Call Center Life: Principles of Negotiation

As a call center agent one is going to be faced with a lot of conflict, which is only natural especially if you are an inbound or tech support agent as you primarily deal with issues. Summarized below is the basic principles one should remember when dealing with a sticky situation:

1. Don't get personal.

Many business negotiations are not about befriending the other side. Always be courteous and kind, but you need not develop a relationship outside of the negotiation. If you dislike the other side, you don't have to express that dislike. Don't make the other side choose between self-respect and self-interest in order to deal with you.

2. Control your emotions.

Don't get overheated emotionally. This means expressing anger if the negotiations don't go your way. If you feel you've come out a winner don't show it. No one likes to feel they've lost and maybe you'll have to face them again. It very difficult when you face some who wants to get even.

3. Don't talk out of school.

If you discuss your deals in elevators, you have definitely pushed the "down" button. It's a small world ... and the walls have ears.

4. Leave something on the table for the other guy.

Peace treaties are made between enemies, not friends: It usually takes a war to get them to the bargaining table. Deals are made between parties who seek mutual advantage, not unilateral victory. Both sides have to win something, or you don't have a deal, you have a homicide. One way or another, your counterpart will see to it that crime doesn't pay.

5. Your first offer should never be your final offer.

Don't create a situation in which your opponent can't justify his value to his principal by accepting your offer. Give the person on the other side of the table a chance to knock you down a little. Remember the previous point: He or she needs to win something, too.

6. Don't negotiate with yourself.

Once you've made an offer, if the other party doesn't accept it, don't make another offer. Wait for a counteroffer. Don't lower your own demands without getting them to lower theirs.

7. Don't be afraid to take a risk.

Sometimes it's risky not to take a risk. The trial lawyer who says he or she never lost a case settles too easily. Don't let yourself be bluffed by artificial deadlines or "final offers." And don't run bluffs, either. If you are called and you don't follow through, your credibility is shot.

8. Don't be afraid to go to an expert when you're over your head.

You don't know everything. Trying to pretend to your opponent, your client or yourself that you are knowledgeable in some area or have some vital information when you don't harms your position. It makes you appear weak and foolish.

9. Don't attribute more strength to the other side than it possesses.

Remember, in any negotiation, both sides are under pressure to perform. They have bosses, deadlines, pressures, fears and objectives, the same as you do.

10. Sometimes you can get what you want by calling it by another name.

Let's say your opposite number does not "renegotiate" contracts. OK, what if we call it a contract "extension"? They say no to severance pay? OK, it's a "consulting contract." A potential employer does not want to ire you on a permanent basis? OK, it's an "internship."

11. Take your time.

Don't let the other side force a deal. The more time you give yourself, the more information you can gather about their true needs.

So bear in mind that negotiations take place first in your mind prior to the actual meeting. You have to learn to do a lot of research and know the other party. More importantly you have to fully understand yourself as well, both your strengths and weaknesses and find ways to see the consequences of each of your choices.

If you have time to watch here is a video that further discusses the topics on Negotiations:

Call Center Life: The Keys to Multi-Tasking Success:

Contrary to popular belief, multi-tasking is not about “piling on the work” to the point of exhaustion. It’s about training the brain to channel energy in an efficient and effective manner so you can accomplish more in less time. And believe it or not, one of the hallmarks of learning to multi-task is to actually slow down to accomplish more.

Following are some techniques that will help you mentally slow down so you can finally learn how to multi-task and master this essential business skill.

Practice how to multi-task: Whether you’re learning how to play the piano, use a computer program, or multi-task, practice is essential to mastering the skill. Why? Because practice makes something seem routine, and when something is routine, it’s no longer stressful. Look at all the things you do in a day. Pick a few routine tasks to start with. As you master doing multiple routine things, then move on to slightly more difficult tasks. Gradually work up to the number of tasks you normally do.

