Empathy, and the Recipe for Chocolate Cake

Once upon a time, (isn’t that how they always start), a young woman took a leap, and accepted a position in a customer service role. This is a new adventure, how exciting!!

The young woman had no experience in customer service, but was up for the challenge. She thought should could figure it out. She could talk to anyone; how hard could this be? I mean, they are just people, right? Friends had always told her she could talk to anyone, she was an expert in her previous field, and she wasn’t afraid of anything,

She had a new team to work with, and colleagues with different skill sets. They all seemed like they knew what they were doing. She plugged in her headset and started her day.

Things are going well. "How can I help you?" "Can you please tell me what happened?" "Thank you for calling! I am happy to have helped you!" It seemed like a breeze. Day one done.

Day two, started out the same, until the call came in, that she wasn’t prepared for. "How can I help you?" The reply was simple, “I am not sure you can.” Really?

"Can you please tell me what happened?"

The customer stated, "I have a huge problem. Your office told me that I wouldn’t have to enter in all of this data. I can’t believe all of this happened! I am so mad, and I need to talk to someone who can help me!"

She is having a moment of crisis. Could I help her? Do I know what happened? What did she say she needed on her previous calls? What did we tell her? When did this happen?

Realizing the woman on the phone was mad already, and asking her to hold could only irritate her more, she  was focused on diffusing the situation and finding out what happened. How can she make this better? How can she make this right?

Things aren’t going well. She is trying to listen, trying to research, and trying to figure out how this went so horribly wrong.

Many thoughts came to mind. "Where do I look to find this?"  "Who can help me, help her?"  "Did she make the mistake?"  Then, she remembered something her colleague said to her at lunch, "if you list it out, you willl figure it out."

So, she had the customer start from the beginning, to understand how this happened. She assured the customer that she'd make things right.

The customer took her back to the beginning. She went back to when she didn’t understand what needed to happen, back to when she called the service team to make sure she was doing the right thing.

The service agent was able to list it out, step by step, documenting each situation while the customer was explaining. During this process, while she was listening to the customer, she felt empathy.

In that moment, "I know how to talk to people, or I’m excited about the new opportunity", didn't matter.  It was upsetting, being in this position. "How would I feel if it was me?" "Who would help me, after I called several times before?" Does anyone  in this organization care?"

In those moments, when don’t have the right information, directions, and resources, things can escalate out of control. You have the wrong ingredients.

Give you staff the recipe for success:

1. Train them in the details
2. Address their concerns
3. Give them resources
4. Do the right thing
5. Be human
6. Utilize empathy and sympathy
7. Actively listen 
8. Be available, be present, be real
9. Empower your staff to make the BEST decisions for customers

In the end, the above story worked out. I'm sure by this point, your are wondering about the chocolate cake. Well, I needed something to keep your attention.

I love what I do. I love my industry. I love the long hours and weekend set ups, concrete floors to flights of fancy, coffee runs and changes on the fly. My goal: delivering client needs on budget, and on time.

Connect: LinkedIn | Twitter 

Quality Assurance Is Your Friend, Not Your Foe

By Katie Westphal

Customer's experience and expectations are constantly evolving. Quality is an amazing way to keep up with the times, and understanding your demographics.  The only consistency in call centers is that things always change.  Quality has an innate reputation for being “those people” that dig for your bad interactions and “ding” you.  Nothing could be further from the truth!  Providing top-notch customer service, regardless of the industry, is the key to any successful business.

Have you looked at Social Media lately?  You do NOT want to be the company that is known for having rude, or unhelpful support staff.  There is no way to keep people from complaining about your company entirely, however you can mitigate the populous.

Analyzing customer satisfaction data, reviewing comments, and incorporating trends into your evaluation forms, can help your evaluations be a predictor of your customer satisfaction.  Customers rarely contact a company to tell them how wonderful they feel about a product, website or experience.  Reviewing customer feedback and sharing at all levels may sting, but the amount of insight that can be gained is invaluable.  

To get the most out of quality, there must be relevant and robust data points provided to the business, to catalyze stakeholders’ decision-making, as well as determine what self-imposed internal processes are hindering agents.

I believe in a two-pronged approach to evaluating:

1. Agent level evaluating- Are the agents remaining in line with laws and regulators?  Are the agents treating your customers properly?  Are the agents following policies required by the business to drive revenue, and drive your company’s reputation?
2. Business level evaluating- Is the scripting turning the customer away?  What is the customer sentiment?  Is this a repeat call due to lack of resolution? Are the systems challenging for the customers or agents?  Are there additional steps or processes driving handle time and/or additional cost to the company?

