Use these 13 expert tips to improve YOUR teams' customer service performance

1: Track numbers

                Telling someone that they’ve improved by 5% since last week is more powerful than a simple “Good Job, keep it up.” Especially for teams with commissions or bonuses at play.

2: Single people out, but list as many names as you can in your reports and emails.

                Everyone likes to read their name. List the top ten, the best in different categories, the most improved, best newbie—don’t list everyone, but give people a reason to scan your email blasts and reports.

3: “Rip” scripts from the floor and distribute them to your team for use.

                When you hear a great phrase—“I wish I could tell you differently, but unfortunately, that’s the case”—a phrase I heard 3 years ago that I can still remember comes to mind—jot it down and use it!

4: Use pop culture

                Whatever your agents are talking about or enjoying on their breaks—from Candy Crush to Breaking Bad—try to incorporate elements of into your reports, emails, and notes.

5: Talk to your people every day

                Things on the production floor change every day. Attrition, personal dramas, updates and upgrades—your agents often know more than you about the rapidly changing face of C/X in a call center.

6: Know your tech

                Technical issues with tools can be the Moby Dick of your C/X scores and results. Know what tools are helping, which are hindering, and the work-around-s.

7: Understand what customer feedback should be ignored

                Be familiar with the issues of policy or product that cause customers to complain. These are generally unrelated to the quality of service being given. Don’t get caught up in giving a low quality or customer service score to an agent simply because the customer complained. Know why they complained.

8: Give your team the benefit of the doubt

                When you first hear some of the things agents say you’ll want to shake them. Over time, however, when you get to know your team, you’ll understand that most of the time they’re really doing their best—they just don’t have the skills or tools to do so. They’ll respond much better to your advice and coaching if you come from a place of generosity.

9: Customize training and feedback

                Use the agent’s name in your comments, track their progress, and give them tips based on their particular strengths and weaknesses. Avoid using empty slogans and ‘value statements’.

10: Offer tips and tricks every day

                Agents often get bombarded with updates from corporate and other emails. Keep a file of quick and easy tips to share every day to stay current and to avoid having your emails pushed to the bottom of the stack by a ton of “Organizational Announcements.”

11: Use SharePoint, Chatter, Yammer, or other enterprise social media

                The fun (sort of) of Facebook or other collaborative sites,  in a contained environment.

12: Use data to find your bell curve of performance

                Know your team. Who’s performing where? Who should you focus on? Who’s your priority?

13: Catch people doing it right

                This is one of the most powerful pieces of advice I was ever given. A thumbs up, a literal pat on the back, a piece of candy slipped onto a desk with a whispered “Great Job”, an extended break after a big sale or extra hard call—all these go a long way to getting the performance you want. Remember: what you focus on, you get more of. 

Blitzed! 5 top tips for offshore employees dealing with US Holiday season.

It's coming....something twinkly this way walks!

They're running on the fumes of a candy cane frappachino.  They're trying to talk over the shrieks of visiting nieces and nephews,  and juggling tape, scissors, catalogs, and ornaments with one hand while writing their Christmas letter with the other: this customer is fragile. Handle with care!

Here's a few tips to help them handle the madness.

1: Tailor your materials to the "high middle" level of rep awareness.

My previous company put out company- wide communiques about Christmas, New Years, and Thanksgiving (yes, they missed a few holidays, but hey, they tried!). They included background, traditions, and greetings, as well as fun trivia.

They were geared towards the "intermediate" level, which I think was the right choice. Most agents are familiar with the basic idea of US Holidays-- they may have seen music videos, movies, or read magazines and books with these holidays featured. Some countries either celebrate the same holiday or have a version of it, so this raises awareness as well. Don't bore your audience with basic stuff-- at the risk of having them ignore it!

2: Give your reps an idea of what the customer (probably) loves about the holiday.

For Thanksgiving, it's all about the food and the football game. For Christmas, it's all about the big family gathering, the "loot" and the lights. New Year's is all about a resolution that everyone knows you'll break. If you give your reps a few quick talking points and sound bites, they'll make a much stronger connection to your holiday-season callers than with a tepid "Happy Holidays".

3: Go beyond the warnings about stress to the reason that the stress is happening.

Explain the pressures of travel, the expectations that those [expletive deleted] commercials set, the stress of seeing family members that were otherwise avoided all year, and so on. Try to bridge these to common experiences in your reps' lives, if you can.

