Poor Communication = Poor Banking Customer Experience: Part II

In Part I of my article on communication breakdowns, I focused on

Use Familiar Language:  avoiding jargon that can be confusing or may seem misleading
Create a Conversation: ask questions and interact instead of lecturing the customer
Show You Care:  showing Empathy and interest to build trust and value

In addition to these verbal interaction points, there are more opportunities to successfully create a wonderful Customer/ Member Experiences.

More Than Words

While the words we choose are important, we can’t forget about nonverbal aspects of communication, especially in a branch setting. Face-to-face interactions bring the added challenge of body language, which can drastically alter the meaning of what we say. Are your representatives sending the right signals? These may include:

• Greeting customers as they enter

• Making eye contact during conversations

• Using positive facial expressions

• Avoiding negative gestures: sighs, yawns, shrugs

Lobbies and offices are communicating with customers too. Does your waiting area welcome customers, or does it order them to line up? Do tellers call out “next,” or offer a personal greeting? Can customers smell the burnt microwave popcorn in the break room?

Beware Mixed Messages

Lastly, consider how your organizational language compares with your interpersonal language. What will customers think if your brochures describe product features that aren’t on your website? Or if a representative answers a customer’s question with, “I don’t know anything about that. We’re the last to know.” (Yes, one actually said that to me). Inconsistent communication is as bad as no communication. All channels need to deliver the same messages. For example:

• Use clear, easy-to-understand content (no jargon) for website, email and customer communications

• Avoid “copy and paste” emails that do not address a customer’s specific question

• Maintain a knowledge base for employees that is updated regularly

Lead By Example

We must also ensure that our communication style and word choices are the same ones we want employees to emulate. It’s all part of getting everyone in your institution to communicate well. The challenge is a big one. But when customers get the right messages, their responses will be well worth it.

This post originally appeared in my article for Deluxe Knowledge Quarterly publication December 2012.

Poor Communication = Poor Banking Customer Experience: Part I

The words we choose — and how we deliver them — speak volumes to valued customers.

According to the 2012 American Express® Global Customer Service Barometer, nine out of ten Americans (93%) say that companies fail to exceed their service expectations. What’s more, more than half (55%) recently walked away from a purchase because of poor service. When asked to name what irritates them most, consumers blamed an insensitive or unresponsive representative.

Communication is the biggest part of the customer experiences we create. Can you blame consumers for walking away if the message they receive is that the retailer doesn’t care about them or their needs?

When I monitor service centers and bank branches, I often see missed opportunities to tell customers they are valued, and that the bank or credit union wants to help them. Communication is the key. It’s language and much more. Everything the customer sees, hears, feels and yes, even smells, is sending a message. Here are some strategies institutions can use to ensure clear, consistent, customer-focused communication.

Use Familiar Language

Many tellers, service representatives and lenders use industry jargon. Some may assume the customer already understands these terms and their implications. Others may lack experience, and are simply repeating official definitions they may not know very well themselves. Either way, customers will likely nod their heads even if they don’t understand jargon, because they don’t want to appear ignorant.

In contact centers, I often hear a customer finish with an agent who used jargon — and then call back immediately to ask a different agent the same question. The reason? “I didn’t understand what she was talking about.”

To make sure this doesn’t happen, employees can follow up any financial term with a simple “which means…” and then explain the product, service or issue in layman’s language, emphasizing the benefit to the customer or a key point of difference. Common terms that may confuse customers include:

• Account balance vs. Available balance

• APR vs. APY

• Billing cycle vs. Billing date

 

Create a Conversation

Explaining products to customers is a necessary part of the sales process. Too often, however, it becomes a one-way experience composed strictly of “telling.” Without real interaction, financial institutions send a message that the customer’s opinions don’t matter. To build the back-and-forth, it is important to:

• Ask more questions

• Avoid pushing the promotion of the month, regardless of the customer’s situation

• Offer choices and see what the customer thinks

• Avoid cold, canned phrases such as, “Our policy states…”

 

Show You Care

How we communicate is just as important as what we say. To feel valued, customers expect your empathy and interest. It sounds simple enough, but many struggle to make it work. The failure often occurs when representatives are more concerned with process than the customer’s needs or attitudes. Are you watching for signs that your front-line representatives are communicating disinterest? Some of these include:

• Flat, tired or bored tone of voice

• Not listening to the customer’s question

• Cutting off the customer in mid-sentence

• Scripted apologies: “I understand how you feel…”

In Part II of this article, I’ll discuss Body Language, Mixed Messages and Leadership

This post originally appeared in my article for Deluxe Knowledge Quarterly publication December 2012.

