How to create a high performance customer service leadership team

When it comes to the performance of your customer service team, there are a few key metrics that will keep you pointed in the right direction.

How to create a high performance customer service leadership team

Two hundred tickets a day. Average time until first reply: two minutes. Average number of replies: three (okay, three and a half.) Response time unaffected by nights and weekends, because your support team is sprawled around the globe.

Sound ideal? Terrifying? Unattainable?

Honestly, it should sound like what it is: a bunch of numbers. They can tell you that you’re getting back to customers quickly, but they can’t tell you whether or not those exchanges are successful. That doesn’t mean they’re not important–while data doesn’t deliver qualitative judgments, it can help you make reasonable deductions based on common sense and context.

When it comes to the performance of your customer service team, there are a few key metrics that will keep you pointed in the right direction.

Ask the right questions

Asking the right questions means more than just, “Is my team performing well?” By itself, data can’t tell you that. Switch things around and ask yourself, “What type of work environment will allow my team to perform best?”

Sketching out an ideal work environment requires defining quantitative measurements: how many conversations should each person manage? How often should they be utilizing established feedback channels? What is the busiest time of day and how many people should be on duty?

Define and set those metrics with your team, but be flexible. As the workload evolves along with your product, you’ll likely need to set new goals. Making it part of a group conversation ensures total transparency and gives your team both a barometer to measure its own performance and a set of tangible goals for which to aim.

Pay attention to average volume

There’s no template threshold for “too much” in customer support. Depending on the type and complexity of emails you receive, exhaustion could set in after as few as 25 replies or as many as 75. But finding and setting that threshold, as a team, goes a long way in ensuring that you have the energy and emotional resources to engage with each conversation productively. It sounds obvious, but it’s surprising how often this number slips beneath the more obvious-seeming margins like average time to first reply and average time to resolution.

You’ll need to dial down into how much work–and what kind of work–each of your team is doing. When looking at the numbers keep context in mind. When reviewing the team report, you might want to reward the team member with the most customers helped, but make sure you’re balancing that number with the rest of the data that the report makes available.

For example, if you see a team member serving a lot of customers, but with very few replies per person and a very low average response time, that may actually be a sign that he or she is carelessly blowing through tickets.

On the other hand, a high number of replies sent and a low number of customers helped might indicate that a team member is getting unfairly overloaded with higher complexity issues, thus reaching an exhaustion point more quickly than others.

How to create a high performance customer service leadership team

In both cases, the best way to solve potential problems is to use these data points as an entry into 1-1 conversation with the team member. Other factors, like anticipating an influx of emails (new product launch, a big announcement) and tracking what days and times are most busy, can help you fluidly schedule your team so that no single person is disproportionately bearing the load.

The takeaway? Pay attention to how much work each person is doing. An overworked team member is an underperforming one, and while you can’t guarantee high quality support with an evenly distributed workload, it’s a necessary first step.

Empower the team to self-diagnose

Pummeling users with satisfaction surveys is a good way to end up with unreliable data and an unhappy team. Nobody wants more emails in their inbox, and a customer could rate an interaction as being poor when a problem is unsolvable due to issues beyond the control of your team member. The outcome is that your team may end up feeling powerless and self-critical, which then leads to (you guessed it) subpar support. Empowered teams, who feel like they have space to both celebrate and fairly criticize the outcomes of their interactions, are also teams who are ideally positioned to–cheerfully!–handle unhappy customers.

One solution for baking a feedback loop into your day-to-day? Create a series of team-only tags that rate a customer service experience according to a vocabulary you establish. For example, “Hooray!” could indicate an above-and-beyond experience, where someone went the extra mile to solve a problem, and “Lost Cause” could indicate a customer who simply refuses to be helped. (We’ve all had ’em.) Whatever tags you go with, it’s important to determine and define them with your entire team. Everybody should have input and everybody should feel confident about what means what. You’re essentially learning a new, private language together. When you ask a teammate why an experience was a “Total Spelunk,” both parties need to understand the important nuance of that statement.

How to create a high performance customer service leadership team

Keep things simple: 5-7 tags is a digestible number that can cover a full spectrum of customer experiences without giving you too much to remember.

With a few weeks of data under your belt, trending tags can be a helpful barometer as to who is struggling and who is succeeding. They’re also a great jumping-off point for open conversation. You could ask, for instance, “It seems like you’re rating a lot of issues as High Complexity. What are some examples?” From there, you can determine if that person is being unfairly loaded with super complicated issues or if there’s a gap in his or her fundamental understanding of the product. Then, you can solve from there. That might mean giving a refresher course on the product and/or consciously divvying up the workload differently.

At the end of the day, the best way to guarantee high-performance customer support is to build a transparent company culture that emphasizes consistent and productive communication. Processes–and data points–have to evolve as a company grows in order to stay relevant, and the feedback you receive from your team will be a critical part of that process.

Data is a great weatherman, but it’s never going to completely replace good ol’ fashioned one-on-one experience. Incorporate both into your growth process, and you’ll be well-ahead in the customer support game.

From the Z anda X Customer Service Blog

Articles to help to develop your customer service skills

6 Ways to Measure Customer Service Performance

A post from our Customer Service blog

Performing regular quality checks is part of maintaining a good customer service system. The structure is fluid: you hire new employees, some employees leave, and there are changes in the level of performance from your team members. What this means is that the quality of your customer service can improve or worsen from time to time.

How to create a high performance customer service leadership team
So what are the best ways to measure customer service performance and how do you know the problem areas and measure which ones are doing well? These tips will help.

1) Assess customer feedback

The very first – and possibly most obvious – indicator of the performance of your customer service team is customer feedback. It’s usually quite easy to see how well your team is performing through the response they get from customers.

Needless to say, if you receive complaints, that means there is some room for improvement and you need to come up with ways to do that. Even if the customer hasn’t said much or didn’t specify what they didn’t like about their experience, you should still have a look at how you currently operate and try to improve your service.

2) Look at active and resolved issues

Keeping track of your active and resolved issues will allow you to understand just how efficiently your system is working. If your customer service team deals with the issues promptly, the list of active issues would be shorter than the list of resolved ones.

If that’s not the case, however, you have a problem that needs further investigation. There are a number of reasons why the list of active issues might be longer. It can be due to a bad product batch, a lag in the system, a drop in performance, or something else. Regardless of the cause, you need to address the issue as soon as you can.

3) Rate of escalation in complaints

Your complaints roster is never going to be blissfully blank. A steady and minimal flow of complaints is completely normal and is part of a healthy business. However, if you find an unusual surge of complaints or have seen a steady increase in the number of complaints without a corresponding growth in the number of customers or products, there might be a problem. If you track this metric, you can track the progress of your company.

4) Response speed

Response speed is the essence of your customer service, so you need to track exactly how much time it takes for your team to respond to your customers.

How to create a high performance customer service leadership team
If your customers are processed through the system quickly, they’re less likely to be frustrated or give negative feedback. This is why it’s crucial that your system sends the customer to the right representative as quickly as possible. If you find the system slowing down, you need to do something about it.

5) Conversion rate

Another commonly used metric is to track the actions of your customers after they have interacted with your team, which will allow you to judge how they respond to your customer service advisors.

If they make a purchase or perform a positive action, it means that your customer service is running well. If they turn away or perform a negative action, closer scrutiny might be needed.

6) Improvement in satisfaction

Speaking of positive action, you should also track the improvement rates in customer satisfaction over the years, which will show you the progression of quality over time. If the satisfaction rates are dropping instead of improving, though, you need to tweak the system.

Do you have any other ideas for measuring customer service performance? Let us know in the comments below!

Taking the time to formally review employee performance can be a great motivational tool for workers longing for appreciation and recognition. However, most managers fill in annual appraisal forms in a perfunctory manner – missing out on a great opportunity to offer feedback and recognize good performance. Part of the reason that managers avoid and delay written communication tasks is that they appear to be confrontational – and it’s difficult to find the right words and phrases to accurately represent one’s thoughts and perceptions. Hence, this series of posts with phrases that can be used to evaluate performance.

In this post, we have listed phrases that are useful to describe performance of individuals in Customer Service / Customer Satisfaction. We have organized these phrases in 4 parts:

  • Meet/Exceeds Expectations: These phrases help you articulate historical performance of employees that have performed well.
  • Needs Improvement: These phrases describe historical performance of employees that have not performed as per expectations.
  • Guidance: These phrases help you structure recommendations for performance improvement over the next review period.
  • SMART Goals: These phrases describe Goals that are Specific, Measurable, Achievable, Realistic, and Timely.

Meets/Exceeds Expectations

  1. Craig has a habit of earning kudos from customers.
  2. Rosy excels at making clients feel at ease.
  3. Happy customers is what organizations desire, and Michael delivers them in spades.
  4. Some customers can raise a storm. Susan weathers these storms with equanimity.
  5. Ash knows the right words to use, both, in difficult conversations, and with difficult customers.
  6. Brian shares a warm rapport with customers and all team members.
  7. Sunny is fluent in English and Spanish and can switch between them quite easily.
  8. Ivan welcomes every customer with a smile and a greeting.
  9. Priya always lends an ear to customers and is empathetic towards their issues.
  10. Anika solicits constructive feedback from clients – helping the organization move forward.
  11. Randy thinks on his feet and offers out-of-the-box solutions to customers with special challenges.
  12. Melanie has cultivated and nurtured great relationships with customers resulting in higher repeat business.
  13. Naomi walks the extra mile to assist and delight customers.
  14. Julia fosters long-term relationships with clients by providing them with a personalized experience.
  15. Ram always follows up with clients to ensure they can engage effectively with the company.
  16. Brayden is the go-to person in the team for unpleasant customer conversations.
  17. Tina possesses the ability to solve customer problems with simple logic and reasoning.
  18. Customers always praise Tom’s straightforward and transparent style of communication.
  19. Bruce consistently seeks approval from management to resolve issues and prevent escalations.
  20. Freya is always polite and friendly with customers. She never interrupts them during a conversation.