4: Anticipate and adjust your top call drivers, and create training around these.

Quality and Operations may have done this already, but it's up to you to make sure your reps are prepped for the onslaught of returns, lost packages, and frantic orders that they'll face, especially if they're seasonal ramp employees.

5: Create a  training package for each holiday, with top call drivers, information about the holiday, sound bites, etc.

If you're off duty, traveling, handling the 50- people- just- quit -crisis, or just otherwise engaged, it's a smart move to have a place where you employees can go to get the information they need about the holiday. SharePoint, Chatter, Yammer, or other Enterprise Social Media/LMS is a great place to store this stuff.

And don't forget the reason for the season... Sharing photos, foods, or stories with your reps can help them "get it" much quicker and bettter than any Power Point presentation, no matter how awesome the graphic are.

Now get out there and start spreading some holiday cheer!

Unfixable: the most challenging obstacle I ever encountered in my call center days

If you’ve ever called an offshore call center that sounds like a busy street market, ringing with the sounds of a foreign language, you can bet your Tuesday lunch there is a tight lipped ex-pat in the background, making throat-slashing gestures at the offenders in vain.

3 and a half years ago, I landed in the Philippines in a semi-provincial area to work in a call center creating training materials, coaching, and training front line reps on communications, soft skills, and language. The job was extremely challenging, the support pretty nonexistent, and the hours were hell. My desk was in the middle of the production floor, an area we semi-affectionately called “the Dungeon”. All of these challenges paled in comparison to the looming obelisk that blotted out the sun: EOP.

EOP was the acronym for “English Only Policy”. It makes sense to ask and require reps to speak only English at work and on the production floor. What was next to impossible was getting them to do it.

I tried email reminders. I tried bribes. I tried “catching people doing the right thing.” We created slogans and had a contest. We printed tee shirts. I created a campaign of emails with illustrations (beloved, yet completely lacking in impact) called “EOP Stars” which featured people of Filipino extraction or origin who made their careers on English—people like Bruno Mars, Apple d.App, and Josie Natori.

 The communications team as a whole tried meetings -one of which was held with the entire 200 person production team- where I held up ominous bar graphs showing a decline in our customer satisfaction score with an increase in our floor size (meaning our floor walkers couldn’t physically get to all of our agents and remind them to zip it). We tried threats, keeping score, and as a last resort, embarrassing the offenders in front of everyone.  We created reminders called “Background noise K.O.” that explained we would grade any call in which background noise was captured a “0” in Quality. We wrote people up and reported offenders to the powers that be.

Nothing could budge people from their desire to speak in what we (wrongly) called “vernacular” no. matter.what.

I spent a HUGE amount of time trying to understand this. English is the accepted language of worldwide business, most likely closely followed by French, Chinese languages, Hindi, and Arabic. Filipino (and the local dialects) doesn’t even make the top ten! For ambitious young professionals, accent- free or “neutral” English was a marker of success and class. So why were our reps so resistant to speaking in English?

After more than 3 years living with and working with Filipinos, I have only guesses.

 My first guess would be the intense, almost maniacal national pride that Filipinos have for their people and heritage. With few natural resources, a history of occupation and struggles, and widespread poverty, national pride in the people themselves as a kind of living museum is a must. Tee shirts with the slogan “The Filipino is worth dying for”/ “100% Filipino” and other such lines that celebrate the people of the islands (rather than, say amber waves of grain, or purple mountains majesty) were very popular. Language is a part of culture and heritage, which I (humbly) submit was ignored or bulldozed for many years (first by the Spanish, then by the Americans, now by the business world at large).

My second guess is that it’s a combination of a) never really finding the right motivator and b) the transient nature of front line call center work means that the talent pool tends to be young, carefree, and not super serious. Having fun with friends and finding romance were reasons people came to work, rather than “career advancement” or “financial independence.”

My third guess hinges on something that I will most likely never understand fully: culture. The bonds of interdependence and connection between family and friends are so tightly woven that for some, speaking English instead of the local dialect feels like a kind of betrayal, a kind of show of arrogance. And when it came time to choose between a seatmate who loaned them money, showed them sympathy when they were down, hooked them up with a cutie they knew, and was just generally there for them and speaking English: no contest. Speaking English could at best mark you as an upstart, at worst get you a freeze out. The “cool kids” in the account actually put on a heavy accent to speak English, and you can imagine the trickle-down effect this kind of thing had!