The dual processes allow for operations to have information on agents, teams, sites, and business opportunities outside the control of the agents.  Over-reliance on the “score” will hinder a program.  Weird concept, I know, but hear me out.  People will always focus on the score, and not the real and valuable data points being presented to them.  It is human nature to want a high score. We are brought up from an early age to want to see the gold star or A+.  

For a quality program to be successful, you have to see the forest for the trees.  The immense amount of data a quality team can provide, measures improvement and equip a company with the knowledge needed to ensure customer journey standards are met, and ultimately exceeded. 

“Contact Centers are the careers you never expected”, an amazing boss that told me.  At 23, I relocated after changing my life goals of a career in law enforcement. I found a job as call a center agent, and thought I would ride it out until I found something better.  I transitioned to various roles, and ultimately found my home within QA. Today, I am the manager of Quality Assurance.

Don't Automate Dumbness

By Michele Crocker

First, let me say, automation and new cloud based technology can take your customer support and contact center to the next level. It can do things for your support experience that we "pink squishy humans" can't do. Automation allows you to provide a greater degree of customer responsiveness than a fully human process can do. The benefits of automation in your customer support operation include:

1. Ensuring the right human is alerted of issues, to proactively prevent service failure.
2. Improving sales conversion and customer retention, preemptively addressing customer concerns and problems, thus deflecting calls.
3. Customer can self serve allowing them to get their issues resolved a quickly as possible
4. Reduce the load on human resources by shifting the mundane, routine, transactional calls to self service allowing time to redirect your people to those valuable relationship and sales calls.

On the other hand, we must ensure we don't just throw technology and automate dumbness, which simply passes ignorance around. Sorry here's the unsexy stuff.....the right automation and new technology can absolutely leverage your customer experience and operational efficiency, get it wrong and the costs are high.

Our focus should always be on providing the best service and customer support experience possible. We should NOT use technology to avoid interacting with our customers but rather enhance our interactions so the modern customer can reach us on the device, channel and time of day of their choice!

However, when new technology is implemented in isolation of alignment with people and processes, the outcome for customers and internal operational efficiencies can be a disaster. I have seen technology thrown at problems without getting the people and operational processes/metrics right, this leads to frustration within your support team and potentially a dramatic decrease in the customer experience.

So please, before automating your customer support, take a step back and invest the time to think about how you can align your people and processes with the new technology to provide effortless and frictionless customer experiences. Today, top notch customer support is one of the strongest competitive edges for any company. TakE customers from loyalty to advocacy!

Editors note: This article was originally posted on LinkedIn. 

Michele Crocker has the proven expertise to improve the customer experience and significantly reduce costs at the same time. She helps organizations to generate an effortless, rewarding customer experience, dramatically lower the cost per call, improve retention, grow sales and attract higher talent. Michele has over twenty years of "hands on" and strategic leadership roles within multiple Fortune 500 companies.

Connect with Michele on LinkedIn.

Keys to Contact Center Consistency and Compliance

By Mike Aoki

I recently had a conversation with Brad Sellors, Managing Director at InfiniteKM, regarding knowledge management systems (KMS), consistency and compliance. Here are our questions and answers. Note, Brad’s responses have been lightly edited and condensed for clarity.

Why is the issue of compliance important for contact centers? Contact centers need to provide accurate information to their customers. That is especially true for industries such as banking and insurance, which are heavily regulated. Contact center Agents need the most accurate and up to date information. Otherwise, a lot of damage - to the company and the client - can be caused by Agents who misread or omit important information when responding to clients.

How can a knowledge management system help Agents be compliant? Being able to quickly search for the right knowledge article equips Agents with the right answers. To maintain that informational accuracy, you should also set up an authorization/review process so, key documents are routinely reviewed by the right stakeholders.

How can you ensure Agents actually understand the information? You can create online quizzes to test for understanding. So when an Agent arrives for their shift, they can review new information updates, pass the quiz and help their customers. This can all be done via the knowledge management platform.