Needs Improvement

  1. Pete has been receiving sub-par customer satisfaction scores over the last 3 months.
  2. Helen needs to manage customer expectations more effectively. If you “under promise, over deliver,” you will not only keep the customers satisfied; you’ll keep the customers.
  3. Raj must learn to resolve simple customer queries and avoid escalating them to the management.
  4. It is important for Jaime to gather greater knowledge of the company’s products and services.
  5. Customers can feel alienated because of Josie’s sarcasm. She shows no patience for customers with “dumb questions.”
  6. While Gareth is polite and friendly with customers, he fails to identify cross-selling and up-selling opportunities.
  7. Rachel has used unacceptable and inflammatory language with customers on multiple occasions.
  8. Roger gets frustrated when customers ask too many questions.
  9. Susan must work on her delivery tone with clients. She sometimes sounds a little condescending.
  10. Wayne only does the bare minimum to help the customer and is unwilling to go above and beyond.

Guidance

  1. Improve the quality of conversations with customers.
  2. Always welcome customers with a smile and a greeting.
  3. Adopt a polite tone – even when a customer makes unreasonable demands or uses inappropriate language.
  4. Respond to provocation by involving management.
  5. Never talk down to customers or patronize them.
  6. Refrain from speaking poorly of the competition.
  7. Never use pressure to close a deal or unduly influence the customer’s decision.
  8. Let customers explain their needs and problems without interrupting them.
  9. Ensure that you have all relevant information and resources at hand so that these can be readily shared.
  10. Proactively inform customers of pending delays and offer a proper explanation.
  11. Learn to tactfully refuse unreasonable customer demands.
  12. Improve troubleshooting skills to quickly and accurately diagnose problems shared by clients.
  13. Reduce the average response time to customer emails to less than 1 hour.
  14. Identify opportunities to cross-sell our value-added services to customers.
  15. Adopt a follow-up routine with customers after the conclusion of a sale.

SMART Goals ( S pecific, M easurable, A chievable, R ealistic, and T imely)

  1. Increase rolling 7-day customer satisfaction (CSAT) score from 83% to 88% in the next three months.
  2. Reduce the average response to customer email support to less than 1 hour in the next quarter.
  3. Improve the average quality score of customer conversations from 3.4 to 4.0 by the end of the year.
  4. Increase troubleshooting criteria score on quality assurance reviews from 2.4 to 4 by December 31.
  5. Identify upselling and cross-selling opportunities to increase revenue by 5% in Q3.
  6. Lead two product training meetings in Q4 and meet with my manager for feedback and review on sessions.

Creative Recognition Awards for Customer Service

Good customer service is a game changer. The best organizations excel at it. And recognize those who enable it. That is what these creatively titled awards from Engrave celebrate. We request you to take a look at our Customer Service Awards.

Are you looking to hire a customer service manager for your team?

Although it may be easy to go for the first energetic person you interview, it’s important to go a step further and define the customer service leadership skills your team needs so they can thrive.

Perhaps someone within your organization already has these skills or has the potential to thrive with some mentoring. If so, hiring and promoting within your company is a smart option as it gives you the opportunity to see the candidate in action first hand.

However, you might not always have the skills you need internally and might have to scout outside your team.

It might seem more challenging, as it’s easy for candidates to say what they think you want to hear instead of the truth. Keep in mind that finding the skills you need is about listening not only to the subject’s response but how they answer or approach your questions and case scenarios.

So what customer service leadership skills should you look for?

Below, we will discuss the 5 you need to be hiring.

How to create a high performance customer service leadership team

1. A Good Coach

A good leader is a good coach. Your customer service manager will most likely have to do plenty of training and continuous formation to keep agents sharp and up-to-date.

Look for a customer service manager with expert coaching skills. This means finding someone who can spot and understand the needs of their individual team member, and provide support in the right format so their agent can thrive. Whether it be a pep talk, mentoring, holding 1-on-1 training, rewarding, and even providing feedback, your customer service manager must be in tune with their agents.

2. Proactivity

Supervising a team of customer service agents is no easy feat. It’s easy to get caught up in the work and challenges of each agent, especially in such an operational field.

As a result, your customer service leader needs to be constantly a step ahead in order to anticipate the team’s problems and not get tangled up or slow down the whole operation.

Proactivity and anticipating issues can be done by standardizing processes, providing adequate training and onboarding, and even having an active employee forum for reference.

3. Attention to Detail

Another important customer service leader skill to hire for when looking for a customer service manager is their attention to detail. Great customer service is all about the small personal touches. These are what make all the difference.

Look for a customer service manager with a keen eye for detail. Someone that monitors team performance and spot the nuances that made the customer experience extraordinary or avoiding small details that could make the experience even better.

Your customer service leader must be able to catch the details that make all the difference.

4. Good Communicator

True, having good communication skills is an overall important trait to have in any team member, but it’s an especially important skill for your customer service manager to master.

A fantastic team leader manager can build a bond with their team and motivate each individual to outperform themselves.

Communication for a customer service manager is of importance as they are the ones who will be in charge of some more delicate communication roles. They’ll be handling agent performance and feedback sessions, delivered with the utmost care to be productive and not taken as criticism.

Listening also falls under communication skills. Be sure your customer service manager can listen and understand agents’ needs and provide the right training solutions for each member so they can perform at their optimal level.

5. Analytical Skills

Analytical skills for this position are also vital. Not only will your customer service manager need to keep close attention to detail, but they also must assimilate and process the information to improve their team’s processes.

One of their responsibilities also includes reporting. This means taking all the customer service metrics and transforming into a digestible and actionable format, both for their team and for management.

Good analytical skills will also result in better feedback sessions. With valuable and measurable data, team leader customer service agents will work alongside their manager to pinpoint areas of improvement.

The proof is in the numbers. And when a team does well, they’ll want to know just how well. Being able to communicate this information to your customer service team can let them know just how close they are to their goal or just how much they exceeded expectations. This can serve as a great motivator and productivity booster!

Hiring isn’t easy. But you shouldn’t be looking for a superhero either. With the right blend of skill and software, your future manager should have the customer service leadership skills to take your organization to the next level.

What customer service leader skills do you look for in your hiring?

Finding it hard to write leadership performance reviews for your employees? Need some inspiration about what to write to help them to develop?

You’re not alone, providing feedback for employees can be really tough, especially when you’re trying hard not to upset employees that are in need of a little improvement.

But don’t worry, you’ve come to the right place.

In this article, we’ll cover 16 helpful performance review phrases for leadership traits that will suit all types of feedback. Whether you need positive feedback examples or negative performance review examples for employees that need to improve, this article has it all.

How to create a high performance customer service leadership team

I think it’s very important to have a feedback loop, where you’re constantly thinking about what you’ve done and how you could be doing it better.

We’ve even thrown in some self-evaluation phrases that you can use in a self-evaluation performance review template.

So, let’s jump in:

Positive Performance Review Phrases for Leadership Traits

Have you got an employee that is really achieving their targets when it comes to leadership? Do you want to applaud them on how well they’re doing whilst still giving them helpful and professional feedback?

Giving positive feedback should be easy, but that isn’t always the case. Simply focusing on the positives will leave you little room to give your employees some targets to work towards. But not showing enough appreciation for the hard work and leadership skills the employee shows could lead them to feel undervalued.

Here are some positive feedback examples that will help to make your performance review phrases both positive and constructive.

  • John utilizes his critical thinking and reasoning skills readily to solve problems and help others
  • Jane is keen to take part in the decision-making process and present his own ideas
  • John harbors good relationships with other employees and helps to resolve conflicts
  • Jane is a calm and confident decision-maker that is willing to take charge

Average Performance Review Phrases for Leadership Traits

Sometimes, the employee you’re reviewing is performing as expected, but you feel they are capable of taking their leadership skills to the next level. In these scenarios, you don’t want to be too positive, or too negative.

The aim is to celebrate them for the positive steps they are making whilst still giving them guidance on how they can improve and grow. The performance review phrases below will help you do just that.

  • John is willing to get involved in the decision-making process when asked
  • Jane uses critical thinking and reasoning skills to assist when there is a problem to solve
  • John has good rapport with other employees and will sometimes help to resolve conflict
  • Jane shows good attention to detail and is quick to come up with solutions when problems arise

Performance Review Phrases for Leadership Traits that Need Improvement

As we all know, giving negative feedback in a performance review can be a little tricky. Performance reviews are all about growth and improvement, so it’s important that your employee feels inspired to improve, rather than feeling criticized or bullied. Here are some performance review phrases that you can use to evaluate employees that you feel are in need of some improvement when it comes to leadership skills.

  • John shows good attention to detail, but is often a little too meticulous which causes him to miss deadlines
  • Jane is capable of problem-solving, but only offers solutions when prompted
  • John is a hard worker but mainly keeps to himself. As a result, his relationships with his fellow employees aren’t so strong.
  • Jane will often create a plan to solve a problem without considering others’ opinions. This can sometimes lead to unsatisfactory outcomes.

Leadership Performance Review Phrases for Self Evaluation

Self-evaluation is a good way to really get employees thinking about their own performance. However, if you don’t provide employees with a performance review template, they may get hung up mulling over what to write. Presenting your employees with some set phrases and questions can help them to efficiently evaluate their own performance.

Below are some self-evaluation performance review phrases that you can use to create leadership self-evaluation forms for your employees. They can be used in a “which of these phrases best applies to you” format.

  • I take initiative to get processes started, and readily involve others to delegate tasks
  • Overall, my team is happy, hard-working and meeting targets set out for them
  • I rarely praise my fellow employees and only really consult them if there is a problem with their work
  • I focus on my own goals, and not the goals of the whole team

Final Thoughts

So there you have it. Hopefully, these performance review phrases will help you to get through all your employee reviews with the minimum amount of stress. Check out the rest of the blog to find more examples of performance review phrases that might work for your business.

How to create a high performance customer service leadership team

When a company is interested in attaining superior performance in customer service, sometimes it’s useful to peak into other companies’ “kitchen,” so that they can get an idea of where they stand in comparison to them. Benchmarking with the companies that provide exceptional customer service will offer insights about best practices in this field and nurture ideas for innovation.

The process of benchmarking is a complex one, and it implies multiple resources. Therefore, a company must clearly trace the goals of such a study. There are several steps to be taken in order to benefit from the best results offered by benchmarking with other organizations.

The main phase when deciding to compare with other professionals in customer service would be to choose what will be benchmarked – the processes, the competencies, or the performance.

Afterward, the decision must focus on what will the customer service department be benchmarked against – against other functional departments from successful companies, or against standards – e.g International Standard ISO 10002:2014. Finally, how will the results of benchmarking be used? To evaluate the current state of the CS department, or to improve and innovate it?

