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The Perfect Agent:
Tools and Technology for Coaching
        Your Support Team
         Listen to audio over your computer speakers
         or you may phone in:

         Australia #: 03 9008 6791
         New Zealand #: 09 985 3580
         Access Code: 639-561-271


  We will begin at approximately 11am Australian EDST
Introduction to Moderator



  Roger Courville
  Co-founder, Principal
  thevirtualpresenter.com
Introduction to Speakers


                Rich Gallagher,
President, Point of Contact Group
                @gallagherPOC




             Brenda Dentinger,
 Product Marketing, Citrix Online
              @brendadentinger
The Perfect Agent: Tools and Technology
    for Coaching Your Support Team




               Presented by Rich Gallagher
               Author of How to Tell Anyone Anything:
               Breakthrough Techniques for Handling Difficult
               Conversations at Work
What we will cover today

 How to coach agents so they will (a) listen and (b)
 improve their performance, using recent principles from
 psychology
 How to leverage technology to manage agent
 performance from around the corner or around the world
 How to help everyone on your team become the perfect
 agent
Polling Question
Your agent just snapped at a difficult customer. How do you
respond?

1. “Don’t ever yell at a customer again.”
2. “You should probably take a break.”
3. “This customer was obviously bothering you. Tell me
   what happened.”
4. Say nothing in the heat of the moment – save it for later.
Why your agents tune you out
 Most of us practice deficit-based communications: we find
 something wrong and try to correct it. This is a basic survival
 instinct
 Most of us hate being on the receiving end of deficit-based
 communications – especially in a high-stress job like customer
 contact! This is also a basic survival instinct
 Deficit-based messages usually fail no matter how “correct” your
 points are.
The psychology of a typical support
agent
                 Agents often feel they lack control:
                   Intensive personal contact
                   Constant exposure to your least happy
                   customers
                   Little control over policy or product/service
                   quality
                 Combined with high standards and
                 constant measurement, contact center
                 agents tend to react poorly to traditional
                 deficit-based feedback.
So how do we get people to listen to us?

                By practicing a strength-based
                approach to our interactions with other
                people.
                Strength-based approaches, as the
                name implies, focus on the strengths
                and interests of the other person.
Great! So why isn’t everyone strength-
based already?
 Strength-based communications are very powerful, and
 go completely against our human nature.
   When an employee is late again, the last thing you want to do is
   “understand” (normalise) it.
   When you feel someone is dead wrong, the last thing you want to
   do is explore the benefits of their approach.
   When someone is rude and abrasive, the last thing we want to ask
   is what frustrates them.
 But this is exactly what will keep these people in
 dialogue, and help them change their behavior!
The basics of strength-based feedback: The
CANDID approach

  Compartmentalise the message into its “safe” (neutral) and
  “unsafe” components.
  Ask questions, starting in the neutral zone.
  Normalise the situation.
  Discuss the details – and acknowledge the other person’s
  responses.
  Incentivise the outcome.
  De-emphasise the encounter and move on.
Polling Question
Your agent is about half as productive as the other agents.
How might you open the discussion?

1. “Let’s look at your time to resolution.”
2. “You are not as fast as other agents.”
3. “Walk me through the process you use for a typical
   case.”
4. “I could help you speed up your work.”
Step 1: Compartmentalise

 Break down the message into its “safe” and “unsafe”
 parts.
 Open the discussion in the neutral zone, saying safe
 things that will not get the other person on the
 defensive.
 This is the hardest part of the process, and works best
 when it is planned in advance.
Examples of the neutral zone
 Have the other person describe what happened.
   “Could you walk me through how you do this?”
   “How do you usually handle these customers?”
   “It sounds like this was very frustrating for you – tell me about it.”
 Ask the other person how they are doing.
 Make a neutral observation.
   “I notice an interesting dynamic when one of your calls go on too long.”
 Use the “I” technique – talk about times you or others have been
 in the same situation.
Step 2: Ask questions

 Ask appropriate questions, based on the other person’s
 responses.
 The goal is to be “curious, not furious.”
 Good questions have three goals:
   They show interest in the other person
   They provide a face-saving way for the other person to acknowledge their
   behavior in their own words.
   They focus the other person focused on solving the problem themselves
Polling Question
Your agent says it is hard to follow all of your case logging
procedures. What is your initial response?