Coaching: Plan Your Work and Work Your Plan!

“Plan your work and work your plan.”

Never have truer words been spoken for the effectiveness of your supervisors or others doing Agent skills coaching. If there isn’t a good plan for coaching, your Coaches will be just going through the motions, missing needed sessions with agents or looking at coaching as just an interruption in their busy day.

Many supervisors have every intention of working with their agents on skills, but find that the week or even a month has gone by with just minimal Coaching done. Feeling rushed, their weak Coaching substitute of “telling the agent what to work on” happens instead of an interactive and focused coaching that brings results.

Effective coaching isn’t a once and done effort. Your Coaches need to plan for skills activities time with their agents and the motivation needed to encourage continuous improvement.

Many supervisors tell me that they are buried under reports and meetings scheduled by their manager. In order to help them be successful, we need to be clear on our expectations for coaching and remove any obstacles that our Coaches have.  We can demonstrate our interest in helping them succeed by our own planning and review of theirs.

Here are some questions to help in your process:

NOT PLANNING WASTES TIME

What are my Coaching mission and goals?  Are they based on a number of coaching sessions completed or focused on results?

Many supervisors are doing a lot of coaching but with minimal results. We must make sure that our supervisors aren’t just going through a coaching checklist to meet coaching “metrics”, but instead are doing what brings results in terms of agent skills development and increased customer satisfaction.

Some Coaches tell me that they see their goal as the completion of X number of sessions.  They make sure that they do the minimum required in order to stay in the manager’s good graces. Others say that they often feel that they are spinning their wheels and making no progress. They work with the same poor performing Agents each month, telling them the same things that are needed for improvement. These coaches are frustrated by the lack of results. Their manager just repeats the mantra “more coaching” without giving direction and working hands on with them to assist in developing a good coaching plan for each agent.

The goals for Customer Experience and development of agents must be clear for your Coaches and you must also provide them with the tools to reach those goals in terms of training and working side by side with them for success.

COOKIE CUTTER COACHING WASTES TIME:

 Am I holding my Coaches responsible for completion of certain results-based activities related to successful Coaching? Are they personalizing the coaching method based on the agent’s skills, experience and learning type?

Responsibility for results, not just actions is a big key to their success. Agent skills differ, length of time on the job varies and so the time that must be spent with each agent varies as well as the type of coaching done.

Instead, many newer Coaches make the mistake of coaching everyone just once a month, using the same coaching method with every agent.  They miss the opportunity to see results from those average or struggling agents who need a boost from increased coaching or approaching the skill needs using more personalized approaches. They will tell me they don’t have the time to Coach more.  Often it isn’t more coaching that’s needed but the right kind of coaching to help the agent change skill behaviors.

Managers need to make sure that the Coaches are not just “tellers” but coaching “doers”, rolling up their sleeves and working with their agents.  Initially more intensive coaching such as role-play, side-by-side call handling while the agent observes them handling calls may be needed.  Once results are seen, the Coach will be able to work on more of a “maintenance” coaching schedule requiring less time with agents who have improved.

NOT SCHEDULING COACHING WASTES TIME

Are they scheduling Coaching activities on their Calendar?

If we are working with our supervisor Coaches on how they communicate with the agent about skills, we may not realize the importance of working with them on their time management for coaching.  I find that if it isn’t on the Coach’s calendar or schedule, it isn’t going to have priority. If your supervisor is a Myers-Briggs type “P” (
http://www.myersbriggs.org/
) who may like to keep plans to a minimum, keeping a calendar with Coaching and alert reminders for it may not come naturally for them.

Recently, I walked a Coach through his calendar to demonstrate how the amount of coaching needed for effectiveness could be possible.  We discussed the need to be flexible in case an urgent situation conflicts with the time and how to deal with that.