Let’s suppose we are interested in comparing the performance of our customer service department with the one of another company. The following recommendations are intended to help you design a plan on how to make the comparison and gather useful data for the activity of your company:

  1. Analyze the internal state of the customer service department and define the encountered problems. For example, after performing the annual customer satisfaction survey, it becomes obvious that customers are dissatisfied with the support they get from the customer service representatives.
  2. After deciding to benchmark the performance of one team with that of others, a selection of the benchmarking partners must be done. It is recommended to establish some criteria against which the comparison will be made, and then find some organizations who proved to be outstanding in their activity.
  3. In the preparation phase, the members of the benchmarking team must be designated as well. There are some aspects to be taken into consideration when composing the team, such as the team size, the skills, and the accountability of each team member. A benchmarking team should be formed out of :
  • A program coordinator who will be responsible for monitoring and tracking the project;
  • A process owner who will have knowledge about current processes and can identify opportunities for improvement;
  • Data collectors and data analysts who will be in charge of designing the questionnaires, gathering and analyzing data;
  • Support staff who will assist the team in research, legal or technical issues;
  • Facilitators who will facilitate the achievement of the project’s tasks and ensure the objectives are met.
  1. In the following phase, the decision must follow the processes and KPIs that should be compared in order to get an overview of the performance gap between the current status of the customer service department, and a performant department from a successful company.

Examples of customer service processes that can be compared are:

  • Complaints handling process;
  • Inquiry Responses process;
  • Orders processing workflow.

Examples of KPIs in customer service that worth being benchmarked are:

  • % Customer complaints due to poor service or product quality
  • # Call handling time
  • % First contact resolution rate
  • % Complaints resolved
  • # Longest call hold
  • % Customer satisfaction with service levels
  • % Call abandon rate
  • # Complaints received
  • # Longest delay in queue
  • % Customer calls answered in the first minute
  • % Timeliness of issues resolution
  • # Speed of answer (SA)
  • # Orders processed
  • % Resolution of queries the same day
  • % Calls answered within service level time
  1. After deciding what to compare, research must be performed and data must be collected. Information can be accessed directly by conducting interviews with the benchmarking partners, or by making site visits at the benchmarked companies, or indirectly by getting feedback from the competitors’ customers, or by performing mystery client interactions with the customer service department.
  2. Once the data is collected, the benchmarking team should analyze the processes and strategy and be able to identify the best practices of a performant customer service department.
  3. The next phase would be to conceive some improvement measures for the customer service department that are aligned to the processes of the company and its strategy.
  4. The implementation of the improvement measures may be the most challenging of the whole benchmarking project. Usually, employees are resistant to organizational changes, and managers should be able to coach people and help teams overcome the obstacles that appear due to improvement measures. Employees’ engagement can be acquired by organizing meetings with the involved staff, transparent communication, and sometimes a reward program for the efforts of adapting to the new strategy.
  5. The final phase refers to the monitoring process of the project’s progress. There are some tools that can facilitate monitoring, such as dashboards, scorecards, portfolios of initiatives, and review meetings.

It is worth investing resources in performing comparisons with successful organizations, even if they are activating in totally different industries because their methodologies can prove to be fruitful for your company if applied appropriately. A customer service benchmarking will offer an overview of the current level of customer service and encourage the improvement of customer experiences provided by your company.

Customer Experience (CX) is one of the hot business topics in all Business-to-Customer (B2C) and Business-to-Business (B2B) companies today.

How to create a high performance customer service leadership team

Customer Experience (CX) is one of the hot business topics in all Business-to-Customer (B2C) and Business-to-Business (B2B) companies today. Companies ultimately meet and fulfill underlying needs of prospective customers and existing customers through the five “P’s” of the Marketing Mix: Product, Price, Place, Promotion, and People. The five “P’s” of the Marketing Mix work for all businesses, products, and services from industrial manufacturing equipment to a post-workout sports drink to a child daycare service.

Customer Experience is the total of the customer’s perceptions in how successful the company was in fully and successfully delivering everything from initially discovering the product through the entire research, evaluation, purchase, set up, use, repair, and re-purchase (or abandonment) process. It is vitally important that the Customer Experience evaluation is driven by the customer’s perception of what they service should be vs. a cold metric driven calculation of what the service was to the customer. In the CX world, customer perception and customer belief are king.

Customer Experience has come to the forefront in nearly every industry as companies seek to differentiate how they deliver their offerings to customers in a way that is unique to customer needs, fulfilling, immediate, low effort, information personalized, and a service that they would recommend and purchase again. Customer Experience has emerged as a key strategy for companies to differentiate their products and services from close competitors by creating a customer centric world designed for each customer in their stage of the purchase process. Increasingly companies have come to discover that a great Customer Experience AND superior products and services are the way to achieve differentiation over their competitors.

What is key to leading Customer Experience efforts is instilling CX leadership principles inside the entire company to guide the company towards successful Customer Experience interactions and transformations. In no specific order, the five “P’s” or Customer Experience leadership.

Passion. Customer Experience passion is more than a “love” of your customers. CX passion is a never-ending quest to discover new insights on what customers want, create better experiences around what customers truly value, and enable new offerings that move customers from “sporadic” customers to “loyal” customers. CX passion is an entire company attitude that is never satisfied with what they are doing for customers today and is constantly exploring, testing, and evaluating more that they can do to create greater customer loyalty. The key measurement for a passionate company approach towards CX is a desire for customer loyalty. True customer loyalty is measured in the words of the customer, “your company is my choice,” as opposed to a customer satisfaction attitude where the customer expresses, “your company is one of my choices.” A passionate CX leadership style wants to build, grow, and maintain customer loyalty.

Persuasion. Too often, CX initiatives spark fear, concern, and worry within employees because they are told about CX initiatives instead of led and persuaded on the true power of CX initiatives to help the customers they interact with every day. I firmly believe that everywhere employees act today, that 99% of employees are acting with what they believe to be in the best actions of the company and the customer. The persuasion element of CX leadership believes that employee empowerment towards a greater focus on a consistent, meaningful, and powerful Customer Experience is best done with employees that are persuaded and not ordered to do the new initiatives. Persuasion is a leadership principle that is humble, respectful, and enabling of employees to use their experience, passion, and ideas to enable their own Customer Experience ideas towards a lasting CX program.

Pilot. Another leadership hurdle with corporate CX initiatives is a belief that new CX initiatives will either fail, work perfectly or be ineffective to meet the customer need. If an organization: (1) believes in making the Customer Journey better, (2) believes in helping employees be a part of the solution, (3) believes in using data and experience to fairly evaluate all new ideas, and (4) believes in improving the offering to the customer before the competition does, then pilots and experiments are a must for developing and testing CX ideas before full scale implementation. Pilots are tests of critical customer problems that try new ideas to solve old or protracted problems. A pilot utilizes standard data collection, pre-defined success criteria, a standard implementation, and multiple iterations to fully try a new idea out on a small scale. If successful, then a larger pilot transforms into a larger pilot until full implementation occurs.

Performance. Customer Experience initiatives are often victims of too much analysis, discussion, surveys, and idea sessions than a central focus on performing better in key customer areas. The previous CX Leadership Principles of Passion, Persuasion, and Pilots need a guiding focus on consistently performing well in clear, understood, and repeatable processes for customers in their most important areas of concern. A Performance focus is critical to gain customer, employee, and senior leadership engagement and support. Customer Experience analysis and strategy are requirements, but they need to focus on performed actions that make the customer experience and customer journey easier, faster, less error prone, and more consistent. Performing a new process to solve a protracted customer problem will make all customers, employees, and senior leaders take notice.

Paradigm. Paradigm shifts are changes to long established ways of a company meeting customer needs. Paradigm changes of business operations are the most difficult for employees and customers to start however paradigm shifts contain the most customer benefits and are where the true results of improved CX operations lie for the company and its products / services. Passion, Persuasion, Pilots, and Performance lay the foundation by building trust, tests, improvements, and proof the CX changes will be successful both for the company and customers. Paradigm shifts taken without employee support and customer testing maybe amazing, but no one will trust the proposed paradigm shifts and they then stand a high chance of failure.

The Five “P’s” of Customer Experience Leadership: (1) Passion, (2) Persuasion, (3) Pilot, (4) Performance, and (5) Paradigm are the central leadership attributes to lead a CX transformation. A CX transformation that is driven with Passion for true customer success that Persuades customers and employees to lead with their ideas while using Pilots to ensure the tested ideas are implemented while aggressively enacting a direct-to-customer Performance solution of protracted problems will result in a Paradigm shift to a new operating model that is successful for customers, employees, and the business. CX success is a way to build sustainable competitive advantage in a business that in turn builds extreme levels of customer loyalty.

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Job accomplishments are measurable achievements that are unique to a candidate’s experience, education and skill set. Including job accomplishments in addition to responsibilities on your customer service resume is a great way to maximize your resume’s impact, illustrate a history of exceeding expectations and showcase your noteworthy achievements in the workplace.

In this article, we explain the importance of including job accomplishment examples on your customer service resume and provide a list of customer service accomplishment examples.

Why is having job accomplishments examples important for customer service?

Providing job accomplishment examples on your customer service resume can show your drive to actively improve customer experience, create an impact in the company, improve sales and efficiency and exceed customer and company expectations. Using job accomplishments in place of duties and responsibilities gives you and your resume a memorable quality. Specific, quantifiable job accomplishments show your unique value as an employee.

How to write customer service accomplishments on a resume

Follow these steps to add customer service accomplishments to a resume:

1. Make a list of your customer service accomplishments

To generate ideas for customer service accomplishment examples, try asking yourself a few questions about your contributions in the workplace. These questions could include:

Did I reach the company’s goals quickly? Did I reach my personal goals within the company quickly? If so, what was the amount of time needed to do so?

Did I make the company money? If so, how much?

Did I save the company money? If so, how much?

Did I improve customer satisfaction? If so, how and how was this measured?

Did I often exceed customer and company expectations? If so, how often?

2. Be specific and use measurable data

When you answer questions about your contributions, try using specific numbers. Employers often want to hire team members who can improve the company in measurable ways. Saving them time and making them money is a great place to start. Try to include:

Try to keep a log of measurable data related to your work so you can use specific numbers. It’s also acceptable to use average numbers if you can’t find specific data.

