Who interacts with customers more than anyone else in your company? Your service agents do. They are the ones who connect with, engage, interact with, and console your customers. Yet oftentimes agents aren’t given the respect they deserve.
In Daniel Pink’s book Drive: The Surprising Truth About What Motivates Us, he explains that the key to motivation is a sense of mastery or the desire to get better at something that matters — to have a purpose like being “in service” to something larger than oneself. And most customer service agents want nothing more than to be in service to your customers. They want to use their problem-solving skills to help customers solve issues, resolve problems, and answers questions that make a difference in whether customers purchase or remain loyal to a company.
But instead of being motivated to build rapport and trust, agents are bogged down by routine, mundane tasks that don’t use those incredible people skills. Day in and day out, a good part of their day is spent resetting passwords, changing addresses, determining order statuses, processing returns, and the like. With 60% of customer service contacts consisting of these routine-type requests, it’s no wonder agents are always on the lookout for the next job, which drives agent turnover and attrition sky high. And as an expert in contact center leadership, you know finding, training, and retaining amazing reps not only is costly but directly affects the customer experience.
What if there was a way to change all that? What if the contact center was a place where customers and agents could truly spend their time building authentic relationships? What if instead of spending money on attrition, the money you spent on the contact center had a direct and positive effect on the customer relationship?