Know Your Call Center Agents

It’s not an understatement to say that management’s perception of the call center and the way agents view it is quite different from what agents perceive. For instance, an analyst once asked a senior executive why agents in his call center didn’t turn over as rapidly as the industry average. (Retention was fantastic.) The executive said, “Because we provide an outstanding management team and we pay better than the competition.” However, when the analyst sampled the agents, their consensus was a little different: “Management doesn’t pay attention to extra lunches, leaving early and coming in late. They provides us flexibility, they treat us like adults, they let us perform at our pace.”

Mediocre management looks at call centers through their own prisms. They see their world as one that can be impacted based on their decisions. They make decisions on seating arrangements, project assignments, compensation, policies and procedures, contests, etc, based on their assessments. Mediocre Management thinks agents will perform with no motivation, no incentive, no drive other than they should.

Agents understand that management does this, and it bothers them immeasurably. In lunch meetings, break conversations and after work, agents talk to one another about how management makes decisions without bringing agents in the loop. In essence, management “makes decisions without consulting us on what is really going on.” And management makes decisions that, often, management can’t abide by, themselves. Such as, when management says no looking at cell phones during the shift, while management is on their phone the entire shift. Or, when management says to be on-time for your shift, while management comes in late for theirs. Or, again, not giving agents an incentive to perform.

How to build an amazing call center culture? First, strong management is perceptive about its call center team members. This means management recognizes the programs and policies it puts into place will impact the way agents perform. Also, management sets a culture of driving results and collaboration and confidence in one another. It means management understand that agents also set that culture through buying into the programs being established. Perception via one-another is very important. Relating, and empathy, putting yourself into one another shoes, really does go far in building amazing call center culture, and performance.

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If you would like to contact us about workshops or training programs for your company please email training@callcentertoday.com

About Call Center Today

Want to talk to Dan Coen about boosting your inside sales numbers and remaking your call center? To contact Dan about speaking, workshops, training and consulting: DCoen@CallCenterToday.com or 888-835-5326. Follow us on twitter at www.twitter.com/callcentertoday

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Don’t Let Customers Cancel. Motivate Your Agents.

Your customer service team isn’t saving customers from canceling and that can be a problem. So, training IS important. But what is more important? The will to do battle with the customer; to handle the pain, anger and disappointment, and keep them from leaving. In other words, your team will only save sales if they are inspired and motivated to make the effort. Your team needs incentive and vision and inspiration to fight that fight. Your team needs a reason for hanging in there to do battle with the customer and keep them active. Giving your team soft skills training and expecting your team to battle nasty customers with fun soft skills on the phone is not very realistic. Sure, that sounds amazing; do companies think that soft skills alone and by itself can beat an angry customer ready to scream and yell, truly? Don’t be surprised at how often companies think that very way, literally.

One of the best ways to give your team incentive to battle angry customers who want to cancel is by instituting a new compensation agreement. If you want your agents to save sales, you have to give them reward for the effort. Agents become distrustful when you give them nothing. They don’t have the passion they once had for the job when you want them to save customers for your company, and reward them with no spiff. They simply lose their focus. They end up not caring if the customer wants to cancel.

Can management recognize that designing a new compensation plan involves playing with emotions and playing with change? Emotions and change are two combustible elements that may skyrocket (or destroy) performance and retention. Emotions and change that impact money only add fuel to the fire. If you provide your team with strong compensation to save customers, they will value their time and the effort. If your spiff is too little, it won’t do anything. When angry customers call ready to quit they expect a fight. If your team isn’t armed with something beyond cute soft phone skills, your team will never win. Just realize that agents expect fair pay for successful performance. One of the quickest way to lose quality agents to the competition is to forget that agents always want to be rewarded fairly for excellent performance.

Please don’t let your team feel that you could care less if they save a sale. You gotta give something to those on the front lines. Saving customers to cancel might be a customer service job, but saving a customer from leaving is all sales. Sales people want compensation, they want commendation, they want reward. When the company doesn’t seem to care, neither will the agents.