3. Add customer service accomplishments to your resume

Once you have your measurable customer service achievements, you can add them to your resume. Using customer service accomplishments in place of general duties and responsibilities is the most efficient way to do this, but adding a separate “Achievements” or “Accomplishments” section to your resume is also an option.

It can be helpful to use a combination of responsibilities and achievements for each job, or you may be able to word your accomplishments to reflect your duties. For example, “Helped average of 75 customers per day while maintaining excellent satisfaction rates” shows that you helped a certain number of customers and also had high satisfaction rates.

4. Try using templates

You can use templates to help clearly define your accomplishments in the most straightforward and actionable way. Some templates that you can try include:

Operated and balanced a cash register of over [ number ] dollars per week

Assisted [ number ] customers per day with tailored recommendations

Boosted sales by over [ number ] % in [ time frame ]

Job accomplishment examples for customer service resumes

Use this list of customer service resume accomplishment examples as a reference when writing your own list of accomplishments:

Reduced time spent on inventory by 15% by reorganizing warehouse design.

Exceeded retail sales goal by 10% per quarter over the course of one year.

Improved customer satisfaction by 12% in three months, according to in-store and online surveys.

Received “customer service representative of the month” award out of 15 other representatives in the division. Results were based on speed, sales quotas and customer satisfaction.

Expanded client base by 15% over the course of six months.

Received a promotion from sales clerk to store manager after one year of employment due to excellence in customer service and leadership.

Directed the company through a complete re-build while maintaining clients and increasing profit by 50% in Q2.

Consistently met a $5,000 monthly clothing sales quota.

Received a 5-star rating on over 100 online reviews written by restaurant customers.

Maintained customer retention rate 30% above the company average.

Boosted new customer NPS scores by 25%.

Maintained an order placement average of 500/week for one year.

Exceeded the company sales goal by 25% in Q4.

Increased client retention ratio by 30% over the course of three months.

Implemented a new seating strategy and reduced the average guest wait time by 12 minutes.

Tips for including job accomplishments

Here are some more useful tips when writing customer service accomplishments for a resume:

Try the CAR method

CAR stands for challenge, action and result. The CAR formula is a great resource to use if you need help brainstorming examples of customer service accomplishments. Think of challenges you’ve faced in the workplace, the actions you took to overcome them and the result of those actions. You can also try inverting this formula, starting with the result.

Lead your sentences with numbers

Beginning your customer service accomplishments with numbers or data is more likely to get the employer’s attention. Try to format your sentences so that the measurable data is at the beginning of the sentence. For example, “Received 99% customer satisfaction rate in 2020.”

Use action verbs

Using action verbs can make your resume seem more dynamic and emphasizes the action you’ve taken to meet your goals and achievements. It’s another great way to get your resume to stand out and to concisely list your accomplishments. Using action verbs can help you make your accomplishment direct and easier to read. For example, “Increased sales by 20% by restructuring marketing, expanding customer outreach and retention and reorganizing inventory.”

How to create a high performance customer service leadership team

How do you know if your customer service is living up to customer expectations? The answer is in KPIs, or key performance indicators.

There are plenty of different KPIs you can use to measure customer service and the success of your business’s customer service strategy. Different ones will make more sense for different types of businesses. Below is a list of different KPIs your business might consider using to measure customer service.

Overall Satisfaction

By performing regular customer satisfaction surveys, you can gauge how many of your customers would rate their level of satisfaction as very or extremely satisfied. The more customers who rate their experiences highly, the better your customer service.

Satisfaction Improvement

One way to measure customer service is to track changes in customer satisfaction over time. If, for example, satisfaction has gone down over the last couple of years, then you’ll know a change is likely in order. But if it’s improving, or if you’ve already achieved high levels of customer satisfaction and they’re staying constant, then you’ll know you’re on the right track.

Customer Retention

Customers who are happy with the service you provide are likely to stick around and do more business with you. So if you’re bringing back a fair amount of customers regularly, that’s a pretty good indication that you’re providing good customer service.

Net Promoter Score

And customers who are very happy with your customer service are likely to even go a step further and recommend your company to others. So your company’s Net Promoter Score, or rate of people who would recommend your business to others, can be a good indication of where your customer service stands and another way to measure customer service.

Conversion Rate

After someone from your customer service team interacts with a customer, how likely are they to make a purchase or take some other kind of action? If your customer service is good, this number should be fairly high.

Compared to Competitors

Even customers who like your brand might not choose you over your competitors for every single interaction or purchase. So while general satisfaction and customer retention are good metrics to measure service, it’s still important to see how your company stacks up against competitors.

Average Resolution Time

Part of providing great customer service is resolving issues in a timely manner. If you can respond to customers and get them answers quickly, they’re more likely to be pleased with the experience. So, if you’re able to keep that resolution time relatively low, that could be an indication of good customer service and yet another way to measure customer service.

Active Issues

If you are able to resolve most issues fairly quickly, then you shouldn’t have too many issues to deal with at any one time. And if you do, then it could indicate that your customers have a higher-­than-­usual volume of complaints.

Resolved Issues

You can also look at all of the issues that your customer service team has resolved to get an idea of your customer service. No matter how great your company, there are bound to be issues and complaints. But if you’re able to solve them quickly and in a way that makes your customers happy, that’s an indication of good service.

Employee Productivity

Different types of businesses use different methods to measure employee productivity. But it’s an important factor when it comes to customer service. If you want customer issues to be resolved in a timely manner, employees need to do their jobs effectively.

Employee Retention/Employee Turnover

When your employees are happy, they tend to stick around. And when you are able to keep employees around for long periods of time, they’re more likely to feel comfortable and empowered in their jobs. This means they’re also likely to provide service that lives up to your standards.

Brand Attributes

How do customers view your company overall? What words would they use to describe your brand? And how do their opinions line up with your expectations? By obtaining this sort of feedback from customers, you can measure customer service and get a pretty good indication of where you stand in your customers’ eyes. And you’ll know what qualities you might need to work on to get customers to see your brand in that particular light.

Complaint Escalation Rate

No matter how great your service is, you’re going to get complaints at some point. But if you reach a point where you’re receiving an unusually large number of complaints, or your complaints have been steadily increasing without overall customer growth, there could be a problem. Keep an eye on how those numbers change over time. This could also tie in to the number of resolved issues, if you’re tracking that, as well.

Cash Flow

Cash flow can be a great performance indicator for many different business factors. Customer service is such an important factor that it can have a really big impact on your bottom line. If your service is bad, it could drive customers away, decrease referrals and cause potential customers not to complete purchases. But if it’s good, customers are likely to come back, tell their friends and have a big impact on your company’s overall profits.

How to create a high performance customer service leadership team

Key performance indicators are essential to measure to understand how well your business is performing in the eyes of your customers.

It’s important to measure key performance indicators for the success of your customer service business but knowing which indicators to measure can be difficult to figure out. To avoid being paralyzed by the analysis of key performance indicators for customer service managers, tracking the most essential KPIs is a necessity. While there are plenty of key performance indicators for customer service to measure to ensure the overall success of your business, measuring the right KPIs will not only help keep your customers and employees satisfied but ensure the longevity of your business as well.

Know which key performance indicators for customer service you need to measure to ensure the success of your business.

Customer Satisfaction

Customer experience key performance indicators are a great place to start to ensure that your customers are not only satisfied but to ensure that they’re happy with the experience your business provides. Customer satisfaction scores can help you properly gauge the overall satisfaction of your customers whether it’s with your business, your products or the services you provide. Make sure you perform regular customer satisfaction surveys to know exactly how customers view your business and ask them for ways you can improve your offerings.

Customer Retention

Another customer key performance indicator that is essential to analyze is how well your business is retaining customers. Since happy customers are essential to the life-long performance of a successful business, it’s important to understand how many of your customers are return customers. It costs far more to gain a new customer than to keep an existing one so make sure you’re measuring how many customers you’re bringing back to your business and fix any issues these customers may experience to ensure that your customer retention efforts are working.

Conversion Rate

Key performance indicators for customer service representatives will allow you to properly gauge how well your business efforts are converting potential customers into purchasing customers. When you know how likely a customer is to take action after interacting with one of your customer service representatives, you’ll be able to truly understand how effective your customer service efforts are.

SERVQUAL

Developed in 1990, SERVQUAL stands for service + quality and will allow you to better understand how satisfied your customers are with the service you provide. SERVQUAL consists of five aspects including:

  • Reliability: your ability to deliver the service you promise to customers consistently and accurately.
  • Assurance: how knowledgeable and polite your employees are and how they use these traits to create trust and confidence with your customers.
  • Tangibles: the environment you offer to customers including the appearance of your building, your website, your employees, etc.
  • Empathy: how much your employees care about the satisfaction of your customers and the individual attention they offer them.
  • Responsiveness: how speedy the service is that your employees offer to your customers.

Key performance indicators for employees is just as important to measure as it is for customers because it is impossible to create life-long satisfied customers without satisfied employees to assist them. If your business suffers from high employee turnover, this is an indication that your employees aren’t satisfied with their jobs. Just like it’s much more costly to gain new customers, it’s extremely costly to find and train new employees so employee satisfaction should be included in the KPIs you measure to determine the success of your business.

Net Promoter Score

Also known as NPS, net promoter score is how you determine how likely customers are to refer your business to others. Many businesses gauge NPS with surveys and asking customers how likely they are to recommend the business to others. This score will not only allow you to properly gauge how well your customer service efforts are performing but allow you to discover any areas of improvement you need to make to create a better atmosphere for your customers.

While measuring the right KPIs to determine how satisfied your customers are with your business, your products, and the service you offer them is essential to understand how well your business is performing, key performance indicators measuring employee evaluation are also essential. Remember, without happy, satisfied employees, your overall satisfaction efforts will suffer.

Formally Golden Key Leadership

What Could You Accomplish if You Unlocked Your Potential?

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As a speaker, trainer and coach, Anne empowers business people to become great leaders.

Below are some of Anne’s most popular Elevated Leadership programs or she can create custom programs tailored to your business needs.

Effective Steps to Elevated Leadership

Leadership trends are constantly changing and great leaders learn how to change with them. Learn how to inspire people to perform far beyond their own expectation’s of themselves thus, creating a new high energy, motivated, results orientated environment.