It was interesting to watch his expression when he realized that scheduling blocks of time for his formal and side-by-side coaching sessions for the month made it seem less daunting a task.

NON-ESSENTIAL TASKS WASTE TIME

Do I help them find the time to Coach?

Holding a supervisor or quality coach responsible for results but not giving them the time to do it is a recipe for disaster. I’ve had Coaches tell me that they have the desire to do more Coaching but their manager always assigns them other activities.

Your goal should be to review how they spend their time, then find ways to free them from non-essential activities so they can spend 50 to 60% of their time Coaching.

We attend a great deal of meetings and often pull the supervisors in to tell them what happened or even have them attend some meetings with us.  While communication of information is a key to the success of our business, we should decide which meetings are crucial for the Coach to attend, and which can be summarized in an email you or another attendee sends out to share key information.

Reports are another time eater for many front line supervisors who coach.  Once again, prioritizing with your help is key. Can reports be handled by an agent who has potential for moving into a lead or supervisor’s role in the future?

MOTIVATE COACHES TO SPEND TIME WISELY

What am I doing to motivate my coaches to spend the time needed and get results?

Much as our Agents need motivation, our Coaches need to be rewarded for their efforts and results.  You get the behavior you reward so you need to make sure that you are aware of their daily coaching activities and observe them in action.  If you hear an agent showing improvement when you monitor or if customers give kudos to an agent, it’s a great opportunity to not only praise the agent, but the coach who has been working with them.

Verbal and written praise goes a long way to encourage your Coaches to keep working towards the goals for improved Customer Experience.  Monetary incentives if tied to actual improvements and not just activities can be great motivators as well.

You cannot wait to notice and give positive feedback a month or two later when you review quality reports.  Take an active role in observing and rewarding good efforts and results on a daily basis.

REPEAT COACHING WITHOUT IMPROVEMENT WASTES TIME

Are any Coaches wasting time Coaching the unwilling or unable? Have I given the Coach the tools needed to be successful?

If your supervisor is coaching the same agent without results, is it because the Agent is unable or unwilling, or does your Coach need coaching themselves to learn some new techniques?

Observe the coaching sessions and coaching activities each supervisor does and then meet with them to discuss.  Do they need some coaching skills training?

If your coach is doing all the right things to drive skills improvement and motivating the agent, you need to assess whether that agent really wants to improve or is unable to show further improvement.  Your coach needs to know that you will support them and make a decision to change a coaching situation into a disciplinary one if warranted.

Originally published in Contact Center Pipeline in October 2012

Creating A Great Experience With “Non-Customers”

Contact (Photo credit: Wikipedia)

Based on some of the recent call experiences that friends have shared with me, it’s apparent that many companies aren’t spending training time on teaching ways for their agents to gracefully bow out of a call to a wrong contact or when the contact they reach says they aren’t right for the product due to (insert here an objection that can’t be overcome).

These fall into the category of “Prospect Experience” or “Possible Future Customer Experience”.

Here’s a recent example:

Agent using nice Smile and Tone: “Hi is this _____? This is ___ from ____ Insurance providers. We provide Health Insurance benefits for small businesses and individuals.”

Person called responds in friendly tone: “Hi (Agent’s name)…I’m only a one person business and I’m already covered by my spouse’s insurance policy through work so I’m not a good prospect for your company.”

Agent sounding irritated: “well OK… (click)”

This call was reminiscent of the bad telemarketing calls made from “boiler room” type operations years ago (and unfortunately still some in operation today) that trained agents to have a “hit and run” philosophy: 

Call as many people as you can as fast as you can and if they are the wrong party or an insurmountable objection is given,  just hang up on them and dial again.

(NOTE: Do not try this in your center! )

Given the way that the Agent opened the conversation and identified herself, it was evident that she understood how to create a nice first impression.  Perhaps she received training and coaching on this or maybe it is her natural style of communication when greeting someone.

Once the Agent experienced rejection, her tone changed completely.  If there was to be no lead or sale made, the Agent was finished with you and saw no need to end the call positively.  Her focus was clearly on the here and now immediate results regardless of the impression she left with that prospect.  And as we know, today our prospects and customers won’t tell only ten people about the bad experience they had with our agent, they will broadcast it on Social Media to hundreds, even thousands of people.