During this process, remember that learning takes time. Very often people jump into a new role or responsibility without gradually gearing up their workload. Then they wonder why they feel stressed and can’t multi-task effectively. So if you want to do all the things you do each day in a more efficient manner with less stress, take a step back and teach your body and mind how to work up to the production level you desire. Such a gradual process will make multi-tasking easier than ever before.

Know when a task requires undivided attention: Switching brain channels (focus) repeatedly actually reduces your memory recall. Think of your brain like a computer. If you are working within multiple programs and have numerous windows open on your screen so you can quickly jump from program to program, you may find that your computer has a higher tendency of locking up. That is, when you have fifteen windows open at once on your computer, and you attempt to pull up your word processing document, it’s not uncommon for your computer to run slow or to totally freeze up, often causing you to lose all the data since your last “save.”

The same thing happens in your brain. When you’re performing multiple tasks that require your undivided attention, your brain gets overloaded, as it can only process information from one channel at a time. Therefore, do not multi-task if the assignment requires your full attention. Once that urgent or detailed task is complete, then you can go back to doing the other tasks you normally do. This step will save you lots of rework, as you’re more prone to make mistakes when your brain is overloaded.

Use a tool to help you multi-task: To refrain from taxing your brain, write down items you can refer to quickly. For example, if you have a list of items you need to refer to often (such as pricing or shipping information or keyboard shortcuts) put the list next to your phone or computer for quick recall. Not only will others think you are brilliant because of your amazing ability to rattle off information, but you won’t have to waste brain energy on such mundane information. You can then use your brainpower for true multi-tasking purposes.

Allow your mind to re-boot: Shift multi-tasking to single tasking throughout the day to allow your mind to re-boot. The human brain uses more energy than any other part of the body. As such, it needs constant replenishment. Rest is one of the key components to increasing personal energy and productivity. So every two to three hours, stop multi-tasking and allow yourself to do just one thing for fifteen to twenty minutes. At the end of this rest period, you’ll feel refreshed, alert, and ready to tackle more tasks—and you’ll do so with fewer mistakes than if you plowed through your tasks without this re-boot period.

Take a brain break: Most employers offer their full-time staff a lunch break and two fifteen minute breaks throughout the day. Do you take yours? Most people do not, and as such, they’re not giving their mind a true break from the stresses of the day. Use this break time to walk around the building, sit outside, or just close your eyes and meditate. Do whatever you like during these fifteen minutes to clear your head and give your brain a rest. If you really can’t afford a fifteen-minute break in your day, then turn off your mind as you walk to the water cooler or restroom. Give your mind some kind of total break from the workday tasks. To function at peak levels on a consistent basis, regular breaks are essential.

Do More with Less Stress: Multi-tasking is a part of our business world. If you truly want to succeed, then you need to learn how to multi-task so it doesn’t overwhelm you and cause unnecessary stress. By simply slowing down and working up to the performance level you desire, you can multi-task effectively and increase productivity. Simply put, learning how to maintain your highest level of mental functioning is your key to multi-tasking success.

To quickly summarize what was mentioned above here are 7 simple steps to increasing your productivity when multitasking is required:

1. Ensure the spam guard in your email is turned on so that your spam mails are filtered out. Avoid wasting time by being bogged down by spam mails.

2. Seek to delegate where possible and cooperate with your colleagues by redistributing the specialized tasks amongst each other.

3. Have a really clear idea of what truly demands priority and what can be done later.

4. Keep the end vision in mind. Avoid the trap of being busy for the sake of being busy. Instead work on being busy for the results.

5. Make a list of tasks; insist on a reasonable duration with specific time to accomplish them. This will help sort out all the jumbled-up thoughts and prevent being overwhelmed by the things to do.

6. Keep an organizer to help you schedule your time. This will also allow you to manage with a bigger picture in mind.

7. Understand thoroughly the flow of a standard operating procedure or system. This will speed up the regular tasks that you have to do because you already know what to do. If you don’t have a procedure - Create one now.