1. “Most of the other agents follow these procedures
   correctly.”
2. “Here is why these rules are important.”
3. “No one likes to feel overwhelmed doing their job.”
4. “You could probably use some more coaching.”
Step 3: Normalise

 Understand and acknowledge the other person’s
 behavior, even when it is wrong.
 This is NOT the same as agreeing with it.
 The most effective way to get someone in dialogue about
 a Bad Thing is to make it safe to talk about it.
 Commonly seen in the movies, as the “good cop, bad
 cop” technique.
Step 4: Discuss the issue

 Note that this is the fourth step – for most people it is
 the first step.
 Bring up the issue at hand, as neutrally and factually as
 possible.
 Make the other person part of the process of solving the
 issue, using phrases such as “What do you think?”
 Empathise with every response – because feelings are
 never wrong. This is NOT the same as agreeing with
 them.
Examples of productive discussion
The problem                           How to discuss it
Your performance hasn’t been up to Normally, a typically employee handles X transactions
par lately.                        per day. Your productivity has been about 40 per cent of
                                      that recently. What do you think might be the reasons
                                      for that?
Your short temper is getting on       I sense that you are feeling angry a lot lately, and it has
people’s nerves lately.               been impacting other people’s morale. What do you
                                      think might help solve the problem from here?


You are dropping the ball on          Several customers have been sharing concerns about
important customer issues.            getting follow-up on their issues recently. What is your
                                      take on the situation?
Step 5: Incentivise

 Give the other person a benefit for changing.
 Word things in their interest.
 Express confidence in them.
 At the end of the day, no one ever changes their
 behavior unless it benefits them in some tangible way.
Step 6: Disengage

 De-emphasise the encounter and shift back into the normal
 workday.
 Change the subject towards other areas – preferably strengths –
 that are part of the relationship you have with this person.
 Should represent a positive, supportive transition away from the
 feedback dialogue.
 Important step in reaffirming the relationship.
Making agents part of your team
                  Keep everyone abreast of industry best
                  practices
                    Advances in technology
                    Trends in your marketplace
                  Build a sense of community
                    2-3 weeks of continuing education per year
                    Use technology to bring remote agents into
                    meetings and training
                  They “get” the front line – use and leverage
                  their expertise
Summary

 When you are facing a difficult discussion, write it down –
 C-A-N-D-I-D – and plan what you are going to say
 Take a learning posture instead of a critical one
   Makes it easier, not harder, to have high standards
   Creates self-imposed performance gains
 Make your agents part of something bigger than themselves with
 teamwork and continuing education
Learn more with a free offer!
            • Learn how to painlessly coach any agent using
              techniques from strength-based psychology
            • Published by Amacom/McGraw-Hill
            • Order online and get a free communications
              skills library! E-mail your receipt to
              free@howtotellanyoneanything.com
More resources

 To learn more about today’s topic, visit
 www.howtotellanyoneanything.com

 Rich Gallagher’s communication skills training programs, visit
 www.pointofcontactgroup.com

 To contact Rich:
 Email: gallagher@pointofcontactgroup.com
 Twitter: @gallagherPOC
Maximise Your Coaching Skills
with Remote Support Technology


       ©2009 Citrix Online, a division of Citrix Systems, Inc.
                        All rights reserved.
Collaboration Features


                                                          • Screen Sharing
                                                          • Remote Control
                                                          • Chat Capabilities
                                                          • Team Collaboration
                                                          • Supervisor Silent Monitoring
                                                          • Management Centre
                                                          • Reporting



©2009 Citrix Online, a division of Citrix Systems, Inc.
                 All rights reserved.
Collaborating to Solve Complex Problems


                     END‐USER




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The Perfect Agent: Tools and Technology for Coaching Your Support Team

