The majority of our discussion focused around these 5 themes.
Our approach for removing barriers
How to engage people
What defines effective communication
The role culture plays (How the team feels about the work)
The critical nature of working in iterations – and teaching others how to iterate
Our favorite part of any live discussion or panel we participate on is always the Q&A section – that held true yet again today.
Here’s a quick recap of the questions we answered live (these start at 29:00 in the video if you want to jump there):
Quick tips and ideas for boosting morale when you have a team that can’t step away from the work to get together
How to get employees and customers to realize the barrier isn’t the actual virtual learning tool and how to promote the positive ‘can do’ mindset while using these tools
Some things that didn’t work (and how to move forward and keep trying new things)
Unfortunately one of many lessons learned with all of these virtual communication tools is that the quality of Zooms cloud recording isn’t always super crisp – we’ll adjust and adapt, like we always do, for the next time!
We’ll be going live again very soon and if there is anything you’d like us to discuss just reach out to us or leave a comment below.
As many of you know we’re pros at working from home, or really just about anywhere to be honest. We’ve run Zelus as a virtual company since our start in 2004. As we onboard new hires, especially those that have never worked at home, we suggest the following:
Know your work priorities.
Create a daily checklist and be mindful of your due dates.
Reach out to your colleagues when you have a question.
We tell our staff not to “tread water” meaning don’t dwell too long on how to do something.
Reach out for a quick chat or call to level-set how to proceed.
This is not only a good way to stay connected to colleagues, but it also invigorates and promotes productivity.
Encourage your teams to connect and participate; especially the introverts in the group.
Make it firm guidance that all are expected to participate, not just observe.
Take a physical break.
Get up and walk around the house.
Or go outside for a walk – my best “noodling” time is when I am away from my computer and out in the fresh air.
There are a ton of tools and systems out there that will also help you become a productivity rockstar when working from home but be cautious about adding too many new things into the mix at once. It’s easy to focus on learning and software and get distracted from the real work you need to accomplish.
Tackle the day with gusto and collaboration and stay focused!
If you have any tips that make you successful when working from home, share them with us in the comments below. And if you think this post can help anyone you know please share it!
Leveraging journey mapping differently and focusing on training to instill empathy allows your agents to collect and leverage sentiment in real time and create lasting relationships with your customers.
Since 60% of organizations report having journey maps, you likely have seen or built journey maps already. The challenge with the vast majority of journey maps we encounter is that they are request based, not member focused. The assumed commonality in these journey maps immediately moves us away from the critical factors of empathy: Critical Listening, Conversation, and Investigation. We need to create journey maps that get down to the agent-customer connection level.
Efficient transactional processes will not help your customers view you as a trusted advisor.
In the contact center, it all begins with the probing questions your agent asks at the start of the call. Most probing techniques used today are all about us. For example, what’s your member id? Your date of birth? What question do you have? This series of questions is well intentioned to allow the agent to move to an answer quickly. However, this takes sentiment as a tool we can leverage away.
In our new approach, we open a call by asking, “How can I help you”? This shift allows your customer to share their issue quickly and have control over the content of the call. They will start talking about their problems immediately. They may say something like, “I thought this was all handled, my son is still sick, and now I have a huge bill.”
From here, when appropriately trained, an agent can extract a lot of information.
The question: Why did my claim get denied?
Insight to who the call is about: dependent male member
Level of stress and mood
Understanding the feeling of financial pressure
Level of knowledge about the plan and process
The real question they didn’t ask: Do I have to pay this bill?
With a new approach to probing we can respond with “gee I think I have your sons record right here, can you confirm the member ID?” We’re getting the information we need but in a very different way and once we’ve allowed them a moment to vent.
In the traditional approach, we would have been talking about why the claim was denied but have left the real question on the table.
Now your agents have a unique opportunity to guide the sentiment. We believe that empowering agents with the tools they need to hear the sentiment right away and move to a place where it can change leads to drastically higher levels of success in the contact center.
This change occurs within the call, not after it ends. Venting is something we’ve been scared of for years. When a customer starts venting, you feel you’ve lost control of the call. In our old approach to measurement, this meant a long call, getting a supervisor involved, threating to take business elsewhere, etc. We’ve been afraid that venting changes the amount of time it takes to complete a call. But if we can start to think about venting as a way for customers to express themselves and deliver clarity of sentiment to us, we have an opportunity to engage and measure differently.
Probing through journey mapping allows a lot of learning. The benefits of this learning are that we no longer have to guess if we’ve made an impact – we immediately know! However, this approach takes a different level of skill and therefore shifted approach to training.
A Different Agent
To become an advisor, you need a different type of agent in your contact center. In healthcare specifically, this agent is made up of the following:
You never want to practice on your customer. You have to look at your agents as superheroes. But you can’t just walk down the street and buy superheroes. You have to build them. Building superhero agents are where your in-house learning programs become mission critical. Having technical expertise and empathy at the same time is very complicated.
The Zelus PACE™ program
The PACE™ program stands for:
This program changes the agent’s progression. Here is what the curriculum looks like and how it compares to standard curricula.
We deliver the PACE™ program in the same or less time than typical programs. If you want to see what the full 10-day journey looks like or some specific improvement metrics from this program, let us know.
Part of what allows the PACE™ program to accomplish incredible results is that we teach soft skills and industry-specific skills in unison. In complex industries, you don’t have the luxury of training these things in isolation.
Check out the recorded session that Jenny led here which covers sentiment recognition, a case study, and even more insights into journey mapping and our PACE™ program and how it can help organizations like yours.
How do you build meaningful emotional bonds and a human connection with your customers? How do you understand the status of your relationship?
To accomplish this and become a real advisor to your customers you have to make customer intent and sentiment priorities of your organization.
The outcome of your entire organization is visible in the contact center. And contact centers expose everything that’s going well and not so well to your customers across every department of the organization.
When your agents are empowered to build human connections, you can deliver the brand experience you want to put into the marketplace and create a powerful feedback loop across all teams.
Why does customer sentiment lead to human connection?
The ultimate goal of all the metrics you invest time and energy into tracking is to understand whether or not you’re meeting the needs of your customers. There has been a long evolution of contact center metrics. From the simple measurement of handle time, accuracy, resolution to customer satisfaction (CSAT) and net promoter score (NPS), for instance. None of these metrics can be ignored or avoided. However, they are all giving you generalized, rear view mirror feedback on how your customers feel about you.
Sentiment is entirely different, mainly if you can capture it in real-time. And customer sentiment is the only metric that is about them!
To create a real human connection you have to go beyond measurement and metrics. And sentiment gives agents a different kind of power if they hear it as it unfolds.
To get there, you need a different approach to probing – this puts empathy on the table. It starts with listening. Are you determining the spoken and unspoken questions and concerns they’re expressing? What is happening in the course of the conversation? It’s not transactional. It’s a two-way dialogue. You’ll never become an advisor to your customer if you’re transacting.
Investigation is the final component. Now the agent has listened, conversed, and connected. Next, they must know enough about the subject matter to answer the spoken and unspoken questions of your customer. When an agent can deliver this experience, with empathy, your customer will have established a human connection. They will believe that you are capable of advising them and completing the story.