Here is a video to help you more on the topic of multitasking:

Call Center Life: Managing Difficult Employees

"When managing difficult people, if it isn't written down, it's as if it didn't happen." Colleen Kettenhofen

Many managers and supervisors are promoted to management positions based on their hard skills. Yet few of them have had training in the area of managing people. Especially managing difficult people. In conducting seminars on managing people, one challenge I hear managers and supervisors face is how to manage a difficult employee. You can't control them, but you can control their environment in the hopes of coaching the employee to better performance.

Here are 10 Management Tips for Managing Difficult People:

1. Document, document, document. As far as the courts are concerned, if it isn't written down it's as if it didn't happen. Even if you have a prospective employee sign a form saying they know they can be terminated at any time, without cause, and without warning or reason. You never want to terminate without proper documentation. Terminating an employee without cause, reason, or prior warning, can make it easier for the difficult person to win a wrongful termination lawsuit.

2. Document training and coaching when managing difficult people. Any type of training you provide for your difficult employee is considered coaching. In managing difficult people, many managers assume the documentation is to build a case for termination. It is not! It's really to show everything you did to try and salvage the difficult employee. This includes any and all training. Whether you trained the employee, someone else trained them, or you sent them to a seminar to be coached to better performance.

3. Avoid the word "attitude." In managing difficult people, why would you want to avoid saying something like, "Pat, I don't like your attitude?" Because it's too subjective. It's not specific enough.

4. Focus instead on specific behaviors or the quality of their work. For example, what should you do if every time you delegate a special project to the difficult person, they fold their arms, exhale loudly, roll their eyes, and sarcastically mutter under their breath, "Okay, whatever?!" You would want to say in a low controlled tone something like, "Pat, every time I delegate a special project to you, the arms are folded, you're rolling your eyes, muttering under your breath, 'Okay, whatever.' What seems to be the cause of this?" Notice I listed specific behaviors. So focus on facts.

5. Be objective, not subjective. As mentioned, when managing difficult people, be objective by mentioning specific behaviors, or specific declines in their work. For example, when documenting the employee's "attitude," you might document the following: "Every time I delegated a special project to Pat so-and-so, he/she would fold their arms, exhale loudly, roll their eyes, and mutter under their breath, "Okay, whatever!" Now, if this were read by a jury, or your Human Resources department, they would have a clear picture of this person's attitude.

"When managing difficult people, it's imperative that you make their goals and objectives measurable, specific, quantifiable, and in writing for accountability."

6. Provide specific examples of the behavior or quality of work you want. Put it in writing for accountability. When managing difficult people, it's imperative that as their manager or supervisor, you're making their goals and objectives clear. For example, if they're doing clerical work, they are to, "Correct and proofread all required reports for the quality control department." Or if they're in customer service, and example of a measurable, quantifiable, specific goal would be that they are to, "Respond to all customer complaints within 48 hours of receiving them." If they're in manufacturing, they are to, "Produce 35% more wingbats by December 15 of this year." You get the idea.

7. Be aware of how you present yourself. When managing difficult people, remember, you are their role model. Be aware of your eye contact. Typically look at the person for two to five seconds. You don't want to stare at them bug eyed! But you also don't want to avoid looking at them because you'll come across as too passive, too wishy-washy. They'll sense you're fearful of confrontation.

Having lots of eye contact can be difficult for some people because in some cultures, children are brought up that it's disrespectful to have eye contact with their elders. It can be difficult to unlearn these habits. Also, watch your tone of voice. Use a low controlled tone. Be aware of your body language, too. Study after study shows that fully 93% of what people notice and believe about you in face-to-face communication is based on your tone and body language.

8. Be very clear and concise in spelling out the consequences of what could happen if they don't improve. For example, if this is a verbal warning, you might say to the employee, "You know our policy here, and right now this is a verbal warning. As it says in our handbook, if there isn't sustainable and maintained improvement including and beyond the next thirty days, it could result in further disciplinary action. Or, it could even result in termination." In managing difficult people, one of the golden rules is you don't want the employee to ever be able to say that they "weren't warned." Or, "I didn't know. You didn't tell me that."