I left that town never really knowing what I could have done to make a lasting difference, and wondering if maybe the initiative itself was somehow beside the point. Was EOP just another misguided effort to standardize something that should not be standardized—akin to what happened to the U.S’s indigenous peoples in the 1800’s? Or was it really ‘for their own good’?

I leave it to you to ponder.

 

The Shocking Truth about high school math class: you actually DO use it later in life!

Source: http://rinielsmusings.wordpress.com/2010/06/25/funny-stuff/

What you’re about to learn is not illegal, immoral, or shady. It just seems that way. This technique makes the most of a demographic fact: most people are extremely poor at mental calculations.

For those of you that have worked in retail, you know what I’m talking about.

Ø  How many times has someone asked you “How much is this?” when standing in front of a huge “50%” or “1/2 off” sign?

Ø  How about those that have worked in the restaurant industry who were accidently stiffed by very nice customers who thought $ 5.00 was 20% of $50.00?

Ø  How about people who are shocked by their high total after handing you a huge pile of expensive clothing to ring out?

Where were these people in high school math? Can’t they do basic % off calculations? Can’t they add? Can’t they subtract? Can’t they prorate?

Answer: Let’s test that out.

Let’s do 20% off $62.89.

 It’s so easy…round up the price to the nearest whole number, then divisible- by- five number ( $62.89 becomes $63.00 becomes $65.00) then take the % off (let’s say 20% off) and break that out of 100%. (It’s 1/5—20 is 1/5 of 100). What’s 1/5 of $65.00? (Answer is $13.00). Then you simply subtract $13.00 from $65.00.

 How hard is that? Okay, it’s a little hard.

You’re about to make that work for you.

There are 3 main areas that lend themselves easily to creative math: Retention, collections, and sales.

Let’s talk retention:

When you’re making retention offers, it’s usually a discount in either a lump sum or a timed pay out over a fixed time frame—$30.00 off now, or $100.00 off your next 6 months,  $17.00 a month.

It’s not hard to sell discounts—most people can do a quickie calculation and realize that $72.89 minus $30.00 is around $40.00 Substantial savings. Retention customers aren’t most people, however. They’re upset, and ready to cancel.

We’ve got to bump it up a notch.  

Pitch your discount in 3 ways:

·         Total amount

·         % off

·         New bill amount with savings deducted

So it would sound like this “Well, we’re authorized to take a total of $30.00 off your bill, which is a savings of almost 25% off. Your new bill would be around $42.00 a month for next month. How does that sound for you?”
If the discount is for a fixed time frame, say $10.00 off for 6 months, do the calculations for them:

·         Total savings

·         Immediate discount with bill calculation

·         % off

“I can offer you $10.00 off your bill for the next six months. That’s a total of $60.00 off, a savings of 20% each month, and that will take your bill from $50.00 to $40.00. How’s that sound?”

Rounding the bases:

·         Round UP when talking about discounts or savings

·         Round DOWN when talking about the new bill

Let’s talk sales:

Have you ever seen those heart-rending commercials where “for just pennies a day” you can save little Juanita from rickets? That’s creative math.

Cosmopolitan magazine does the same thing, just with a sprinkle of glitter on it: They compare your “weekly cappuccino habit” with what you could have bought in a year with the savings instead-- “3 iPads loaded with all the True Blood eps you could watch!” It’s putting money into context.

In this case, let’s say you’re selling an internet upgrade package for an extra $20.00 a month. Now let’s get creative:

Divide the extra cost by 30 days and then round DOWN: If it’s 98 cents a day, it’s “pennies” (anything less than $1.00 is pennies). If it’s $1.00-4.00 it’s “the cost of a cup of coffee”.

If you’re selling a package that is a lump sum-- say a year- long warranty for $120.00-- divide that by 12 months, and put that in context: “For $10.00 a month, you can have the security of knowing that….”

Let’s say you’re selling a co-pay repair service protection plan (which many companies offer). You’ll want to compare the in-context cost to the highest possible costs of a no-coverage repair.

“Well, for just $3.00 a month, you could stand to save up to $150.00 on future repairs.”

You can also take advantage of most people’s absolute terror of doing math involving %, and say things like “Well, for only 8% more a month, you can save yourself about $300.00 of possible repair costs.” Do this for low %, those less than 10%.