How can you measure and track compliance? Some knowledge management systems can track who is clicking on daily compliance updates. For example, Agents can track what they previously reviewed to see if they missed any updates while on vacation. Team Leaders can track which Agents still need to review daily updates, while Managers can track which Team Leader groups are up to date. You can even make it mandatory for employees to review certain information on a monthly, quarterly or annual basis so, your organization stays in compliance with external regulations.

How does this help a company operating in a highly regulated industry? Depending upon the jurisdiction, auditors and regulators may require proof that Agents are familiar with the applicable rules. Some knowledge management systems produce reports showing which Agents have reviewed the information and passed the quiz.

We have talked about compliance. Now, how does this ensure consistency? Think of a manufacturer who sells through franchised dealerships. A common challenge is having dealer staff giving different answers than head office Agents. Now imagine both head office and dealers have access to the same knowledge database. So, they both give consistent answers to educate their customers. On top of that, knowledge articles can be tagged for different job types. So, a dealer salesperson can read an article on the customer benefits of an accessory product. Meanwhile, their dealer service technician can see how to install it for the customer. To build on that, each dealer - as well as head office - have their own reporting tools. So, they can track which dealerships review updates and which ones do not. Dealers can see which of their employees are up to date and which ones need a reminder. That ensures consistency.

Can customers access this knowledge database for consistent answers? If a knowledge management system allows you to control access to information by job type, you can also use this system to share certain answers with customers. For example, if a customer searches your website for “extended warranty” information, they get a description of how it works and what it covers. On the other hand, if a contact center Agent searches for “extended warranty”, their search also brings up how to process a customer’s warranty claim. Being able to tag knowledge articles by job type saves you the cost of designing a separate database for customer accessible information.

Mike Aoki is the President of Reflective Keynotes Inc., a Canadian training company that helps contact centers improve their sales and customer retention results. A call center expert, Mike serves on the Advisory Council of the Greater Toronto Area Contact Center association, and was Master of Ceremonies for their 2012-2014 and 2016 Annual Conferences. He was also chosen as one of the “Top 50 Customer Service Thought Leaders on Twitter” for 2014, 2015 and 2016.

Web site | Twitter | LinkedIn

"Follow the Leader", Featuring Elaine Carr

What is your top priority, when implementing a training team? The thing I look for the most are people who want to grow and develop themselves, try out new things, experiment, and make things better—no matter how good things are already. So often training folks focus on developing other people and they get stale doing the same old things all of the time. While I want the team to be grounded in the basics of training, basing whatever they are doing on well-supported, researched-backed findings about learning, I even more want people who are constantly looking to get better at their jobs themselves and who can model that for their learners. It is about what I already know and do, but it’s even more about what I’m learning about and thinking about trying out next.

Elaine has been designing and delivering training and managing the training function for more than 25 years. She is a Certified Professional in Learning and Performance (CPLP) and is currently the Training & Development Manager at ICMI. What is she learning next? Elaine is working on her Level 3 (Master Tradesman) Gamification certification from Sententia and expects to have it completed before the end of 2017.

Follow the leader: LinkedIn | Twitter

Adventures in Speech Analytics- Part III

By Diana Aviles

Here we are… Part III is finally here! Where we last left off, I discussed how queries are a major aspect of Speech Analytics.  I also mentioned the importance of establishing a business need for queries; but what happens if there is not a strong enough business need to build a query for a particular topic? Well, the good news is that you are not out of luck and that leads us to part three of “Adventures in Speech Analytics”- Ad Hoc searches.

A friendly guide to ad hoc searches

An ad hoc search is a customized search you can perform within the SA tool.  It is the most common method end users interact with in the tool.  Ad Hoc searches are one of the most exciting parts of speech analytics because it allows the user to have access to deep dive into customer-agent interactions.  Similar to query building, there is a bit of strategy and patience required in order to get the best results.

I have been fortunate to be involved with speech analytics in some aspect since the very beginning of my call center career.  The one thing I often hear from other professionals is that they find ad hoc searches difficult.  I have compiled a few tips and suggestions for how you can have a positive ad hoc search experience!

I’m going to provide an example of a “tricky” type of ad hoc search situation.  Let’s say someone reaches out to you about a new pilot program they have in the Chicago call center that has agents attempting to collect a one-time charge (OTC) from customers for home security equipment upfront prior to service installation.  The ultimate goal is to help agents better ensure a sale and reduce breakage of commission.  That is where you get involved- as this person wants you to provide a weekly report of how many agents are mentioning that customers must pay for their equipment upfront.  Piece of cake, right?  Well, the thing is there are many different OTC’s going on within the organization such as installation fees and late fees.  Since this report is specific to security equipment you are probably asking yourself how the heck am I supposed to sort through hundreds of calls to find Prince Charming?