Please contact Dan Coen with questions. Email dcoen@callcentertoday.com. Or call 888-835-5326. Visit www.callcentertoday.com

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Call Center Performance Development

Most call centers sparkle when a telesales performance development plan has strong standards to eliminate the “focal point”, or middle agents, quickly.  I am a firm proponent of having supervisors work incredibly hard with new agents to get them ramped up quickly.  Those agents who fail to meet minimum goals over an extended period, but become part of the “wall- paper” of the company, are the agents that lower performance results.  New agents need to be worked with.  Superstar agents need to be rewarded for exceeding performance goals.  Focal point agents, those in the middle, must perform or leave.  Performance programs are designed to continually raise the bar, increase the goals, and have a call center with very little middle class. Below are some general techniques when creating performance development programs:

The program must have clearly outlined objectives

If agents are expected to meet goals or be placed on a program, then the objectives must be defined so there is no confusion.  Sounds easy, but it never is.  Factors such as days, weeks, months and quarters come into play. A new program for new agents must be created to ensure they have clearly outlined objectives.

The program must have a development piece

Although agents get penalized by going on a performance development program when they fail to meet goals, the program should be flexible enough to train agents to improve their performance so they can eventually get off the program.

The program must be implemented, not ignored, by supervisors

It’s easy to fail to put some agents on the program when they don’t meet goals, but what does that say to those agents who are on the program, or who think they may be put on the program in the future.  The most difficult thing for a supervisor to do is to enforce the program and terminate an employee.  Once that is done, however, the message is sent.

Consistency is important.  The program can’t continually be changed

Agents want a level of comfort. They want to believe that management knows what they are doing.  They don’t want to be part of a program that management can’t get correct.  A well thought out program must be supported for six months to a year to see how valuable the program is.

The program must not have too many, or too few, participants

Ten or twenty percent of your group should be on the program at any one time.  If more are on the program, then various questions need to be asked.  Is the program overly strict?  Are the goals out of place?  is training merely adequate and not world class?  If so, how can it be improved?  Is hiring inadequate?

If you would like to contact us about workshops or training programs for your company please email training@callcentertoday.com

About Call Center Today

Want to talk to Dan Coen about boosting your inside sales numbers and remaking your customer service call center? To contact Dan about speaking, workshops, training and consulting: DCoen@CallCenterToday.com or 888-835-5326 x111. Follow us on twitter at www.twitter.com/callcentertoday

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Consider These Points When Hiring A Call Center Partner

For a senior executive looking to grow the management staff of his call center, there’s nothing that sinks a ship faster than employing the wrong leaders. You need managers that can hit the ground running and impact the performance of agents quickly. The hiring decision is critical and has lasting ramifications. Unsuccessful management hires today lead to failing new hires tomorrow. Bringing in the wrong managers not only puts your supervision behind; it causes setbacks with your agents as well.

Often, the best choice is to outsource your call center to a third party and let their supervisors run the show. Outsourcing is not for every company. But if you don’t want to deal with supervisors and reps, then it could most certainly be for you. Here are three reasons why outsourcing your call center to a partner might bring you better supervision:

1.            Management must see the center as a place of creativity.

If your candidate sees the contact center as just another department within the organization, then he may not be the right fit. The contact center thrives on people and emotions to accomplish goals. A leader who understands this is one who can take the center to the next level.

2.            Managers must look to accept responsibility for the team’s performance.

There are several individuals in the call center who may be responsible for performance. Recruiters, trainers, team leads, agents, etc. But only one person has the true responsibility. If management fails to recognize that “the buck stops here,” then that philosophy will trickle down to each level of performer, and a mentality based on the “it’s not my fault” mantra will stunt your center’s growth.

3.            Managers must see value of communication feedback in operating culture.

The right manager recognizes the importance of open communication. Permanent and creative channels that agents are comfortable with and that encourage open feedback build a powerful environment. I’ve consulted with organizations who host “town hall” meetings several times a year, and others that don’t. The difference is clear. The simple gesture of holding a town hall meeting, and dozens of others like it, create a culture of feedback that employees cherish.

