilderoy Lockhart would see his Johari Window as thus:

Johari Window - GL 1

Reality would suggest the following might be truer:

Johari Window - GL 2

The disparity between a person’s perceived understanding and reality causes significant problems in interactions in all types of societies.  In the call center, the agent will interact with various kinds of personalities; hence, the need to train agents in this tool and to understand themselves, including their likes, dislikes, triggers, emotional hooks, and talents brought to each call.  For the best opportunities for your agents to interact successfully, training them in understanding themselves is just as important as training the agent in organizational policies, business products, services, and sales techniques.

Ongoing, regular training remains a key component to highly effective call centers and capable workforces.  Without refresher training, regular training for new products, and annual training, the capable employee gets into a rut, the rut becomes a paradigm, and the employee becomes lost to attrition and slower productivity; but most especially, lost customer interactions hamper all levels of business performance.  One employee working slow can ruin a business, and the first indicator something is wrong is the higher cost of doing business.  Win the employee through training and then treat them respectfully to reduce operational costs and increase sales through training.

In conclusion, never stop asking why, encourage learning, and never fear using the answer, “At this time, I do not know, but I will find out and report back.”  When the discovery loop is closed with the individual, everyone learns, Quadrant 1 grows, and other quadrants reduce perceptibly.  Proving once again the veracity of the axiom, “Train people well enough to leave; treat people well enough to stay; and grow together as an act of personal commitment to the team.”

References

Ekanayake, S. (2004). Agency theory, national culture, and management control systems. Journal of American Academy of Business, Cambridge, 4(1), 49-54. Retrieved from http://search.proquest.com/docview/222857814?accountid=35812

Emirbayer, M., & Mische, A. (1998). What is agency? The American Journal of Sociology, 103(4), 962-1023. Retrieved from: http://www.jstor.org/stable/2782934

Greenwald, H. P. (2008). Organizations: Management without control. Thousand Oaks, CA: Sage Publications.

Kuhn, T. S. (1996). The structure of scientific revolutions. (Third ed., Vol. VIII). Chicago, ILL: The University of Chicago Press.

Tosi, H. L. (2009), Theories of organization. Thousand Oaks, CA: Sage Publications.

© 2017 M. Dave Salisbury

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