How to Thrive in a Changing Economy

After all, lets face it. change is scary. Life is simpler when everything remains the same: same customers, same orders, same processes and same routines. But hidden within sameness are mecdiocrity and complacency — the two enemies of growth and success.

Learn how to view your company, customers and processes with a whole new perspective and move from surviving to thriving in a changing economy.

Increasing Productivity and Profits Through High Morale

Studies show a direct link between employee morale and profitability. When morale is low, so are job performance, customer satisfaction and revenue. Anne attributes her company’s growth and high customer satisfaction rate to happy employees. Learn how to create a work environment that fosters team spirit, appreciation and respect for employees’ ideas and concerns.

Essential Coaching Skills for Managers

In today’s fast-paced world of business, managers need to be more effective than ever. This requires bringing out the best in their employees through proven coaching skills and core competencies. Anne, a certified life and career coach, will explain the difference between coaching, consulting and counseling. She’ll show how coaching skills – including listening, trusting, building rapport, questioning. acknowledging and action planning-can unlock the potential in any employee.

Most Popular Programs

Effective Steps to Elevated Leadership

How to Thrive in a Changing Economy

Increasing Productivity and Profits Through High Morale

Essential Coaching Skills for Managers

Elevated Leadership International ∙ 8455 Utica Avenue ∙ Rancho Cucamonga, CA 91730

A customer service performance review template guides managers and employees for a better and well-structured evaluation process.

How to create a high performance customer service leadership team

Performance review is an opportunity to analyze goals and objectives. This template will help you highlight areas for improvement and drive professional growth in the customer service department. Download (for free) the customizable template and evaluate your customer service team’s performance.

Overview

Every company wants to have a happy customer base and it’s the customer service team’s main duty to achieve that. Therefore, having a high-performing customer service team is vital to hold, nurture, and grow your customer base. The performance review provides an overview of the individual strengths and weaknesses of each team member in order to assess how they can develop further.

The customer service performance review template will help you evaluate your team’s performance to ensure that they are at the standard your company needs in order to increase customer satisfaction. You can use it at the end of every quarter or year to compare results with goals and set targets for the next period.

Customer service performance review template

Duties and personal behavior:

Feedback on the period: Duties: Workload, tasks, collaboration, quality of work, customer satisfaction, sales, marketing, etc.

The easiest and most obvious way of evaluating the performance of your customer service team is by going through their respective customer’s feedback. Fewer complaints should be commended and more complaints should be looked into.

Attends to customers quickly. Process customers through the system without delay.

After interacting with the customer they are convinced and satisfied enough to take positive action.

Attracts potential customers by answering product and service questions, suggesting information about other products and services. Process orders, prepare correspondences and fulfill customer needs to ensure customer satisfaction.

Collaborates with internal and external teams across positions, proactively helps others, puts team targets higher than personal achievements, contributes and takes initiative to social activities.

Skill Development

1. Personal strengths

Professional and personal strengths and drivers: Eg. analysis, problem-solving, planning, development, method knowledge, technical expertise

  • Displays remarkable empathy when dealing with customers
  • Has excellent control of his words and so he’s able to exude positivity when attending to customer’s complaints.

2. Skills development

Professional and personal skills: Be precise in describing the skills that the employee needs / wants to develop.

  • Needs to take responsibility for the customer’s care and make sure that he provides a solution by solving the issue presented by the customer without escalation.
  • You need to create more patience when dealing with customers
  • Before persuading a customer to carry out an action, make sure you’ve clearly explained the situation to them to their satisfaction
  • Learn to keep things simple when dealing with a customer, explain things to its simplest form for them to understand with ease.

Cooperative and well-being

1. You and your colleagues

How do you find the working environment at the company? What are your suggestions to make it even better? Do you get professional support from your colleagues when you need it? Do you think that your cooperation with your colleagues is working well? What is your contribution to the cooperation and community?

  • There’s a healthy atmosphere among colleagues in the office and they all get along amicably.

2. You and your manager

Feedback to your leader: Eg. the delegation of tasks, responsibilities and competence.

  • John believes he can represent the team and ensure that delegated tasks are being fulfilled.

Career Development in the long-term

Reflections on job opportunities, other tasks, new disciplines, etc. Do you need support from your manager to achieve your development goals?

  • He’d like to advance and become a Quality Assurance Manager at a point in his career.

Work-life balance

How do you feel about your work-life balance? Do your career ambitions correspond with your personal relationships (family life, marriage, having children)? Are there other issues you would like to discuss?

How to create a high performance customer service leadership team

How to create a high performance customer service leadership team

Excellent customer service creates loyal customers for life who are willing to refer your business to friends, family, and colleagues. Providing this type of excellent customer service starts with a genuine desire to delight your customers, but you also have to think beyond selling your products or services. You need to consider the cumulative experience your customers have when they visit your store or website, what they think and feel, and what you can do to make it better.

Learn more about your customers to create a pattern of excellent service in your small business.

Know Your Product or Service

To provide good customer service, you need to know what you’re selling, inside and out. Make sure you and your customer-facing staff know how your products or services work. Be aware of the most common questions customers ask and know how to articulate the answers that will leave them satisfied.

Be Friendly

Customer service starts with a smile. When you are in a face-to-face situation, a warm greeting should be the first thing your customers see and hear when they ask for help. Even when handling customer service requests via telephone, a smile can come through in your voice, so make sure you’re ready to be friendly.

Say Thank You

Gratitude is memorable, and it can remind your customers why they shopped at your store or hired your company. Regardless of the type of business you have, saying thank you after every transaction is one of the easiest ways to start a habit of good customer service.

Train Your Staff

It’s important to make sure all of your employees, not just your customer service representatives, understand the way they should talk to, interact with, and otherwise assist customers. Provide employee training that gives your staff the tools they need to carry good service through the entire customer experience.

Show Respect

Customer service often can involve emotions, so it’s important to make sure you and others you have handling your customer service tasks are always courteous and respectful. Never let your own emotions overtake your desire to see your customer walk away happy.

Listen

Listening is one of the simplest secrets of customer service. It means hearing what your customers are saying out loud, as well as what they are communicating non-verbally. Watch for signs that they are displeased, while listening to what they say to you directly.

Be Responsive

There may be nothing worse than nonresponsiveness to a customer who is trying to get help, resolve an issue, or find out more about what you’re selling. It’s important to respond quickly to all inquiries, even if it is only to say you are looking into the issue and will be back in touch. Some response is always better than none so the customer doesn’t feel ignored.

Ask for Feedback

You may be surprised what you learn about your customers and their needs when you ask them what they think of your business, products, and services. You can use customer surveys, feedback forms, and questionnaires, but you also can make it a common practice to ask customers first-hand for feedback when they are completing their orders.

Use Feedback You Receive

You need to do something with the feedback you receive from customers in order to make it useful in your customer service process. Take time to regularly review feedback, identify areas for improvement, and make specific changes in your business.

Excellent customer service often comes down to consistently checking in with your customers and making sure they are happy with the products and services you’re selling and the process of purchasing, ordering, working with you. If you do that successfully, you are on your way to becoming known for providing excellent customer service.

Written by Harry Dix | May 27, 2021

It is no secret that optimizing your customer service can have a large, positive impact on your organization, with benefits including increased customer loyalty, reduced customer service costs, and increased revenue growth (through retention and upsell).

However, at a time where more and more data is collected, analyzed, and digested it can be a challenge to choose which metrics to measure in order to track performance and make improvements.

Of course, every customer service organization is unique and while some metrics will certainly be organization-specific there are certain customer service KPI’s that are helpful to track and measure as a baseline from which you can expand your list in line with your goals and needs.

At GoodData, we’ve seen hundreds of implementations of customer service analytics and as such, we wanted to share the most important KPIs we’ve observed. So, let’s take a look at ten of the top metrics to measure:

1. Number of New Tickets

One of the most obvious customer service KPIs to measure is the number of new tickets. It is incredibly important to measure how many new tickets are being generated every day, week, month, and quarter. This enables managers to understand if new tickets are correlated to product launches and if they have enough employee bandwidth. Managers can also see how tickets have compared historically.

2. Number of Resolved Tickets

With every new ticket comes (hopefully!) a resolved ticket. During a given timeline, if your organization receives more tickets than it can resolve, then your backlog will grow. Understanding this performance over time will enable managers to optimize and streamline their customer service team’s performance.

3. Average Resolution Time

We understand that average resolution time is not a perfect metric. However, this tends to be a support KPI that is extremely useful to track over time. As your business grows or has issues, managers need to understand the general trend of how long the ticket resolution rate is. This enables them to ask and answer questions like: How long will it take to reduce my backlog this quarter? Why has my average resolution time gone up 50% over the last quarter? Understanding the average resolution time can help understand how to make customer service more efficient.

4. Number of Tickets by Medium

Historically, you may have seen most of your tickets issued through call centers. Most consumers were conditioned to call a customer support number. However, more and more customers have now turned to contact forms, e-mail, and chat consoles. Knowing where your customer service team should invest more resources helps address customer issues quickly leading to happier customers.

5. Top 10 Customers by Active Tickets

Do you know which customers you need to pay the most attention to? This is important not only to reduce your ticket backlog, but it also helps with customer satisfaction and retention. If you can identify your customers and how many tickets they have, you may be able to answer multiple questions at once. As a result, you can increase your customer service team’s efficiency and strengthen your relationship with the customer.

How to create a high performance customer service leadership team

6. Response Time by First Reply

How long does it take for you to get back to customers? Minutes, hours, days? Customers expect a high level of engagement from their vendors. Even if you can’t solve their problem during your first response, just letting the customer know that you have acknowledged the problem builds trust. Over time, as your organization becomes more and more efficient, this number should continue to trend down.

7. Average Handle Time

Even if you do respond quickly to an issue, how long is your average handle time? Acknowledging the issue is only half the battle. Customers should be kept in the loop of any resolution that your team is working towards. There should be many touchpoints and ultimately a quick resolution, if necessary or possible. A low average handle time may also be a customer satisfaction KPI.

8. Top Agents

Finding out who your top-performing agents is critical to building a healthy customer service organization. By measuring the number of tickets resolved, average handle times, and customer satisfaction – managers can benchmark agents. This not only creates a healthy level of competition, but it also identifies any agents that may need additional care to meet their job requirements.