Click Here to register and be notified of future articles, podcasts and posts!

If you would like to contact us about workshops or training programs for your company please email training@callcentertoday.com

About Call Center Today

Want to talk to Dan Coen about boosting your inside sales numbers and remaking your call center? To contact Dan about speaking, workshops, training and consulting: DCoen@CallCenterToday.com or 888-835-5326 x111. Follow us on twitter at www.twitter.com/callcentertoday

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The One Program Your Call Center Requires To Convert Leads To Customers

Convert That Lead To A Customer!

How many times have you and your compFall In Love Image 2008. 221x300 The One Program Your Call Center Requires To Convert Leads To Customersany conducted direct marketing campaigns and received leads that respond to that advertising? It feels great when you have highly qualified (and sometimes, sadly, not very qualified) leads respond to your message. You know your advertising is working, and you have opportunities to add new customers to your organization. It is exciting—and could be profitable!

Obviously, for many organizations, running advertising to drive responses to the company is the core to their business success. It is how they get new clients and drive revenue to grow the business. They are a slave to direct response. The key, though, rests not necessarily in the advertising, but, in what your company does after the lead arrives: Convert those leads to clients, and then, sell more, ongoing, to those clients.

This is all about strategies on converting that lead to a client. That means this whitepaper is about maximizing the Return on Advertising. It is, simply, the one thing companies do very poorly, over and over again. They spend money on advertising, with great thought put into how to attract leads and message and placement of ads—then fail to aggressively work the leads that come in the door, stinting their return on advertising investment. It is common, your company is not the only one, with so much time and money spent on the front-end, and little thought on what will happen after-media.

And, sometimes, organizations, and many, have been known to terminate their advertising consultants because they, the organization, are not gaining enough customers from the ad campaigns. Silly, because, sometimes, the ad campaigns may be perfectly fine. It is what happens after the lead contacts the organization that pales.

Many times, it is not the advertising consultants fault. And, it is not about the lack of gaining customers. Instead, it is about converting those leads into customers—and doing a better job at doing that.

So, with that said, let’s go into it.

There is a simple premise to convert leads to customers.

First, you need a package of methods to compel their interest and drive memorability.  Newsletters, email touches, webinars, social media contests, discounts and promos’, etc. Leads need to feel involved with your company. Otherwise they will go elsewhere until they feel a nourishing involvement. Leads have no love for your company, the initial touch is a first-date, there is no responsibility. So, you have to create that involvement by creating a plan. Deciding you are going to close each lead on their first call to your company—or let the lead disappear—is NOT a strategy.

Second, you need to touch your leads, all the time, fast and early in the process. You can’t abandon the lead. The lead contacted you and asked for information—or showed an interest. You must touch them, nurture them, consistently, to drive recall and brand. If they are going to buy on the sixth touch, you can not, like so many companies today, stop on the second or third touch. You need to give your advertising dollar every opportunity of being successful. When you convert 12% on radio and TV or online it means 88% of your budget is being thrown away. By calling often and staying engaged often, you can bust that 12% much higher.

Most companies abandon the lead; the future customer; and of a valuable piece of data your organization paid to acquire. Through a multitude of different methods, the repetition is critical. Otherwise, you simply entice the lead with information on your company, but abandon them before they decide what their final decision is going to be.

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Why Call Center Partners Provide Exceptional Call Center Supervisors

Friendly 86x134 Why Call Center Partners Provide Exceptional Call Center SupervisorsFor a senior executive looking to grow the management staff of his call center, there’s nothing that sinks a ship faster than employing the wrong leaders. You need managers that can hit the ground running and impact the performance of agents quickly. The hiring decision is critical and has lasting ramifications. Unsuccessful management hires today lead to failing new hires tomorrow. Bringing in the wrong managers not only puts your supervision behind; it causes setbacks with your agents as well.