  • 1. The Perfect Agent: Tools and Technology for Coaching Your Support Team Listen to audio over your computer speakers or you may phone in: Australia #: 03 9008 6791 New Zealand #: 09 985 3580 Access Code: 639-561-271 We will begin at approximately 11am Australian EDST
  • 2. Introduction to Moderator Roger Courville Co-founder, Principal thevirtualpresenter.com
  • 3. Introduction to Speakers Rich Gallagher, President, Point of Contact Group @gallagherPOC Brenda Dentinger, Product Marketing, Citrix Online @brendadentinger
  • 4. The Perfect Agent: Tools and Technology for Coaching Your Support Team Presented by Rich Gallagher Author of How to Tell Anyone Anything: Breakthrough Techniques for Handling Difficult Conversations at Work
  • 5. What we will cover today How to coach agents so they will (a) listen and (b) improve their performance, using recent principles from psychology How to leverage technology to manage agent performance from around the corner or around the world How to help everyone on your team become the perfect agent
  • 6. Polling Question Your agent just snapped at a difficult customer. How do you respond? 1. “Don’t ever yell at a customer again.” 2. “You should probably take a break.” 3. “This customer was obviously bothering you. Tell me what happened.” 4. Say nothing in the heat of the moment – save it for later.
  • 7. Why your agents tune you out Most of us practice deficit-based communications: we find something wrong and try to correct it. This is a basic survival instinct Most of us hate being on the receiving end of deficit-based communications – especially in a high-stress job like customer contact! This is also a basic survival instinct Deficit-based messages usually fail no matter how “correct” your points are.
  • 8. The psychology of a typical support agent Agents often feel they lack control: Intensive personal contact Constant exposure to your least happy customers Little control over policy or product/service quality Combined with high standards and constant measurement, contact center agents tend to react poorly to traditional deficit-based feedback.
  • 9. So how do we get people to listen to us? By practicing a strength-based approach to our interactions with other people. Strength-based approaches, as the name implies, focus on the strengths and interests of the other person.
  • 10. Great! So why isn’t everyone strength- based already? Strength-based communications are very powerful, and go completely against our human nature. When an employee is late again, the last thing you want to do is “understand” (normalise) it. When you feel someone is dead wrong, the last thing you want to do is explore the benefits of their approach. When someone is rude and abrasive, the last thing we want to ask is what frustrates them. But this is exactly what will keep these people in dialogue, and help them change their behavior!
  • 11. The basics of strength-based feedback: The CANDID approach Compartmentalise the message into its “safe” (neutral) and “unsafe” components. Ask questions, starting in the neutral zone. Normalise the situation. Discuss the details – and acknowledge the other person’s responses. Incentivise the outcome. De-emphasise the encounter and move on.
  • 12. Polling Question Your agent is about half as productive as the other agents. How might you open the discussion? 1. “Let’s look at your time to resolution.” 2. “You are not as fast as other agents.” 3. “Walk me through the process you use for a typical case.” 4. “I could help you speed up your work.”
  • 13. Step 1: Compartmentalise Break down the message into its “safe” and “unsafe” parts. Open the discussion in the neutral zone, saying safe things that will not get the other person on the defensive. This is the hardest part of the process, and works best when it is planned in advance.
  • 14. Examples of the neutral zone Have the other person describe what happened. “Could you walk me through how you do this?” “How do you usually handle these customers?” “It sounds like this was very frustrating for you – tell me about it.” Ask the other person how they are doing. Make a neutral observation. “I notice an interesting dynamic when one of your calls go on too long.” Use the “I” technique – talk about times you or others have been in the same situation.
  • 15. Step 2: Ask questions Ask appropriate questions, based on the other person’s responses. The goal is to be “curious, not furious.” Good questions have three goals: They show interest in the other person They provide a face-saving way for the other person to acknowledge their behavior in their own words. They focus the other person focused on solving the problem themselves