Take a deep breath and let’s start nice and slow

• Set up your search parameters - You are going to be running this search only for one site (Chicago) so focus your energy on just that location where you know these calls are hiding.
• Queries, Queries, Queries - Remember queries are designed to be your partners in business! Sometimes it’s helpful to take a quick look at your query database to see if you have an existing relevant query or two in the system to run concurrently with your search.  Most organizations will have queries developed around the core lines of business they offer.  In this case, you may find a few different home security related queries that have a core of the logic you are looking for.  This is going to help further vet out your search by focusing on security based mentions in customer-agent interactions.
• Use your words - Oftentimes it’s helpful to request guidelines and scripting that was provided to the agents so that you can formulate your searches based on what the agent was instructed to say.  Keep in mind that sometimes this is not always the best approach as oftentimes keeping things simple and searching for common sense dialogue is most effective.  There is going to be a lot of trial and error here so be patient and stay optimistic.  You will surely find that Prince Charming of search terms.
• Validation - This was mentioned in the last article regarding query building and it is still relevant when you are only performing ad hoc searches.  You want to make sure that your confidence rating of your search and data is in an acceptable range.  You found the “Keep it Simple Sweetie” approach of the term “Pay your equipment upfront”, when searched within the few home security queries, yielded a 92% confidence rating. Great going!
• Smile and bask in the satisfaction - You are now confident that you are able to identify how many equipment OTC mentions have been made on a weekly basis.  You are now contributing to a larger picture of being able to help your organization see the correlation of collecting equipment fees up front with reducing the number of home security order cancellations.

With patience and practice you will become more comfortable with providing valuable data based on ad hoc searches.  I also recommend that you reach out to your speech analytics program manager, or if you are extra lucky to a query builder, if you ever find yourself in a difficult situation.  Sometimes there are methods and approaches that these individuals may be able to recommend to help you out of a tough spot.

Operations Manager, Speech Analytics 

With more than 4 years of Quality Assurance experience in a call center environment, Diana's objective is to simultaneously promote and educate the world of Speech Analytics with a human touch; one which further emphasizes the importance of First Call Resolution, and overall customer experience.

Follow Diana on LinkedIn.

Wow Customers by Going Above and Beyond

By Sean Hawkins

Going beyond what is required is one of the greater acts of service that one can give. It's great when you provide amazing service, but when that level of service surpasses what is required, not only do you show customers that you value them, your commitment to service becomes legendary. Many companies speak of the importance of customer service, yet it is not always evident. Even worse, built in metrics and SLA's may prevent it from occurring with regularity.

Exceeding expectations and going beyond the basic requirements, speaks to a higher level of service. It implies that the basics are done consistently well. Additionally, suggests good being good enough is not good enough. Service that goes beyond acceptable suggests authenticity. You can't fake a high level of service. Many are proving that on a daily basis, when what they say, fail to align with their the things they are doing. 

One of the failures many organizations make is to pattern their service after other brands. Sadly, those of us in positions of influence are guilty of suggesting this practice. It's easy to do it like others until you actually have to do it. However, what those organizations have in common, and what CAN be replicated is going further than is required.

How can you encourage your team to go above and beyond what is expected, and provide a level of service that reaches WOW?

On the spot recognition: When someone does something exceptional, or out of the norm, highlight that in real time. As part of your live monitoring, encourage supervisors to look for those WOW moments and congratulate the efforts made by team members.


Include 'Above and Beyond' in your QA scorecard: As part of the QA process, define

what an "above and beyond" moment looks like, and reward additional points to the agent. Obviously, you'd want to ensure it is in alignment with the overall objective of your QA program.


Make it a part of the culture: Much can be said on how to adopt a the culture in the workplace. In my experience, the best way to change the culture is two-fold. First, leadership must practice the behaviors they expect. Leaders are the example that everyone will follow. By going the extra mile for their teams, engaging in authentic ways, and being inclusive, the tone is set at the top.


Secondly, hire for the culture you desire. As part of your hiring process, be certain your focus includes protecting your culture. My primary decision in extending an offer to someone is based on how they fit with the team. This is not to suggest that everyone should be the same. On the contrary, diversity is important. Diversity that improves and enhances culture and morale is even better. 