Often, the best choice is to outsource your call center to a third party and let their supervisors run the show. Outsourcing is not for every company. But if you don’t want to deal with supervisors and reps, then it could most certainly be for you. Here are three reasons why outsourcing your call center to a partner might bring you better supervision:

1.            Management must see the center as a place of creativity.

If your candidate sees the contact center as just another department within the organization, then he may not be the right fit. The contact center thrives on people and emotions to accomplish goals. A leader who understands this is one who can take the center to the next level.

2.            Managers must look to accept responsibility for the team’s performance.

There are several individuals in the call center who may be responsible for performance. Recruiters, trainers, team leads, agents, etc. But only one person has the true responsibility. If management fails to recognize that “the buck stops here,” then that philosophy will trickle down to each level of performer, and a mentality based on the “it’s not my fault” mantra will stunt your center’s growth.

3.            Managers must see value of communication feedback in operating culture.

The right manager recognizes the importance of open communication. Permanent and creative channels that agents are comfortable with and that encourage open feedback build a powerful environment. I’ve consulted with organizations who host “town hall” meetings several times a year, and others that don’t. The difference is clear. The simple gesture of holding a town hall meeting, and dozens of others like it, create a culture of feedback that employees cherish.

Click Here to register and be notified of future articles, podcasts and posts!

If you would like to contact us about workshops or training programs for your company please email training@callcentertoday.com

About Call Center Today

Want to talk to Dan Coen about boosting your inside sales numbers and remaking your call center? To contact Dan about speaking, workshops, training and consulting: DCoen@CallCenterToday.com or 888-835-5326 x111. Follow us on twitter at www.twitter.com/callcentertoday

Posted in Building Call Center Culture, Call Center Today News, Contact Center Development, Customer Service Development, Inside Sales Development, Management Tips, Telesales Tips, Uncategorized, call center development | Tagged , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , | Leave a comment

Things To Do Around The Contact Center

Have fun, be creative, take the workplace to another level. Be the best creator and imagineer you can be. Don’t let your ideas ever wane.  What inspiration’s live in your call center?  What steps can you and your management teams introduce to drive creative ideas in your center?  List your ideas and share them with the rest of your peers.  Here are some of ours:

  • Create a team game. Hide gifts around the call center. Provide weekly clues as to what the gift might be and where it could be stashed. Of course, clues can be earned based on performance, or, instead of giving out clues each week your management team can surprise agents with pop-quizzes. Those who excel get a clue. Make the prizes worth hunting for. And play a game consistently, at least quarterly and preferably, once a month.
  • Establish a department newsletter. Include a featured article, birthday and anniversary news, upcoming events, product training, pictures and feedback about your business. Make the newsletter simple or glamorous, it doesn’t matter.  What does matter is that it is produced consistently, and is both informative and entertaining. A department newsletter is a terrific way to communicate with your agents and impart important information. Use your department Intranet to post past and present newsletters, and both hardcopy and email methods for distribution.
  • Host once-a-month roundtable sessions with your agents. Invite them to communicate their thoughts. Ask for feedback on any issue they’d like to address. Communicate new product information and industry news. Use handouts.
  • Display the employee suggestion box you’ve always meant to put out but never got around to, and make sure your agents know where to find it.
  • Here’s an out-of-the-box idea: Allow agents the opportunity to email suggestions and feedback anonymously from a general email address set up for exactly that purpose, and available from any terminal. That way, agent-management feedback is increased in a simple, user-friendly manner, and the old-fashioned suggestion box goes the way of the, well, the old-fashioned suggestion box.
  • Subscribe to two or three magazines that influence your business. There are hundreds of trade journals and consumer magazines covering topics which can help your agents shine. Place the magazines in an easy-to-find part of the call center. Distribute photocopies of key articles at meetings and at the start of a workday. Highlight important information.

Every new day opens up a wealth of possibilities for your agents and your contact center. Each day allows your business to build on past successes. All employees want a fun and motivational approach to work. Give it to them. Think creatively. The whole day is in front of you.