Let’s talk Collections:

This is the best place to use creative math. It takes nerves of steel and a genuine liking for bargaining, but if you’re in collections, you’ve got both. Here are some creative math tricks to use:

Breaking up payments:

You want $500.00 from your debtor. Sure, it would be great to have $500.00 now, green money. But let’s face it, if they had $500.00, they probably wouldn’t be on the receiving end of your call. So use the start high, go low method to break up the payments.

Start high, go low:

Start with your highest bid: “Do you have$500.00 today so we can make this go away?” No, they don’t. Then go to a lower one or a settlement or buy-out: “Well, I can shave off $200.00 if we have $300.00 to make this disappear.” Nope. They’re on WIC and SNAP. Okay, fine. It’s payment plan time.

How’s$100.00 a month for 5 months? That’s $25.00 a week (context!) It’s about a tank of gas or so.

No? How about $50.00 a month for the next 6 months, and we see where we are in 3?

Cool. All along you wanted that $50.00. Welcome to creative math.

General tips:

·         When dealing with contracts, don’t use “years”, use “months”. Reverse when dealing with discounts, down to six months: “Half a year!”

·         Jot down a list of “contexts” in which to put money—a cup of coffee, the morning paper, a tank of gas, a magazine… thing that people buy almost every day or week and don’t think twice about.

·         It’s okay for YOU to use a calculator when you’re on the phone, and even in person--show the customer with your use of a calculator that a) you’re just like them and b) you’re willing to “work” for them. (Evil mustache twirls here).

·         Use terms like “double” or “half” for 50% off. You can also use “savings context”—“that’s a savings of almost 50%, just about half off!” for 40-49% off.

·         Use action words like “cut” or “slash” to indicate the dramatic lengths you’re going to with your 8% off savings. (Slight sarcasm here.)

Remember, with great power, comes great responsibility. Don’t use creative math to bamboozle or cheat your customers- only to sell them items that they will use, or to explain the benefits of your offers in a way that will be appealing to them. Now go forth and dazzle!

Is anything more irritating than “I’m sorry if you feel that way?”

Customer Service means having to say you're sorry. 

Source: http://myblogspan.com/blogs/archives/december-3-2007.php

How many times have you listened to that dreadful “I’m sorry for any inconvenience that has caused you” during a customer service call, with a bitter little smile on your face, thinking “The hell you are!” 

We all agree that a faked or forced apology is more annoying than no apology at all. Even worse is the condescending “I’m sorry if you were upset”—the apology that leaves the receiver with the distinct taste of blame in his or her mouth. 

As Salon writer Mary Elizabeth Williams wryly notes in her column: “Just say you’re sorry. Just say it like you mean it.”

 

Why is it so hard for our front line reps to make sincere apologies that hit the mark and truly diffuse the angry customer on the other end of the line?

1: They don’t understand why the customer is upset or what the problem is 

Many of my trainees don’t have checking accounts, credit cards, or even pay rent. They have no idea that a declined credit card can make you feel as if a neon “DEADBEAT” sign is pointing to you in front of the store clerks and other shoppers, and why you’re so upset about the bank error that led to the decline.

 The offshore/ outsourced reps that many call centers employ may or may not be familiar with the ins and outs of daily life in the US to understand what bounced check fees ARE, much less understanding how infuriating and scary they are for customers. 

2: They see apology as admitting wrongdoing, and they’ve been trained never to say “negative things” about the company

Almost every client company drills it into the customer service reps that they are never, never, never to disparage the company, else it result in a fatal error score for the Quality Team, a client side escalation, or worse—an unceremonious firing. 

3: They may come from a culture where the “form” of apology is considered enough or the way the apology is said (the medium) is the message itself (the message)

For example, when I worked with Filipino trainees, their apology method was a sharp, high- pitched scream  of “AY!” followed by a rapid- fire trilogy of sing- song apologies. Needless to say, this sounded less- than- sincere to our average American customer.  They also tended to have flat, non-inflected voices, which wasn’t an issue in their native tongue, but when it came to issuing a warm, sincere apology, it became an impediment.

 For our Indian trainees, the natural rolling, sing- song tonality of their voices tended to make apologies sound almost like mockery or a huffy- high- school-er’s- caught- with- contraband “Sorrrr-rrrry!” Not great for Net Promoter Scores. 