I have over 15 years of progressive call center leadership and experience in the public, private and government sectors.

I have led or consulted contact centers of various sizes across numerous industries. Additionally, I’ve implemented new technology and products, while maintaining award-winning contact centers.

Connect with me on LinkedIn and Twitter.

Maximize Every Communication: Anticipate and Inform

By Sheree D. Kenner

One of the things that an overburdened helpdesk can do, is to make every interaction count. If you have fifty tickets in your queue, are answering seventy-five calls a day, and need to meet SLA’s, then the last thing you need is to send replies to your customer that generate more inquiries.

Here is an exchange, for example, that will cause more work:

Customer: “My keyboard died and I need a new one.”

Agent: “You can find a new one on the web.”

Customer: “Where?”

Agent: “Amazon.”

Customer: “What kind?’

Agent: “Depends on your preference.”

Not only is this frustrating, but it’s completely inefficient, ineffective, and results in a poor customer experience. Instead, agents should anticipate their customer’s needs, use follow-up questions, and/or add provide additional details.

A more appropriate response would be:

Customer: “My keyboard died and I need a new one.”

Agent: “I’m sorry to hear that. The following models (link to options and pricing) are available for purchase within our environment. Please select one and we’ll order a replacement for you which will arrive within two business days. If you need assistance with the installation, please indicate that in your reply and we’ll schedule a desktop visit. If you plan to install the keyboard yourself, recycle or dispose of per company policy.”

As you see, this interaction communicates anticipates future needs, is very informative, and helps avoid unnecessary follow-up. This results in a happy customer!

Additionally, if this is a common request, I suggest creating a quick response template that contains this information, so that all responses are consistent and this information won’t need retyping each time a request is made. Quick response templates also educate other team members who may not be aware of existing policies or procedures.

I am an experienced senior leader with a proven record of coordinating business technology support, designing and executing standards and procedures, coordinating large-scale projects, and delivering process enhancements. I specialize in ITSM, ITIL, Knowledge Management, and building best in class practices for IT organizations. 

Connect with me on LinkedIn

Coaching for Success: A Quick How To

By Celia Pagliughi

Let us first define who coaches are and what coaching is.  Who is a coach? It is very simple; we are all coaches.  When we walk into our call centers we are all coaches.  Whether you are a CSR, a Supervisor or a Manager you are a coach, or at least you have the opportunity to be one if you so choose.  What do coaches do?  That is an easy answer as well.  We mentor, we train and most importantly we offer encouragement so that our teams become the best version of themselves that they can possibly be. 

I have a fantastic team of Quality Assurance Coordinators.  They are much more than that.  I call them CEO’s because that is what they are and what we should all strive to be, Chief Encouragement Officers.  It is their job to determine opportunities, report on them and encourage the CSRs to do their best.  Once they have done their best, it is our duty to help them get better.  How do we help our staff reach their full potential?  Let me be completely honest with you, successful coaching requires much work and follow up on your part.  

If you gave recently taken over a new team, or are new to the company, I recommend you ask everyone on your team what coaching means to them.  A good way to start the coaching relationship is to set up a team meeting and do a quick exercise.  Give them a piece of paper that simply states “Coaching is a critical part of our success because ___”, and ask them to give you at least three reasons why coaching is important to their performance.  Refer back to their reasons during coaching sessions.  It lets them know you are paying attention and you recognize their individuality.

Planning the coaching sessions is one of the most important things you can do.  Being well prepared ensures a productive meeting, and ensures the most important topics are covered.  Here is a simple, yet effective planning guide that can be used to maximize the coaching opportunity.

Coaching Charter

     Set the Stage

Background

•        What do you want to discuss?

Objective

•        What do you hope to achieve?

Agenda

•        What are the specifics you want to cover?

Timeframe

•        How long do you expect for the conversation to take?

Explore the Facts

Ask for CSRs feedback

•        What did the CSR like about the interaction?

•        What did the CSR feel he/she could have done better?

Discuss the facts

•        Acknowledge all CSR feedback.

•        What did you hear? Positive points first!

•        Is there a set expectation?

•        Was the expectation met?

Provide your feedback

•        Clarify the facts

•        Clarify the expectation

       Explore Ideas

Ask for suggestions

•        “What can I do to help you?”

•        “What can you start doing to improve?”

•        “What resources do you need to reach our goal?”