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Remember, Every Day is a New Beginning…It’s Time to Motivate Your Agents

Each day is the start of something new in your call center. Build a welcoming environment. Play some games. Teach. Motivate your agents. Remember, a new day brings new ideas, and new opportunities for success. Get your staff together, grab a white board, and get the creative juices flowing. Your agents and the people they interact with will be happy you did. Here are 4 simple ideas, put a little effort into it and recognize how critical it is to inspire employees.

__________________________________

·      Ask your agents for input about the physical look and feel of your contact center. It’s their work space, and they might as well be comfortable. Agents know what helps stimulate their focus. They know what motivates them to do their best. Perhaps they’ll ask for pictures, posters, windows, a fresh paint job, even new lighting. Better elevator music perhaps. Do what you can for your staff now, and put the rest in the drawer for future use.

·      Present each agent with a personalized nameplate. Engrave the company and department name along with the agent’s on the plate. Professional sports teams are on the ball with this idea. They show a personal touch by placing a shiny engraved nameplate right on chair of their season ticket holders, with a nice surcharge tacked onto the cost of the duckets, of course. The technique works in the call center too. It gives agents ownership value. Let them decorate the plate to brand it as their own. In fact, management can make each plate a gift to an agent, or distribute them to agents to mark their anniversaries with the company. The power of the gift works wonders.

·      Put together a department talent show. Group agents into teams and have them coordinate a show, which might take place at the end of the company’s first quarter. Base the show on themes relevant to your business. Have fun with the event; make it as real as possible, with food, judges and costumes.

·      Money motivates, even when it’s not real! Distribute play money for good deeds, and prepare a reimbursement system for prizes. Use the fake dough to reward a particularly good customer interaction, a quality report, an extra effort, and for agents who work overtime to accomplish an assignment. Have the management team design currency that represents the passion and environment which embodies your contact center. Put executives’ mugs in the middle of a bill in place of George Washington, Benjamin Franklin or Abraham Lincoln. Your agents will love it.

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If you would like to contact us about workshops or training programs for your company please email training@callcentertoday.com

About Call Center Today

Want to talk to Dan Coen about boosting your inside sales numbers and remaking your call center? To contact Dan about speaking, workshops, training and consulting: DCoen@CallCenterToday.com or 888-835-5326 x111. Follow us on twitter at www.twitter.com/callcentertoday

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Confidence and Approach To A Telephone Sales Call

The real story about how to sell starts with having the energy and enthusiasm to do so. So often, the difference in skill-level from the inside sales rep (TSR) is not about their mastery of the product or service; or even their true sales skill. It is the finesse and nuance of selling; the compelling presentation which makes the prospect feel just a little bit more confident and inspired from the presentation.

We have all been there. When we call an 800 number, or receive a call to us, we know pretty fast if we like and trust the TSR, don’t we? We hope we are getting a quality, sincere, well organized TSR who knows how to help us. And, when we don’t, we lose confidence and we lose trust. The way the TSR brings the presentation to the customer is everything in sales. The approach will compel confidence and trust.

Teach TSR’s how the TSR portrays her/himself affects the number of sales closed

Below are three questions to help measure the way in which the TSR portrays themselves:

  • Does the TSR display strong confidence in himself, his product, and his customer? Customers often sense when TSRs lack confidence, and this lack of confidence affects three dominating things: the TSR, his product, and his customer.
  • Does the TSR describe the program with enthusiasm and emotion? The preparation leading up to the presentation should bring about a focus, tone, style and passion that emphasize enthusiasm and emotions.
  • Does the TSR motivate the customer to act decisively? By selling emotions and feelings, the TSR will motivate the customer. The “How” summarizes who the TSR is, what the sales call is about, and the relationship that will exist between TSR and customer.

Remember, the TSRs must view their profession as a creative endeavor.

A sales call is not about “cramming unwanted information down a customer’s throat,” but rather, about telling a creative story how a certain product can fill a psychological void for the consumer. Creativity is at the crux of any successful sales call, as the job of a creative TSR is to visually demonstrate to the customer exactly how the product is perfect for him and his family. This can be done by involving the customer in the emotional excitement of themes, images and concepts of the product. When the TSR can sell a creative story, with confidence and trust and patience, then prospects feel good.