9. Top Customers in Need

One customer service KPI that we mentioned before was finding out who your top 10 customers were. However, we’re not talking about your top 10 loyal customers, but top 10 customers most likely to churn. These customers may require a manager’s attention. Or, they may have the most number of outstanding support requests, a significantly high handle time, or low customer satisfaction scores.

10. Customer Satisfaction Score

Outstanding customer service teams need to keep a constant pulse of their customer satisfaction (CSAT) score. This is the best measurement of how your service organization continues to perform. By providing an opportunity for customer feedback, managers can learn from the feedback to help them build and develop their customer service teams.

How to create a high performance customer service leadership team

As mentioned, there are likely many more customer service KPIs that may be crucial for your customer service teams. At the end of the day, it’s all about listening to your customer and doing whatever you can to assist them.

Afterall, it can cost up to 5 times to acquire a new customer than to retain an existing one, so it stands to reason that even if you have some customers that require a little more attention, it is certianly worth investing in your customer service department to improve the overall experience.

Before tracking any customer service metrics, make sure that your executives and managers are aligned on what to measure and what results you expect.

Learn more about customer service analytics

Interested in how GoodData can help you better track and improve customer satisfaction through analytics? Read how Zendesk does just that in their customer case study, or request a demo and let our team of experts take you on a guided your of the GoodData Platform.

How to create a high performance customer service leadership team

How to create a high performance customer service leadership team

It is no secret that in the modern business world, client’s happiness is one of the most important and defining features of successful business. As was said by a business author Michael LeBoeuf “A satisfied customer is the best business strategy”. And we would say that only the best strategies are worth investing into. Of course, that for us means that we must invest into customer satisfaction and into boosting it as high as we can.

And we simply cannot do it without measuring and analyzing various customer satisfaction KPIs — a vital process, if you want to receive as much perspective and information about your customers and their opinions of your brand as you can.

But why is their opinion so important? Isn’t a business plan and keeping things as they are enough? Why do companies need to spend resources on tracking, measuring and analyzing KPIs?

Why Tracking Indicators of Customer Satisfaction Is So Crucial for a Modern Business?

It is said that a whopping 93% of customers are prepared to make a repeat purchase from a vendor if they come across excellent customer service. But we have to understand that to ensure the best customer service, a business needs to track what their customers like and appreciate. This becomes possible if various customer service KPIs are tracked and organized into one company-wide statistics.

Among reasons to measure key performance indicators for customer service team one can find:

  • 🔍 Team performance instantly becomes clear

Dissatisfaction of your customers instantly becomes clear. And there might be several reasons for your customer to be dissatisfied. They can, for example, be disappointed with product return and refund policy. Their delivery might have come in late. Or they might be puzzled by your customer service consultants who could have failed to provide the best customer service, as a result, lowering your overall KPIs.

Low customer satisfaction KPI might be one of the indicators of poor customer service team performance. And the sooner the business sees this area for improvement, the better.

  • Customer satisfaction rate can easily be boosted

For sure, seeing a low customer satisfaction rate and understanding what your customer base needs gives you enough time and space to fix the situation and start provisioning the best services to improve your business performance.

  • 🔄 Customer retention becomes easier

Increasing customer retention rates by 5% has the potential to increase profits by anywhere between 25% and 95%. And how can one increase customer retention? By making sure that most of the customer base turns loyal. And that can only become a possibility when providing the best customer service and ensuring that customer satisfaction KPI stays on the same high level.

What KPIs Are the Most Crucial?

Of course, SupportYourApp, being a provider of outstanding outsourced customer support knows all about customer satisfaction KPIs. We know how to elevate and maintain it as high as possible no matter what ticket or question we come across.

Among other, we distinguish several extremely important KPIs that we keep track of and that now help us maintain the highest level of customer satisfaction.

1. ⏱️ First Response Time

For sure — the first impression is the most important one. And we have to make sure that we make the best first impression possible. For that we have established one of the best First Response Time KPI in the market:

  • 5-10 seconds for phone calls;
  • 15 seconds-45 seconds for chat inquiries;
  • 5-30 minutes for emails.

It is also important to note that while we have set these inner KPIs for ourselves, we always make maintaining customer service KPIs our priority, so whatever requirements our clients have — they are the most important and primary for our team to keep.

2. 🤗 Customer satisfaction score

“How satisfied are you with our service?” This is the question that not all customers are ready to give the answer to, even though in doing so they would improve their customer journey themselves. Businesses that appreciate their customers and want to make sure that their customer base has the grounds to turn loyal absolutely must pay the closest attention to this particular score.

SupportYourApp keeps the satisfaction score of our clients’ customers as high as required by the clients themselves, but the average score is 95% across the company.

3.Average resolution time

For a customer to call the customer support team to tell about a good experience is a rare thing. Customers mostly call because they want to complain. In addition, it is said that only 1 in 26 customers will complain and the rest is going to silently churn. This means that if a customer complains, they must be ready to give the service another chance. And as a customer service company, your team has to do everything in their power to maintain them and turn their negative experience into something good. Case in point: short resolution time. The faster the issue is resolved, the better it is for the customer and for you too.

Of course, average resolution time is going to vary on the complexity and requirements of the product but the general rule here is the faster — the better.

NOTE! Do not forget about the quality of the answers too. Fast and correct — these are the two qualities of a good answer.

Want to boost customer satisfaction KPI now?

Customer Satisfaction KPI and Your Business — A Perfect Symbiosis

Indicators of customer satisfaction are many. But tracking it as a whole separate KPI is one of the best business practices that we can witness today. It helps businesses and their owners understand what their users expect of them and what needs to be improved and tweaked in order to provide the best services and to elevate the overall performance.

In your turn, when you improve customer satisfaction KPI, you are setting new industry standards and heights to reach. This means that you take an active part in developing your industry and making customer journey and customer experience better every day. And that is exactly what we at SupportYourApp have been doing for 10 years and keep on doing every day.

How to create a high performance customer service leadership team

Anna has been working as a writer for 6 years. She previously wrote about financial markets, conducting the research on the state of bonds and stocks on a daily basis. She is a keen reader with interest in historical literature and international cuisine. Her latest obsession — customer communication and ways to perfect it. If you want to connect with Anna, follow her on LinkedIn.

Posted on September 17, 2020 December 9, 2020

How to create a high performance customer service leadership team

  1. Management must make the measurement of service quality and feedback from the customer a basic part of everyone’s work experience. This information must be available and understood by everyone, no matter what their level. The entire organization must become obsessed with what the customer wants.

A printing firm has signs all over the shop saying, “Is it good enough? Ask the customer.” This statement serves as a constant reminder to everyone that customers are the ultimate judge of whether the service is what it should be, and that all employees must be constantly surveying customers for what and how they want it. The firm regularly sends out questionnaires about the quality of their service and then posts these results for all to see.

When you survey your customers on the quality of service, make sure that everyone, from the top down, knows of the results and receives recognition for the things that are going well. Behavioral research has shown that you get more of the behavior you reward. So don’t make the mistake of mentioning only the area of poor performance; also mention and reward those who are doing well, and involve all employees in brainstorming ways to improve the things that are unsatisfactory.

  • Be very clear about specifying the behavior that employees are expected to deliver, both with external customers and their coworkers.
  • Explain why giving excellent customer service is important — not only for the company, but for the world. What does your company do that makes life easier for everyone? What does your product or service add? Be sure to include this in the reasons for achieving customer service excellence.

    A good example of this principle at work is in the field of health care. People are often drawn into this profession because they enjoy helping and caring for people. Smart health care organizations show how their desired customer service behaviors enable employees to help and care for the patients and their families.

    Reward people for their good service behaviors. Cash awards are nice, yes, but there are many other ways to say, “job well done.” Extra time off, for instance, or an article in the company newsletter, a trophy or plaque awarded at a special recognition dinner, tickets to special events tied to an employee’s interests, or a simple written note are all ways to reward the kinds of behaviors you want to see more of.

    Create ways to communicate excellent examples of customer service both within and outside the company. Institute celebrations, recognition ceremonies, logos, and symbols of the customer service culture and its values. This is where you want the mugs, buttons, and banners. Have a customer service bulletin board to feature service incidents that were special. Seize every opportunity to publicize the times when employees do it right.

    A newsletter should be developed to boast of customer service successes so that the idea of service is constantly in front of everyone. One company, a major utility, devoted an entire issue of the company magazine to “24 Karat Customer Service.” It featured examples of how individual employees defined customer service, stories of humorous or unusual customer service situations, an article on the importance of internal customer service, and other ideas designed to keep employees aware of the importance of their efforts in achieving quality customer service.

    A hospital not only touts their customer service “hero stories” in their newsletter, they also have a giant pep rally once a quarter for everyone to share their stories. Individual teams get together often to focus on what has gone right as well as wrong in their patient and other customer relations.

    Even if you are a very small business with only a few employees, post instances of superior customer service of your own and others that you read about. Talk about customer service and its importance every day.

  • Indoctrinate and train everyone in the culture as soon as they are hired. Disney is famous for this. It puts all newcomers through a “traditions” course that details the company history with customer relations and how it is the backbone of Disney. Your orientation program is a key part of the ultimate success of your customer service efforts. Make sure that it contains more than an explanation of benefits and a tour of the facilities. It can be an important element in planting the customer service culture of the company so it can flourish and grow.
  • Encourage a sense of responsibility for group performance. Help employees see how their performance affects others. Emphasize the importance of “internal customer service.” Help everyone to see that if you don’t serve each other well, you can never hope to serve your ultimate customer.

    Does accounts payable or shipping see that the timeliness of their service to other employees makes a big difference in how the customer is served? Does the cook realize how important it is to get the order exactly right in the kitchen so the waitstaff can please the restaurant customer? Even something as seemingly insignificant as returning from lunch break on time can affect the quality of the customer service you offer by determining whether you have enough coverage to serve employees promptly.

    Repeat again and again that customer service is the responsibility of everyone in the organization, not just the “customer service department.”