Offer suggestions

•        “What I would like to do to help you is…?”

•        “What I have seen help people with the same struggle in the past is…?”

Ask for agreement

•        “Can we agree to work together on…?”

Establish an Action Plan

Discuss specific next steps

•        Follow up  and monitor progress.

•        Send updates between coaching sessions 

Recap both your commitments and the commitments of the CSR

•        “I will ____ to help you with …”

•        “You will ____ to make sure you improve in this area.”

Confirm understanding

•        Ask CSR to tell you in their own words what he/she is going to begin doing and why

•        What are the CSRs 2 biggest takeaways from the session?

Last but not least, always end the session stating the reasons why you feel they will be successful.  Reassure them that you are there to assist them, and you will work on their behalf to see them improve. After all, their success is your success.

Based on my experience, this method works.  I have seen many CSRs and supervisors improve greatly using this method of organization and documentation.  By getting the coaches to acknowledge their opportunities, you are helping them to take accountability for their performance.  By ensuring they understand their goals, and providing a plan to achieve them, you show that you are an ally. When it comes to coaching, that is invaluable.

Celia is an experienced Contact Center Manager with a demonstrated history of effective leadership and development of human capitol. She is skilled in Customer Acquisition, Coaching, Sales, DOCSIS, and Training.

Follow Celia on  LinkedIn

It Didn’t Happen if it’s not in the Support Ticket!

By Sheree D. Kenner

There is nothing more frustrating than working a support ticket that has missing or incomplete work notes. 

Quality work notes are essential to preventing rework, having customers repeat their problem, and avoiding delays in service. If someone is uncertain about what you did, after reviewing your support ticket, your notes are incomplete. 

Instead, ensure every ticket contains the required information to provide support and resolution. Information that should be documented in a support ticket includes:

• Customer information
• Date & time
• Detailed explanation of the problem
• Method/channel of contact 
• Triage results
• All troubleshooting steps, and results
• Additional needs to ensure resolution
• Customer's expectations
• Any additional information pertinent to troubleshooting and resolution
• Correct ticket status

Activity Compliance is a key component of exceptional service. It is the company's record of services provided, and the resolution attained. Therefore, do everyone a favor, put it in the ticket! Otherwise, it didn't happen.

I am an experienced senior leader with a proven record of coordinating business technology support, designing and executing standards and procedures, coordinating large-scale projects, and delivering process enhancements. I specialize in ITSM, ITIL, Knowledge Management, and building best in class practices for IT organizations.

Connect with me on LinkedIn

Getting Customer Satisfaction and Quality in Sync

By Sean Hawkins

There's no getting around it! Support teams dislike the QA team! This seems to be problem particularly when someone received a score that is lower than they expected. Depending on the number of agents, and the number of interactions reviewed each week or month, this can be quite difficult to manage.

I am constantly reminding everyone how important the QA team is to the contact center's success. Some see it as a group of fault finders. Others see it as a necessary evil. Lastly, there are those few who have no idea what QA is all about.

As for me, I see quality assurance as an advocate for the customer, and an aide for the support team. The quality of service must be such, customers are always impressed. At the same time, the role of discovering gaps in service provides agents with an opportunity to grow.

However, many fail to see the unique role quality and satisfaction have on one another. I am a firm believer that as one increases, the other should. Of course the inverse is true as well. If one decreases, the other should. Why is this the case? Quality produces satisfaction. A poor product or services will result in dissatisfied customers. Therefore, it is necessary that contact center leaders align quality and satisfaction.

One way to do this is through QA calibrations. Essentially a diverse group of team members get together, review an interaction, and discuss the individual scores. The goal is ensure everyone is thinking on the same page. However, take this a step further. Have the group take the satisfaction survey for the interaction as well. If the interaction returned a CSAT survey, review it as well.

Additionally, compare your QA scorecard with your satisfaction survey. Are THEY in sync? Are they asking the right questions and highlighting what is important to you? Most often, each of these programs are created independent of one another. As a result, they may be working against one another. Fortunately, this unforced error can easily be corrected by bringing them together under a common purpose. What is that? Well, that is for you to decide.

I have over 15 years of progressive call center leadership and experience in the public, private and government sectors.

I have led or consulted contact centers of various sizes across numerous industries. Additionally, I’ve implemented new technology and products, while maintaining award-winning contact centers.

Connect with me on LinkedIn and Twitter.