4: They are intimidated by the customer’s outrage and scared, and just want to move forward to the solution

In many cultures, an angry outburst is soonest dealt with by pretending it never happened at all. This is something that doesn’t go over very well in the US either.

How can we help them? 

1: Create training materials that address the steps to “putting yourselves in the customers’ shoes” (rather than just directing your reps to do so). 

Also create materials that outline the common reasons for ire that come up with your account and LOB over and over, and explain why the customer might be angry.

For example, if your callers are complaining about a TV football game blackout, tie this to local sports and events, and use analogies and examples from local daily life. 

2: Explain the difference between apology and regret and when to use them. 

Short version:

·         Agent or company makes a mistake: apology.

·         Unfortunate situation that’s not the agent or company’s fault: regret.

This is where an “I’m so sorry that happened” or other “soft” apologies or empathy statements come in. “Gosh, that sounds rough. I’m sorry to hear that.”

3: Give your agents a detailed “map” of what an American- flavor sincere apology sounds like. 

Include wording, tone, emphasis, and timing!

For your reference, I’ve included an example of a quick breakdown:

• Admitting wrongdoing or mistake without excuse
•   Showing the other party that you understand exactly what was done wrong
• Acknowledging the extent of the damage and how it affected the other party
•    Making it right/ Planning to avoid it in the future

4: Help your scared reps become more confident with product and resolution training and remind them: 

How to handle Angry Customers:

What do they want?

1: To be heard, and acknowledged sincerely.

“I hear you. That sounds rough.”

2: To feel understood beyond the surface level.

“I know you were looking forward to using your new computer today. That’s really a let- down that it didn’t arrive.”

3: To hear a genuine apology.

“I’m so sorry we overcharged you. That’s our mistake and it never should have happened. I’ve refunded your money and I’ve changed your account so that should never happen again.” 

4: To have a mutually agreeable resolution.

“Okay, although we weren’t able to honor your coupon today, I’ve used the promo code to give you a similar deal.”

Now, go forth and remember that happy customers means you DO have to say you’re sorry.

Rebel Yell--- Throw those customer profiling materials out the window!

 Why you should rethink the way you teach customer service.

First things first…

What is a profiling- based customer response program?

Almost every customer service training program has a section (usually outright named “Customer Profiling”) that follows the stations of the profiling cross:

1: Lists the type of customers you’ll encounter (usually broken up into “Happy”/ “Irate”/ “Newbie”/ “Scared/ Anxious”)

 

2: Describes the common characteristics of these customer types—these are illustrated with either a smiley

or the dreaded “White Gumby” 

(white Gumby really gets around, by the way. I’ve seen him? (her?) On almost every awful PowerPoint Presentation in the last 5 years.)

3: Explains what these customers may be feeling or what may have led them to become this type 

4: Gives a few basic hints or tips on how to “manage” or “handle” that type of customer—usually very obvious stuff: “Just hear them out. Then acknowledge their concern and provide empathy.”

Most training designers and managers that propose and support “profiling” programs do it from the desire to make things more consistent, reliable, and streamlined. They tend to believe that most workers just want a solid, reliable system they can click into place and use over and over to “handle” the most irritating, overwrought, aggressive customers, or the most clueless, befuddled callers.

 Dovetail these beliefs with an operational viewpoint on bottom line (what’s the quickest, cheapest, and most effective way we can raise our customers’ satisfaction?), and a(nother) profiling program is born. 

With many companies expanding their footprint to more and more countries, it is important that your training program be scalable, and many training executives believe that individualized responses are anything but. 

All of this is understandable. 

So why is customer service STILL so poor in so many outsourced call centers despite these foolproof, airtight profiling programs? 

Where’s the miss? 

The flaws of profiling based customer service training:

1: Failure to adapt to huge social changes in the last 10 years.

With the technology customers use every day (cell phones, tablets, social media, the internet, television, even call centers!) becoming more and more adaptable, an inflexible, limited “one size fits all” customer approach is unappealing to most people. Think about it—your website lets the customer log in 24-7 from any device, allows them to create an account, log in and find answers, talk to their peers on forums, download documents, post reviews and comments, and customize their homepage.

Why doesn’t this extend to your handling customers over the phone or chat/ email? Why are you teaching your trainees to use the same stuffy “I’m sorry for any inconvenience this has caused you” with both a seriously angry customer and someone who likes to playfully kvetch to build rapport? 