  • 16. Polling Question Your agent says it is hard to follow all of your case logging procedures. What is your initial response? 1. “Most of the other agents follow these procedures correctly.” 2. “Here is why these rules are important.” 3. “No one likes to feel overwhelmed doing their job.” 4. “You could probably use some more coaching.”
  • 17. Step 3: Normalise Understand and acknowledge the other person’s behavior, even when it is wrong. This is NOT the same as agreeing with it. The most effective way to get someone in dialogue about a Bad Thing is to make it safe to talk about it. Commonly seen in the movies, as the “good cop, bad cop” technique.
  • 18. Step 4: Discuss the issue Note that this is the fourth step – for most people it is the first step. Bring up the issue at hand, as neutrally and factually as possible. Make the other person part of the process of solving the issue, using phrases such as “What do you think?” Empathise with every response – because feelings are never wrong. This is NOT the same as agreeing with them.
  • 19. Examples of productive discussion The problem How to discuss it Your performance hasn’t been up to Normally, a typically employee handles X transactions par lately. per day. Your productivity has been about 40 per cent of that recently. What do you think might be the reasons for that? Your short temper is getting on I sense that you are feeling angry a lot lately, and it has people’s nerves lately. been impacting other people’s morale. What do you think might help solve the problem from here? You are dropping the ball on Several customers have been sharing concerns about important customer issues. getting follow-up on their issues recently. What is your take on the situation?
  • 20. Step 5: Incentivise Give the other person a benefit for changing. Word things in their interest. Express confidence in them. At the end of the day, no one ever changes their behavior unless it benefits them in some tangible way.
  • 21. Step 6: Disengage De-emphasise the encounter and shift back into the normal workday. Change the subject towards other areas – preferably strengths – that are part of the relationship you have with this person. Should represent a positive, supportive transition away from the feedback dialogue. Important step in reaffirming the relationship.
  • 22. Making agents part of your team Keep everyone abreast of industry best practices Advances in technology Trends in your marketplace Build a sense of community 2-3 weeks of continuing education per year Use technology to bring remote agents into meetings and training They “get” the front line – use and leverage their expertise
  • 23. Summary When you are facing a difficult discussion, write it down – C-A-N-D-I-D – and plan what you are going to say Take a learning posture instead of a critical one Makes it easier, not harder, to have high standards Creates self-imposed performance gains Make your agents part of something bigger than themselves with teamwork and continuing education
  • 24. Learn more with a free offer! • Learn how to painlessly coach any agent using techniques from strength-based psychology • Published by Amacom/McGraw-Hill • Order online and get a free communications skills library! E-mail your receipt to free@howtotellanyoneanything.com
  • 25. More resources To learn more about today’s topic, visit www.howtotellanyoneanything.com Rich Gallagher’s communication skills training programs, visit www.pointofcontactgroup.com To contact Rich: Email: gallagher@pointofcontactgroup.com Twitter: @gallagherPOC
  • 26. Maximise Your Coaching Skills with Remote Support Technology ©2009 Citrix Online, a division of Citrix Systems, Inc. All rights reserved.
  • 27. Collaboration Features • Screen Sharing • Remote Control • Chat Capabilities • Team Collaboration • Supervisor Silent Monitoring • Management Centre • Reporting ©2009 Citrix Online, a division of Citrix Systems, Inc. All rights reserved.
  • 28. Collaborating to Solve Complex Problems END‐USER TIER 1 TIER 2 ESCALATED TIERS VISIBLE INVISIBLE OR MANAGER SILENT MONITORING
  • 29. Using GoToAssist to Create the Perfect Agent CUSTOMER CUSTOMER SILENT SILENT SESSION SESSION MANAGEMENT MANAGEMENT SURVEYS SURVEYS MONITORING MONITORING RECORDING RECORDING CENTRE CENTRE Immediate Immediate Tune into live Tune into live Review Review Access to all Access to all feedback feedback sessions, watch sessions, watch recorded recorded your data in your data in using surveys using surveys reps in action reps in action sessions later sessions later one place one place
  • 30. Collaborating and Coaching with GoToAssist
  • 32. Get Started Today! Complimentary Trial 1800 451 485 (AU) 0800 42 4874 (NZ) www.gotoassist.com +61 2 8870 0870 Look for a Link to the Recorded Session within 24 Hours