9. Get at the root cause of what is causing the employee to be difficult in the first place. For example, do they simply not like their job? Would they rather be in a different department? Are there personal issues going on with the difficult person that you need to know about? While it's not your business to know what they do outside of work, it is your business if it's something that's affecting their work performance.

You can simply say to the difficult person, "Is everything okay? Is there anything going on that I need to know about? Because this drop in performance just doesn't seem like you. As your manager/supervisor I want to see you succeed. And I've noticed a real decline in the quality of your work, for example...." Then, give very specific examples. Remember, be objective not subjective. Focus on facts. Attack the problem not the difficult person. Attack the behavior not the person.

In managing difficult people, a lot of this is common-sense. Yet, as mentioned earlier, most managers, supervisors and team leaders are promoted to leadership positions based on the fact that they were doing a great job. But that doesn't mean they know how to instinctively manage difficult people.

10. In managing difficult people, have follow up performance-related meetings with the difficult employee. First, it's what the courts want to see. Second, it does the employee a great disservice if they make a big turn-around and you don't acknowledge it. Have a date and a time in writing for when you and the difficult person are going to meet again. And do meet! According to research one of the main reasons employee improvement plans fail is lack of follow-up on the part of the manager.

"When managing difficult people, most of us know what to do. We just don't always 'do' with what we know." Colleen Kettenhofen

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Colleen Kettenhofen is an Arizona motivational speaker,author and workplace expert. She is co-author of The Masters of Success, featured on NBC's Today Show. For free video clips, articles, e-newsletter visit http://www.ColleenSpeaks.com Colleen is available for keynotes, breakout sessions and seminars. (800)323-0683. colleen@colleenspeaks.com http://www.ColleenSpeaks.com

Here is a video presentation that will also help you out in learning how to manage difficult employees:

10 Things to Avoid in Making a Call Script

Things to Avoid when Making your Call Scripts:

A script is more of a guide than a must strictly follow rule. Many call centers make script errors which result in repeating mistakes. Here are 10 tips to avoid common errors call centers encounter when writing scripts:

1. Avoid formatting the script in long paragraphs that promote mechanical reading.

2. Omit irrelevant information.

3. Avoid accepting any limitation or fault on your side immediately.

4. Avoid “blaming” or criticizing the customer from the outset.

5. Don’t talk to the point; you need to proactively build relationships with customers to generate more business.

6. Don’t forget to include a proper follow-up plan. Without follow-through, your customers’ frustrations will quickly escalate to permanent anger.

7. Don’t require a full agent script, because it can diminish the customer rapport.

8. Avoid a long greeting or closing. Customers hear enough about who they're calling in the IVR (interactive voice response), so make greetings short and simple – identify the brand, yourself and get down to business.

9. Don’t require inflated cheerfulness or an overly polite tone. Saying please and thank you is customary, but requiring it after every request annoys many customers.

10. Don’t repeat the same questions. If a question was asked on a previous contact or in the IVR, don't ask it again. That applies to verification, phone numbers or anything that should have been captured in the first contact. Leverage your CRM application, automatic-number ID pop-ups, softphone capabilities and any previous data stored.

Last, but certainly not least, consider timing. Don't measure on calls per hour or minutes per call — you're just setting yourself up for bad customer service, instead, measure on key performance metrics that are aligned to your strategy.

Call Center Life: Coaching - SMART Goals

I have been asked this several times in my career as a call center professional - How do I conduct a good SMART Goal Coaching session?



For those that do not know what SMART stands for here is what it means

S - Specific

M - Measurable

A - Accurate

R - Reachable

T - Time Bound



SMART is used to help Personnel struggling with their metrics and Key Performance Indicators and can even be used as a means for management to find out GAPS in terms of optimum performance within their company. It can also be utilized as a gauge of performance judgment for Managers and their Support. But how does one conduct a good Coaching session?



Here's a video to help you out:

I do hope that this article has helped clear up some of the major questions that a lot of people have about SMART Goals and Coaching with it. If you have any further questions or suggestions on future topics please feel free to leave me a message here in Call Center Life. Till the next time.