Another example of poor “non-customer” experience is when an Agent calls and the person they are trying to contact isn’t available. It usually goes something like this:

Agent: “Hi..Is Mr. (name) available.  This is (Agent name) from (company)?”

Person answering phone: “No he isn’t. Can I take a message?”

Agent using flat tone: “I’ll call back” (hang up click)

It adds little time to the calls to use  polite phrases such as “Thank you but I’ll just call him/her back later. Is there a good time to reach him/her?”

If your training program doesn’t include discussion and role-play related to creating a great “Prospect Experience” with those who don’t buy or aren’t the right contact, I hope you’ll start covering this during training and coaching these skills too.  We should be creating a positive experience, showing appreciation to and interest in every person we are in contact with.

A wonderful mentor who coached with me many years ago always said and rightly so …”Today’s no may be tomorrow’s yes”!

Consistency and Simplicity Help Drive Customer Experience

YOUR CUSTOMERS?                               (Photo: Wikipedia)

I recently facilitated an Employee Feedback meeting for a client.  Our discussion focused on employee observations related to Customer Experience.  The feedback group included contact center agents, retail store employees and technicians.  When I asked them if customers were receiving the best quality service during customer interactions, they unanimously said “no”.

I was a bit surprised at the emphatic response from everyone and asked why each felt that way.  The top responses given were lack of consistency, hit or miss training and poorly designed web self-service.

The employees said that customers received conflicting, wrong and often confusing information both in personal interactions and when using the company website.  Customers called or complained to store employees and installers that they couldn’t find answers or navigate the website pages without getting lost.  I asked for examples of these poor customer experiences.

One employee spoke about a customer who had been given wrong billing information by someone at a Retail store which then caused the same customer to call the contact center to complain.   She said it was clear from the customer notes that the retail employee had not been effectively trained on the new billing changes.    The agent then had to apologize and calm down an irate customer.

Wasted time for the customer.

 Unnecessary call into the center driving up wait times.

Another employee shared examples of calls from customers who told him that the website was hard to navigate through. Clicks led to dead ends or forced them to have to call instead of allowing them do it themselves online.  Simple changes like Password updates were impossible to do.  Customers said they spent more time trying to find the answer than if they had just picked up the phone.

More unhappy customers,

 More calls in queue.

When I asked the employees what had occurred when they shared these stories with their leadership, they told me that in most cases, the supervisors had simply sent out an email reminding everyone to make sure they give “accurate” information.  The leadership also referred employees to the company internal Knowledge Base, which itself had some old or conflicting information from what the group said. In other words, nothing had changed to improve these Customer Experience issues.

In all of these cases, the employees, who may have had every intention of providing a wonderful Customer Experience, have instead been set up to fail because the company had not done everything possible to eliminate inconsistencies and poor self-service procedures.

Employees spent most of their time apologizing and listening to complaints about poor systems, antiquated knowledge bases and web navigations going in circles.

We can’t hold Employees accountable if we do not take the steps necessary to set them up for success instead of failure.  We cannot create a great Customer Experience if we aren’t focused on eliminating the communication inconsistencies, the knowledge base roadblocks and the added work we are creating for our customers in person, with our contact center and during online interactions.

Keep things simple to do and consistent. Customers will love you for it!

♦ NOTE:  My post originally appeared on the WalkMe.com blog.  A big thank you to Stefanie Amini there!

Being Thankful For Our Customers

As we plan for our Thanksgiving Day celebrations here in the United States,  it is a time for all of us to remember and be appreciative for what we have…family, friends, and other blessings we have received.  It should also be a time for us to be thankful for our customers.

Sometimes when I’m working with service agents and their leaders, I hear them complain about their customers.

“Why do they call for something so stupid?”

“That last guy had the TV blaring and I could barely hear him!”

“She was really upset.  It’s not my fault she didn’t get the package in time”.

We all have moments when we are thinking or saying negatives about a difficult customer. Anyone who says they haven’t isn’t telling the truth.  What is important is whether you allow these negatives to become a part of your daily approach to customers or remind yourself of your role, i.e. why we work in service.