2: It actually decreases empathy, rapport, and engagement with the customer.

We trainers know that one of the most difficult habits to break with our trainees and reps is “key word listening”—or what happens during the following exchange:

CU: “I got the kit; I’m just waiting for my grandson to get the radio transmitter off the dish.”

CSR: “Uh sir, were you informed that we will be sending you a kit to mail us back the equipment?”

 

Key word listening is pretty much what profiling- based training teaches. It teaches reps to listen for key words/ tone/ usage/ para-verbal noises (sighing, huffing, um’s and uh’s) and apply those to the profile matrix, looking for a match, and then applying the “prescribed” phrases.

But…different people use language differently—that’s one of the things that makes English so delightful for us English Majors and such a bear for non-native speakers.

How do you list all the possible ways a customer could try to build rapport? Show anxiousness? Show defeat and disgust with the company and its policies? Show their playful side by using “hot damn!”? (Robot hears curse word. Robot apologizes.) 

Consider the following example:

CU: “I’m all about the PDF, hee hee” (customer is trying to build rapport as she describes her software requirements)

CSR: [silence, keys typing]

Compare with this:

Customer: “So, what can we do about this? If I pay all $200 today, I can’t buy food this month.”

Employee: “Oh, I understand girl; I’m right there with you. Hang on a second… let me see what we can do.”

(Submitted by a customer, from the website http://notalwaysworking.com/)

3: It won’t fix the root cause issues that led to misapplied solutions anyway.

 

Cultural differences, language misunderstandings, even personality issues can all affect the way your representatives and trainees handle customers once they get onto the phones or onto the chat tool.  Using just written words on a PowerPoint slide to suggest how to handle customers may result in misinterpretations and misunderstandings.

We all have different ideas about what “explain things calmly” (or other proscribed scripts to “handle” customer types) means—to some that means with a flat affect and no emotion, to others that same thing might mean “be a broken record until the customer accepts your statements.”

Telling people (with no reinforcement, discover, or “aha” moments) that they “should” do A when faced with B rarely works. Come to think of it, does it ever work? 

4: It insults the intelligence and work ethic of your trainees.

 

I really, really believe in setting a bar of achievement that your employees will rise to, not creating a “fool-proof” system that “even a monkey could do.”

I won’t name names, but pretty much everyone I’ve worked with at the executive level has absolutely zero confidence in the abilities of the front level employees to make any kind of independent decisions. Yes, I can absolutely see why it’s scary to let bubble- gum- popping, ADHD, 3- months- and- I’m- bouncing- to- another- center- front liners make decisions that could cost you customers.

 But guess what? Customers revile being treated like a number, told that the rep can’t do anything, being reminded of “the policy” and listening to scripts more than they hate high prices, broken URLs, or shoddy products. 

You’re already losing customers with your ham- handed treatment of them as “irate” or “confused” (or as one EQ- challenged boss once put it “You got 4 types, okay? Lazies, crazies, daises, and hazies.”)—no one likes to be a number, a “type” or a label. 

Here’s some ire directed at a major telecom company for its use of scripted lines:

…. “So after 30 minutes of painful scripting they tell me it's a line problem.  Well duh!”...

Now of course if I were living in some kind of call center Utopia where agents had uniformly great judgment, there were enough supervisors to go around, no other departments ever got it wrong, and the product itself never caused the majority of the complaints, it would make total sense to give the front liners the directive to “use your best judgment” when dealing with irate, at- the- end- of- their- rope, crazy customers. 

But I live in the real world. 

So how do you address this? 

Create a customer service training program that does the following:

• Takes its core activities from real calls, real customer verbatim statements, real situations you’ve encountered, and real tools.
•  Encourages, through training, practice and coaching, the representatives’ own good judgments and actions and corrects the flawed or incorrect judgments and actions.
• Uses multiple ways to expose representatives to “the customer”—customer service review websites, role playing, listening to call recordings, games….anything but sitting through a theoretical lecture on “The Irate Customer and how to handle them.”

In short, training should be about teaching your reps to bring out and practice their own strengths in dealing with each customer as an individual, not a type.

None of us likes being a number, a statistic, or a “unit”, so why are we training our reps to treat our customers that way? Join the revolution and start thinking about customer service in a whole new way!