You know that scene in the heist movie? The one that comes right after the
criminals rob the bank but right before the cops bust in? When the
ringleader says, “We’ve got to get our stories straight or we’re all going
to jail for a long, long time…”
Aside from committing robbery and being pursued by cops, etc., we in the
customer care world have become like those criminals. In the hectic rush to
respond to customers in their channel of choice, we’re not getting our
stories straight. We’re giving customers different answers over the phone
than we give in live chat. We’re making customers wait days to hear from us
via email, but we’re answering them in minutes over social. Our onshore
teams write in a different style than our offshore teams. This inconsistent
communication increases contact volume, exhausts agents, and fractures the
We’re imprisoned in a Customer Service Caste System.
We have a “shiny new channel” problem, and it causes us to exalt the people
who work in the newer channels, such as social media, over the people who
work in the established ones. In fact, working in a newer channel is often
presented as an incentive for agents who have been answering calls or
emails. “Oh yeah, my agents love chat. I mean, they love anything that gets
them off the phones, am I right?” But when we don’t treat channels as
equally important to our operation, or the people who work in those
channels as equally skilled or “cool,” we introduce inconsistency. Agents
who work in a shiny new channel realize their work gets more attention from
upper management. This spotlight may encourage these agents to bend rules
or abandon procedures to keep customers, and the attentive CEO, happy.
We allow frontline agents to believe it’s their individual
responsibility to protect the company’s bottom line.
Passionate frontline agents are the foundation of any customer service
operation. And people who are strongly loyal to their company naturally
seek to protect its bottom line against customers who are refund hounds,
compensation seekers, or coupon grabbers. But agents can be erratic or
overzealous in their efforts to protect the company from getting ripped
off, and they can respond generously to one person and stingily to the
next. It’s not an individual agent’s responsibility to gauge whether
resolving a customer’s problem is too costly for the company or worth the
money. When agents take on the spend-or-save role, their answers are all
over the place.
We receive customer contacts in one channel but answer them in another.
Does your customer service team respond to tweets by asking the customer to
dial the 800 number? Do your live chat agents explain to customers that
questions about product warranties must be emailed in? If so, you’re
playing a dangerous game of telephone (pardon the lame joke). The more
hand-offs agents and customers experience, the more likely inconsistences
are. It’s difficult to give the customer the same answer when the
customer’s restating the request numerous times.
Customer service agents create their own knowledge stashes instead of
using the shared one.
If your agents keep a secret stash of office candy, and they’re willing to
share, that’s a very good thing. But if they keep a secret stash of
knowledge on their own computers instead of relying on the shared, vetted,
current, correct info in your knowledgebase, that’s a very bad thing.
Highly motivated agents and stuck-in-the-mud agents alike create stashes of
their own email templates or social media responses, which they
copy-and-paste as needed. Of course, there’s no quicker way to create
inconsistencies than to use different knowledge sources. As their manager,
you need to insist they stop using their private supply.
1. Love—and invest in—channels equally. While a shiny new
channel may initially need more of your budget and attention, that channel
isn’t inherently cooler or better than the established channels. Don’t
understaff the phone channel, and keep customers waiting in queue, while
you hire staff for the sparkly channels like chat and SMS. To inspire
consistently excellent work from all agents in all channels, you must value
the work agents do in each channel equally.
Give agents clear, consistent instructions about spending the company’s
money to retain customers
. Agents can’t possibly know whether a one-time refund of $50 is harmful to
the bottom line, and we don’t want them to presume they know whether it is.
Make your guidance about how to compensate customers extremely clear. If
you allow your agents broad decision-making in this regard, that’s fine.
Just explain to agents that they will focus on individual customers, while
you (and other company honchos) will focus on financial solvency. Agents
can be consistent in their approach to compensating customers without being
identical in the amounts they give. But they’re bound to be dangerously
inconsistent if they believe it’s their role to protect the company from
Answer the customer’s question in the channel it was received
. While privacy concerns may prevent you from answering customer’s banking
questions on a public Facebook page, in most cases, it’s possible to answer
customers’ questions in the channel they chose. To do so, the agents that
staff each channel will need the same product knowledge, access to the same
tools, and the same amount of responsibility. Do you see how many times the
word “same” appears in the last sentence? This same-ness in agent expertise
will result in consistent responses to customers in the channel they chose
and across channels.
4. Ensure your knowledgebase is clean, current, and usable
. If you want agents to give consistent answers, they must draw from the
same information source, and that should be your knowledgebase. While we
might want to high-five them for their initiative, agents who create their
own knowledge stashes are causing big problems. If lots of your agents have
their own knowledge sources on their own hard drives, you may have to
organize a knowledge confiscation effort, in which you tell agents you’ll
review their copy-and-paste items and include them in the KB if they’re
accurate and well written, but that they must stop using their own
knowledge by a certain date. Granted, this “I have my own templates”
behavior is a difficult one to stamp out, but a well-maintained
knowledgebase or template library is the only way to do it.
Inconsistencies aren’t just bad for customers; they’re bad for customer
service teams too. Inconsistent answers increase contact volume because
they motivate customers to fish for the answers they want instead of the
answer they received. Inconsistencies create the classic “Dad said no, so
I’ll ask Mom” situation. And inconsistent communications harm managers’
efforts to get the best performance from agents. They sow the idea that the
right way is a matter of opinion, that the boss is capricious, that quality
scoring is unfair.
It’s not true that consistent communication is always
excellent. But it is true that inconsistent communication is never excellent.
Join Leslie this May 13-16 at ICMI Contact Center Expo. She's leading a session called "Five Things You Should Stop Writing to Your Customers Right Now."
Leslie O'Flahavan, E-WRITE Principal, has helped thousands of people learn to write well for online readers. She is a problem-solver for all the writing-related challenges faced by contact centers: e-mail, chat, and social media. She helps contact centers train agents to write excellent e-mail, measure the quality of their e-mails to customers, and rewrite and maintain their entire library of canned answers. Recently, she completed a complete overhaul of customer service writing for a global airline’s domestic and international contact centers. Leslie is the co-author of Clear, Correct, Concise E-Mail: A Writing Workbook for Customer Service Agents. Reach Leslie at Leslie@ewriteonline.com or follow her on Twitter @LeslieO
Please sign in to leave a comment. If you don't have an account you can register for free here.
Forgot username or password?