How many of these calls are coming in daily?…”I don’t have a problem or complaint.  I just called to tell you how much I love your products and your service.”  If you have more of these than customers needing assistance or having complaints, we need to talk about how you are doing it

Let’s face it…our job is dealing with customers who are not always nice, polite, reasonable or happy.  But that is the nature of our job and without our customers, even the ones who make us take that deep breath and count to ten, we don’t have a job.

Our goal is to provide the best customer experience.  Our work only happens if we have customers.  If we work in customer service, we need to have appreciation for not only for the customers we love to work with, but also for the customers who are challenging and give us the chance to shine and do our best.

Let’s be thankful and count our blessings.

Happy Thanksgiving everyone!

Are You Creating Customer Experience or Just Waiting for It To Happen?

We’ve all had this experience. The service employee is pleasant, smiling, not rude…just not offering anything extra beyond what you request.

You ask a question…they answer it.  You make a comment…sometimes they acknowledge with a head nod or a smile.

You haven’t received bad service.  You’ve received “blah” service.  Nothing memorable to make the experience stand out in your mind when you think about doing business there.

I used to make purchases at a large pet supply chain retail store. They carried the brand I needed for my cat with allergies, and so I returned there often.  It wasn’t the service that brought me back, but rather the brand of food seemed difficult to find anywhere else.  The store always had lots of cans available too.

During one of my visits, I was disappointed to find that only 8 cans of the special food were on display….much less than I usually purchased. I stopped one of the store associates walking by and asked if there was any more in the back. She said she’d check and in a few minutes she returned and said there were no more in the back storage area. She added that more were due to be delivered in a couple of days and suggested I call them to check on the delivery.  I took the cans they had and left.

As I was driving home, I thought how nice it would’ve been if she’d offered to take my name and number and call ME when they came in.  Instead, she had passively suggesting that I check back.  As the cans rolled around in a bag on the floor of a car, I wished that she had offered a small box for those loose cans.

Two days later, I called the store before making the 20 minute drive there.  I wanted to make sure that the food had been delivered to them.  I reached the same clerk who had told me to call back while at the store.  She told me that the shipment had come in yesterday (a day earlier than she had told me at the store), and all they had left were a few cans instead of the full case I wanted.

As I expressed my disappointment, she made no response other than a few “uhuh” and “sure”.  She offered no empathy or apology.

I finally asked, “Is it possible to order a case or two in advance with my name on it…prepaid if needed?”   She offered to check with the Manager and placed me on hold. When she came back on the phone, she told me that the Manager could order for me but it would be 10-14 days until the case of food would come in.  I reluctantly agreed.

On the way home, I passed a small locally owned pet supply store (All Is Well).   I hadn’t checked for the food there so I stopped and spoke with a personable young woman named Christie, and explained what I was looking for.  She said that they didn’t stock it but she would be happy to order a case for me.

I asked her how long it would take and the price, assuming the worst since it was a small business and not able to order huge discounted amounts from a supplier.  She replied that she could definitely order tomorrow and I could have the following day but she would have to check the price and call me back. I agreed and provided her with my information wondering if that call would actually happen.

Thirty minutes later, she called and said that the case would be $___ (only $2 more than the big chain store) and she could definitely have for me in 48 hours as promised.  She told me that she would call me when the product arrived.

I was thrilled with the prompt delivery and even more so with her proactive approach to meeting my needs.

I’m still doing business with them and when I call, I just say my name and they respond, “Hi!  How are you?…Do you need 2 or 3 cases this time?” and thank me for my business when I’m done.

I’m treated as a valued customer who is recognized.  Personal treatment rather than transaction number 2038.

So how can we be proactive about creating a great customer experience?

1. Offer simple inexpensive extras when you can (like a box for all the loose cans).  It’s called a “lagniappe”….an extra for a customer like 13 donuts for the price of 12.

2 Don’t wait for the Customer to request a service.  Anticipate and offer with a smile.

3.Callback when you say you will even if you are still checking on something for the customer

4. Ask the right questions so you can offer a good solution that works for them personally. Don’t offer them the “policy carved in stone” response.

5.When the customer says, “Thank You”, respond with “You’re welcome (customer name), and thank you for allowing us to help you today” or some other words of appreciation for their business.

Start making great customer experiences happen by proactively making every customer feel important and valued.