In essence, just because a product the TSR is selling is boring doesn’t mean the customer will consider it boring. Just because the TSR is not turned on by oil filters or phone service doesn’t mean that the customer won’t be. A product is only as exciting to a customer as the TSR makes it, and the TSR must do all he can to encourage the customer to feel excited over the product even when the TSR does not find it exciting. This is done by selling themes, images and concepts of the product so that the customer can see them come to life. When customers get excited about a product, they are telling the telephone sales representative what will and will not work.

A successful TSR will: portray confidence in himself, his product and his customer; describe the program with creativity, enthusiasm and emotion; and motivate the customer to act decisively.

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If you would like to contact us about workshops or training programs for your company please email training@callcentertoday.com

About Call Center Today

Want to talk to Dan Coen about boosting your inside sales numbers and remaking your call center? To contact Dan about speaking, workshops, training and consulting: DCoen@CallCenterToday.com or 888-835-5326 x111. Follow us on twitter at www.twitter.com/callcentertoday

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The Steps To Become A GREAT Call Center Supervisor

Call Center supervisors are the backbone to operations and performance. Supervisors are the management line that directly manages agents and directs the performance of your business.  They are the leaders and the motivators that inspire the front line agents and dictate corporate culture to all employees. They urge agents to break records.

They manage people, emotions, statistics and results. They train agents in all facets of call center operations — from sales, communication training and company policies, to computer instruction, technical support and product training.

Lesson 1

Think Of Your Supervisors As The Patty.

I analogize supervisors as double patties in a Big Mac sandwich. There are layers above the supervisor and layers below the supervisor, just as there are layers above and below the double patties in a Big Mac. Those layers above and below the double patties rely on the patties to provide answers to how good the sandwich will taste. Those layers above and below the supervisor level rely on the supervisors to provide answers as to how well the call center functions. Both the layers below and above the patties succeed or fail based in great part on the ability of the patties to provide a punch. Supervisors are the patties that provide the punch. They set the table for agent success or failure. If you are a team leader, consider a name change.  You are a patty!

Lesson 2

Supervisors Must Inspire.

Your agents will perform well because your supervisors will inspire them to perform well.  Senior management that forgets this basic tenet probably will not have a call center worth bragging about.  When monitoring sessions need to be completed, it is the front line supervisor who completes the assignment.  Agents unhappy with their jobs, or their performance, will complain to their supervisor, who carries the message to senior management. Supervisors have to roll up their sleeves and handle disciplinary actions, terminations and promotions.

Lesson 3

Supervisors Must Translate.

While senior management creates policies and rules, supervisors decipher those policies and rules so the agents can understand them.  The ways in which supervisors communicate policies and rules determine how effective those policies and rules are to the culture of the call center. Supervisors teach agents how to sell; they instruct agents to communicate better to customers and prospects. Senior management may take credit for agent performance, but while agents should receive nearly all the credit for their performance, supervisors deserve accolades for keeping their agents focused, energized and prepared.

Lesson 4

Supervisors Must Keep Agents Calm, Cool & Collected.

World-Class supervisors who understand culture and the balance of culture within their call center can put out fires before they escalate into department-stopping dilemmas.  Emotions can be manipulated by top supervisors who understand human nature, and the emotional influence of human nature over call center agents. The best supervisors serve as a sounding board to agents when the agents need a wall off of which to bounce ideas and frustrations.

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If you would like to contact us about workshops or training programs for your company please email training@callcentertoday.com

About Call Center Today

Want to talk to Dan Coen about boosting your inside sales numbers and remaking your call center? To contact Dan about speaking, workshops, training and consulting: DCoen@CallCenterToday.com or 888-835-5326 x111. Follow us on twitter at www.twitter.com/callcentertoday

Posted in Call Center Today News, Contact Center Development, Customer Service Development, Inside Sales Development, Management Tips, Telesales Tips, call center development | Tagged , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , | Leave a comment