Leaders who can master emotional intelligence will foster resilient , adaptable , and cohesive teams capable of overcoming most challenges .
HOW LEADERS IMPACT CX
A significant aspect of leadership in contact centers is its direct impact on customer experience ( CX ). This is true in both inbound and outbound contact centers .
Leaders must ensure that their teams are not only well-trained in handling customer interactions but also empowered to make decisions that enhance customer satisfaction .
Whether an agent is speaking to someone still on the buying journey or an established customer , they need to have a deep understanding of customer needs and expectations , as well as the ability to adapt strategies accordingly .
There must always be a strong focus on creating a customer-centric culture within the team . This involves regular training on customer service best practices and encouraging team members to go above and beyond in addressing needs and questions .
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Graphing out those interval arrival charts provides the ability to prove patterns and demonstrate how resources are allocated .
The Invisible Queue is a reality in the contact center . It is critical to make it come alive and have relevance for agents when calls in queue are displayed . Training must include how to contribute to desired outcomes throughout the day . Everyone must understand what that queue means and what causes queues to grow . ( This is a great discussion exercise .)
Being open to feedback is vital for maintaining a customer-centric culture . Open and honest communication should be the norm and leaders should not only accept feedback but actively seek it out .
Feedback from employees , customers , and other stakeholders should be considered and can be gathered in a variety of ways . Implementing regular surveys , feedback sessions , and open forums can provide leaders with valuable insights into areas of improvement , employee satisfaction , and customer needs .
This feedback is especially important for senior leaders , as they are making the decisions that impact the most people . Acting on this feedback demonstrates a commitment to growth and can significantly enhance both employee engagement and customer satisfaction .
And finally , Caller Tolerance and its five critical factors is a massive topic to explore . It is critical to elevate all three driving forces to an “ art form .” Remember that art is defined as “ a superior skill you can learn by study , practice , and observation .”
I recommend that you examine these driving forces via an all-inclusive activity with your management team , agents , and executives ! Ask relevant questions and have participants write down what THEY think and review the answers and recommendations together .
Trust me , this can be fun . I have conducted this exercise thousands of times in training and it always yields rich insights .
Sometimes the insight is that the team has NO common insight . This is an indication that exercises such as this must take place for the leadership and staff to operate under the same knowledge set . The ability to understand and apply the findings of your exercise will enhance your knowledge of caller needs and the needs of the business .
LEADERSHIP
PUTTING IT ALL TOGETHER
Effective leadership in contact centers requires a balance of coaching , inspiration , recognition , and adaptability . Fostering a culture of leadership , maintaining consistency , valuing feedback , building resilience , leveraging technology , and enhancing CX are all vital elements needed to build and maintain a successful contact center team .
As leaders in this dynamic industry , our goal should be to create an environment of excellence and continuous improvement .
By cultivating these aspects , we can create an environment where our teams feel supported and can do their best work . In doing so , we can not only meet the current demands of the contact center industry but also be prepared for the challenges and opportunities of the future .
Jason Cortel is the Business Resource and Outbound Operations Director for Televerde , a global revenue creation partner supporting marketing , sales , and customer success for B2B businesses around the world . A purpose-built company , Televerde believes in second-chance employment and strives to help disempowered people find their voice and reach their human potential .
IDIOM INSIGHTS
In conclusion , managing all channels is important , but managing today ’ s calls is becoming more important , more valuable , and more expensive . Person-to-person phone interactions often consist of complex transactions and interactions that require a human ’ s capabilities to resolve .
Integrate the three driving forces into every aspect of managing your contact center and critically observe your outcomes . Contact center management offers a lifetime of learning and to me that is the real art !
Kathleen is taking a few months for hard-earned time off . We are running two of her most popular-ever articles in July and August in honor of her continued dedication to our readers .
Kathleen M . Peterson is the Chief Vision Officer of PowerHouse Con sulting , a call center and telecommunications consulting firm . www . powerhouse1 . com
@ PowerHouse603
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