  • Establish policies that are “customer friendly” and that show concern for your customers. Eliminate all routine and rigid policies and guidelines. Knock yourself out to be a company that is easy to do business with. Never let your customer service representatives say, “Those are the rules I have to follow; there’s nothing I can do about it.” There is always a way to satisfy the customer. You must give your employees the power to do so.
  • Remove any employees who do not show the behavior necessary to please customers. Too many companies allow frontline service representatives to remain on the job when they are not suited to a customer service position. If employees don’t want to serve the customer in the best way possible, document their behaviors and use this information to help them change or to move them to areas away from customer interaction.

    In order for a culture of customer service excellence to grow and thrive, management must have a burning desire for it to be that way and the energy to ensure that this desire spreads throughout the organization and remains there permanently. You must become a totally customer-focused organization. Everyone, from the top down, must believe that they work for the customer.

    This material was excerpted from Customer Service — the Key to Your Competitive Edge, a common-sense guide to establishing a customer service program by Peggy Morrow. Morrow is a speaker, author, consultant, and president of Peggy Morrow & Associates, a training and development firm specializing in highly customized speeches, seminars, and workshops.

    The Global Standard for Technical Support Quality

    The Service Capability & Performance (SCP) Standards provide a framework for service improvement and help to enhance the capabilities and performance of service operations, while guiding their ongoing development. The SCP Support Standard defines 12 major criteria required to operate a successful technical support operation. These performance standards for customer service are broken down into detailed business elements, each with specific performance metrics, best practice guidelines and measurable results. The outcome is a framework representing over 100 major service factors used to determine the overall effectiveness of a support operation.

    Customer Spotlight – Advent Software

    Service Organization Capability & Performance

    The SCP Standards represent the broad scope of business practices necessary to deliver the highest quality service and support. Companies that execute against these benchmarks will ensure they are maximizing their capabilities and have optimized business processes to drive higher levels of operational performance, customer satisfaction and loyalty.

    The SCP Support Standard provides clear guidelines that enable organizations to:

    • Increase customer satisfaction and loyalty by improving operational effectiveness and staff productivity
    • Implement a continuous improvement program to achieve and maintain world-class levels of performance
    • Benchmark technical support operations against best in class organizations and best practices to further enhance performance

    Leveraging SCP Standards helps to improve the capability and performance of service operations, while letting customers know that the company is committed to excellence and willing to adhere to global standards.

    Support Center Certification

    An organization can attain certification against the standards through successfully completing a certification audit. Certified organizations must demonstrate their continued commitment to high performance standards through annual re-certification.

    GROW, TRANSFORM, PERFORM

    CREATING HIGH PERFORMANCE CUSTOMER NETWORKS

    AUSTRALIA & NEW ZEALAND

    Our Team

    How to create a high performance customer service leadership teamniubusiness was created to help companies to grow with their customers through creating world class customer networks.

    Our experience is that a powerful combination of data driven customer led growth strategy and efficient transformation, delivers exceptional ongoing business performance.

    We work with leading companies across various industries from food to telecoms, financial services to community services.

    Our team has more than 20 years international experience in strategy consulting, technology and program delivery working with major consulting and leading corporations. Including Accenture, Optus, Westpac & St George Bank.

    Our specialist partners bring the best available capabilities to our solutions. Our partners include Greater Group (store experience), Blackdot (sales effectiveness).

    Big4 Credentials | Track Record | Blue Chip Customers | Specialist Partners | 20 years experience

    ABOUT

    CREATING HIGH PERFORMANCE CUSTOMER NETWORKS

    We believe sustainable business performance is created through securing new customers and earning their loyalty

    Scientific, data driven customer growth strategy

    Efficient transformation to maximise Investment Performance (ROI)

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    ASK US TO CREATE YOUR HIGH PERFORMANCE CUSTOMER NETWORK
    or solve a specific gap in your current solution. We’ll build the right team of specialists to take the challenge

    GROW TRANSFORM PERFORM SERVICE (GTP)
    our integrated GTP service brings the best strategy,
    delivery and management solutions to you region
    by region, market by market.

    STRATEGY “GROW”
    • Market Strategy
    • Regional Plan
    • Store Concept
    • Investment Plan
    • Operating Model

    BUILD “TRANSFORM”
    • Program Delivery
    • Site Acquisition
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    MANAGE “PERFORM”
    • Fast Start Program
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    Case Studies

    How to create a high performance customer service leadership team

    BANK OF MELBOURNE
    The Westpac Group wanted a local bank concept that would break down the physical and emotional barriers between customers and staff.
    The expansion created a new local bank for Victoria, creating a new brand, new retail based store concept, new staffing and new performance model achieving a 100+ stores expansion 10 formats Including mobile bank 100% increase in new customers.

    How to create a high performance customer service leadership team

    OPTUS/SINGTEL
    As Part of the OPTUS/SINGTEL rebrand in Australia, Greater Group were appointed as a head contractor to manage a nationwide rollout of 300 stores end to end…re-opening up to 20 stores a month nationally. niubusiness partnered with Greater Group to ensure the engagement was setup for success and that the cost, time & quality objectives were met. Together we achieve a capex reduction of

    35% and a reduction in time to build from 17 to 15 days.
    5 FORMATS optimisation, 300 STORE rollout, 30% reduction in capex,19% increase in sales.

    The question of employee productivity has always been a major concern for any company that is trying to evolve and grow. And indeed, productivity is closely tied with the income rate. Perhaps, every business at some point of their existence has questioned how to increase the productivity of their customer service staff without wearing people out and increasing their stress. It is obvious that stressed out employees’ performance would inevitably lead to decreased customer satisfaction and damaged company image.

    Organizing the company structure in a way, which would inspire people to work more efficiently and without exhaustion is not an easy task. At the same time, it is a true inspiration to see both your employees and customers happy.

    In this regard, we would like to share with you a few tips, which our company has been employing and from which we received very positive and encouraging results. We hope you will find them useful.

    1. Simplify your customer service, eliminate bureaucracy

    Bureaucracy brings so many negative effects to companies, and most importantly, it leaves customers immensely frustrated. Simpler procedures will lead to shorter interactions and more efficient help to your clients. However, here the point is not only to remove unnecessary procedures, but also teach your agents a simpler approach to every customer’s problem.

    Recently one of our clients shared with me an interesting observation: “Whenever I approach a customer service person, they always think my problem is much bigger than it is. They start giving very complicated solutions or asking too many questions. In reality, in 99% of cases the problem is very basic and I need only basic help with it”. Indeed, if customer service agents were trained to look simpler at each service request, company-client communication would be much more effective and more psychologically rewarding for both parties.

    2. Use the right etiquette of the customer service conversation

    Proper etiquette helps to make interactions clear, simple, polite and thus reduce the time necessary for solving a problem. Also, professional language will establish trust in your company and your employees. Customers will be able to rely on your service in conducting their business and this will earn you more long-term and loyal clients.

    3. Empower your service agents to make decisions appropriate to the situation. Give them good training and trust their discretion

    Even the best training programs at which the database of the CSR’s brain is loaded with lots of rules and how to’s are bound to fail without trust in the person’s ability to discriminate and giving them the necessary freedom to do that. Even though statistically about 80% of the customer service problems are repeating issues, solutions to which are already known, the amount of the new situations which CSRs are bound to face every day is very considerable.

    Depending on how effectively they are solved your company may keep or lose 20% of their customers. As long as new situations and issues don’t have a ready-made answer, it is very important that the agents feel competent and confident to use their own judgement and skills to find a solution to these problems and present it to the client. Empowered agents also are the ones who are fit to become your brand ambassadors and get involved with creating and spreading a good image of your company.

    4. Teach your employees “do what is necessary” approach

    Too often the course of a customer service interaction is affected by personal things – the agent’s mood, the customer’s mood. While we cannot influence the customer, we can train our agents to approach every customer individually while remaining impersonal inside.

    It is a common situation, especially with new CSRs, that the quality of care they give to different customers is uneven. And it is true that sometimes a customer approaches customer service very positively, friendly and the agent is inspired to give them better care and more personal service than he/she gives to others. While in other cases, when one has to deal with a difficult, frustrated or simply disrespectful client, the agent is affected by the customer’s mood and fails to give as good service to those clients.

    A professional approach implies that the agent does only what is necessary. Treating every client equally, when the agent is not affected not only by the negativity of the difficult clients, but is also by the client’s exuberant excitement, can create miracles in building strong relationships with clients.

    Unfortunately, practice has seen many cases when a relationship with a customer was damaged equally strong by under treatment of frustrated customers and too personal treatment of well disposed clients. That’s why for the best performance it is very important to maintain the right balance between professionalism and personal approach. “Do what is necessary” is one way of remembering where the separation line is.

    5. Arm your agents with efficient customer service tools

    Well trained, knowledgeable and responsible agents cannot give their best performance without efficient customer service tools. In customer support, the speed of response is crucial to customer satisfaction. If, for example, the CSR does not have quick access to the customer’s information, such as the details passed to the operator application in real time in chat support, he/she will not be able to provide quick assistance to the client. If due to lack of such features in their tools the agents will have to ask the customer the information which he already provided to the company, this will only increase the client’s frustration and dissatisfaction with the service.

    6. Create a fun, positive environment in your office

    Share jokes and funny stories. Happy employees truly mean happy customers. Hire a manager who has the right attitude, who is a fun and who will lift the team spirit. Remove the pressure of deadlines and results. Make your employees forget their personal problems when they come to work. Let them feel that work is pleasure, as it is indeed a pleasure to serve people, help them to solve their problems and make them happy. The more fun your team has, the better results will come automatically.

    7. Encourage strong team spirit

    This is closely connected to the previous point. The more people are involved into the life of a team, the more relaxed and easy they are and this enables them for better performance without creating stress in them. Giving support to each other, sharing experience and positive attitude makes work easy and customers will inevitably get this vibe. The good atmosphere and positive emotions from dealing with your support will keep customers coming back.

    8. Respect your employees

    The last but not the least. In my opinion this simple thing can make miracles. Due to social conditioning, which is firmly established in people’s minds, employees and their positions are viewed unequally, as more or less important. People’s work is given different degrees of respect. Social ladders sometimes create walls between company workers and then strategies are being developed to break those walls. It’s much easier not to build any walls in the first place, saves time and effort, rather than invest resources in breaking those walls after.

    Companies should learn to treat all their members equally and with respect. If this environment is dominant in your office, you can be sure your employees will always be productive and your customers happy.

    What tips do you have to share with our readers? Has your company been using any other tactics to boost agents’ productivity? We welcome any of your feedback and ideas in the comments.

    How to create a high performance customer service leadership team

    If you want to keep customers loyal, you need to be there when something goes wrong. But as a business grows, consistently providing top-notch customer service can be difficult and expensive. While nothing beats good support from an actual human, using content strategically can make it a lot easier to scale your efforts—and focus more resources in other areas.

    But how do you identify the right issues to address? How do you get that content to customers when they need it? And how should you craft your content to make sure it really helps? A study by Geneysis found that 65% of customers have ended relationships due to poor customer service. Indeed, stakes are high when you try to replace or augment the human call centers people prefer:

    You have to walk a fine line to use content to bolster your customer service efforts. We talked to seven online content experts to outline a simple process for making sure your support content keeps your customers happy while you keep an eye on the bottom line. And here’s what they said.

    Step 1: Show customers the ropes

    Setting the right expectations from the outset is key. When you market your product or service, you make a lot of promises to your customer–and you need to deliver. If you overpromise and underdeliver, you’ll wind up with issues no customer support team can fix. But you can also run into problems if customers simply have a hard getting up to speed or using your product the way it’s intended.

    “Our internal research has shown that the biggest predictor of customer happiness happens before the customer even meets the customer support person,” says Larry Kim, Founder and CTO of Wordstream, an online advertising startup. “A key to scaling customer support is simply to avoid relationship-killing client onboarding mistakes that you’ll never recover from.

    An easy fix? Give customers an orientation, detailed user guide, or product walkthrough when they first get started with you. This extra step will give you an opportunity to get in front of common problems, but it will also help customers understand (and take advantage of) all the benefits they’ll get from their relationship with you.

    Step 2: Keep tabs on support issues

    It all starts with your support team, according to Zeph Snapp, CEO and Founder Altura Interactive, a Spanish language digital marketing firm.

    We use customer service queries to inform the content calendar. When some people are describing a problem or frustration, there are probably others doing the same on search engines. We want to make sure we head these queries off at the pass. That way we can control the conversation, instead of getting a negative review.

    Support teams typically keep a log of issues they deal with. These logs often influence product enhancements and messaging, but your content should also reflect what you learn. From publishing FAQs to knowing what needs to go in your onboarding guide, your support team knows what customers want. Identifying and addressing common issues is the perfect place to start.

    Step 3: Give customers a voice

    You also need to be able to identify and anticipate potential issues. Soliciting customer feedback is a smart way to let customers tell you what they’re experiencing says Tommy Walker, Head Editor of the ConversionXL blog. He recommends, “Building feedback loops to gather insights at every point in your customer lifecycle.”

    Sounds simple in theory, but the customer journey map is dotted with potential touchpoints. Step into your customers’ shoes and walk through your businesses customer lifecycle to understand all the ways they may be interacting or looking for help from you:

    How to create a high performance customer service leadership team

    Emailing feedback or customer satisfaction surveys to your customers on regular intervals, or at important points in the customer lifecycle (like when they purchase, leave, or renew), is a simple way to get your feedback loop off the ground. Having a static “How are we doing?” link on your website is another way to make sure customers have a chance to tell you want they think.

    But you also need to be on the lookout for feedback.

    “Listen. Find as many ways to listen as possible,” Walker recommends. “Have phone conversations, do instant messages, use on-page surveys, do surveys every quarter, ask for net promoter scores. Make your job about listening and sorting the data, then create content.”

    And don’t forget to keep an eye out for complaints and feedback on social media.

    Step 4: Look to the data

    Another key way to identify and anticipate customer service issues is by looking into your data for places where customers appear to be struggling. Depending on the type of issue, you can look for high exit rates, extremely long or short time on page, or decreased usage beyond a certain point in an app:

    How to create a high performance customer service leadership team

    Maybe these kinds of issues are too small for customers to complain about. Or maybe customers can’t find a good way to get help. Matt Gratt, Sr. Marketing Manager at BuzzStream, talked about how powerful this approach to developing content can be:

    We found that some of our new customers had trouble with a feature and abandoned their trial, so we created help materials around that feature. Not only did this increase trial activation and reduce churn, but non-customers found the best practices valuable enough to share.

    Step 5: Connect with your customers

    When customers encounter a problem, it can be incredibly disruptive to their day. Getting them back on track certainly means getting them the right information. Your content also needs to speak to aggrieved customers the right way, according to Nathalie Nahai (also known as The Web Psychologist), the best-selling author of Webs Of Influence:

    When someone comes to you in a heightened state emotionally—whether they’re upset or frustrated—they’re directing a lot of emotional tension toward you. One of the most crucial ways to offer support is to establish a sense of rapport. If you establish rapport, you’re much more likely to a) understand what they want, b) empathize with them, and c) get them to a resolution that will satisfy everyone.

    If you have a number of customers with a similar issue and want to address it with content, use the language that other customers in their situation have fed back to you, make it clear you understand what they’ve gone through, and provide a solution.

    Nahai also notes that improving your customer service content can do a lot more than keep customers from leaving. “Research has found that when people are angry, they can often turn into the best advocates because they have so much energy,” she adds.

    SESSIONS:

    FEATURED SESSION
    Speakers:

    How to create a high performance customer service leadership team

    How to create a high performance customer service leadership team

    Dan Tregarthen
    Field Service Technician,
    Sysmex America, Inc.

    Service Then and Now: Two Generations of Sysmex Service Techs Explain

    With a 22-year gap between the start of their service careers, Pete and Dan Tregarthen have a full-circle service story.

    Dan, a Field Service Technician, grew up watching his father, Pete, then a Field Service Engineer, install the same machines that he now repairs. And thanks to the help of AI tools that provide access to tribal knowledge, Pete and his team are empowering a future generation of technicians like Dan.

    Pete and Dan will share their lessons learned in two generations of service, including:

    • How changes in field service over the years (from technology to training) have transformed the way service engineers operate in the field
    • Which methods are most effective for recruiting younger service techs, especially those with little-to-no engineering experience
    • Tips for incoming service techs, including pointers for career advancement and best practices for downloading the knowledge of fellow engineers
    • What leaders need to know about the joys, challenges, and areas of improvement in the service industry

    Two popular service management methodologies combine to deliver quality for customers.

    How to create a high performance customer service leadership team How to create a high performance customer service leadership team

    Information technology
    Management systems

    There’s more than one path to service management. In today’s technology-driven corporate landscape, the two leading methodologies come from the world of software development and information technology (IT). Implementing a service management system in a structured way brings many benefits to an organization, such as greater efficiencies and improved customer relations. It refers to all the activities, policies and processes that organizations use for deploying, managing and improving IT service provision.

    Organizations generally use a pre-defined framework of best practices and standard processes to provide a disciplined approach to service implementation. More recently, however, a new approach has taken the world by storm, putting a fresh spin on how to better develop and deliver software. Enter Agile, a methodology that has given greater flexibility to the corporate world. Why is it so popular? Because it brings agility and creativity to the way we develop projects. It also dovetails neatly with more structured frameworks such as ISO/IEC 20000-1 [1] for IT service management systems.

    Combining the best of both methodologies may serve as the vehicle that will deliver value in today’s emerging digital enterprise. A recently published ISO handbook shows how the ISO/IEC 20000 series of standards is relevant in today’s technology landscape and fits nicely with popular methodologies such as Agile. We sat down with Dolf van der Haven, an active member of the expert group that developed ISO/IEC 20000-1, to find out how the two key methodologies measure up.

    Dolf van der Haven

    Service, Quality and InfoSec Management Consultant and member of ISO/IEC JTC 1/SC 40

    Service management has taken the business world by storm, promoting vigorous debate among developers about the best way to manage a project. What are the respective merits of ISO/IEC 20000-1 and Agile?

    Two of the most popular and mature frameworks in IT service management (ITSM) right now are ISO/IEC 20000-1 and Agile. Essentially, ISO/IEC 20000-1 is the standard for service management, presenting a number of requirements for managing the design, implementation, operation and improvement of services. The perceived problem with this approach is that it can be painstaking and fastidious, and so the focus turned to more lightweight methodologies.

    Drafted in 2001, the Manifesto for Agile Software Development initiated a great leap forward in making organizations more agile, not only in relation to software development but, increasingly, in other areas as well. In an Agile project, instead of defining each phase, a small piece of work across all the phases is performed within a short span of time called an “iteration”. This approach encourages flexibility, testing and change throughout the life cycle of a project. So, rather than betting everything on a “big bang” launch, an Agile team delivers work in small, but consumable, increments.

    Often pitted against each other, traditional and agile methodologies are two sides of a coin. While the traditional approach defines the entire scope and requirements upfront, an Agile approach rapidly captures and incorporates change in a project, making the two processes very complementary.

    Could you describe in a few words how these two methodologies operate? What distinguishes one from the other?

    One of the main differences between a traditional and agile approach is how each looks at the elements of a service and manages change. Produced by ISO and the International Electrotechnical Commission (IEC), ISO/IEC 20000-1 is designed to help organizations deliver effective, managed IT services to customers through a comprehensive process approach. There’s a belief that it’s hard to drive technical standards like ISO/IEC 20000-1 whereas agile teams work in “sprints” that are usually two to four weeks long. That’s because ISO is technically the exact opposite of agile, with heavy emphasis on processes and documentation. Where ISO management standards require reliable and accurate records, improved traceability and appropriate controls, Agile focuses on speed and efficiency, emphasizing the leanest possible development.

    The ISO/IEC 20000-1 approach is often criticized for being too bureaucratic, slowing down service delivery and reducing the flexibility that developers need to do their jobs. Conversely, Agile processes are said to increase the risk of technical issues and service outages, initially produce services that cannot be managed properly, and lead to loss of management control of the organization. The mutual criticism may be valid in some contexts, yet there is a high level of compatibility between these two worlds.

    To many, it appears that agile and traditional ITSM are incompatible. Do ISO/IEC 20000-1 and Agile have anything in common?

    Both Agile and traditional service management keep customers front of mind. They deliver an enhanced customer experience by understanding their needs, which are met through a robust framework. For example, ISO/IEC 20000-1 makes it explicit that top management is responsible for “ensuring that what constitutes value for the organization and its customers is determined”. In the same way, Agile approaches every decision with the core question: “Which choice will add the most value for the customer?”

    Both Agile and traditional service management keep customers front of mind.