Download 89 Learning Points for Coaching Call Center CSR's by Peter R. Garber PDF

By Peter R. Garber

The conventional position of the decision heart manager is a specific thing of the earlier. Being an efficient trainer is speedy turning into the main precious asset you could supply your staff, name middle and association. This interactive education consultant is designed for these chargeable for the final good fortune of the decision heart. it truly is filled with information and techniques that can assist you do your task higher and constantly trainer your CSR s to enhance their talents and the extent of carrier they supply. The e-book is prepared into 5 components that drill all the way down to the manager s position: The altering position of the manager Motivating others developing potent communications supporting CSR s interact as a staff Resolving conflicts among CSR s in precisely mins, you ll achieve perception and assistance that might aid you switch from telling staff what to do to and making sure the paintings will get performed to training staff to arrive their maximum power.

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That you are in a hurry to get off the phone 7. qxd 9/8/2006 1:55 PM Page 41 Learning Point 27 CSR Listening Tips • Don’t interrupt the customer. • Show concern for the customer’s feelings. • Avoid jumping to conclusions. • Ask questions for clarification. • Don’t try to finish the customer’s sentences. • Don’t be non-responsive. • Have patience with customers. • Don’t think about your response instead of what the customer has to say. • Restate or paraphrase some of the customer’s statements to ensure understanding.

Another way to receive performance feedback involves a person soliciting feedback from others with whom he/she works on their own, without the use of a formal feedback tool. Both of these methods are valuable because they can give you a broader perspective of how others are responding to you as you perform your job. Other sources of feedback may be more informal and be received as part of your daily contacts with others at work. A 360-degree feedback tool typically includes input from a variety of sources concerning an individual’s performance.

X You ask for more information concerning feedback. X You ask more people for feedback on your performance. X You hold grudges against those who you think gave you poor feedback. X Because you believe that receiving feedback once a year is enough, you discourage anyone giving you feedback except when your annual performance evaluation is due. X You ask for follow-up feedback from those who gave it to you in the past to measure progress you might have made in improving your performance. X You get angry and defensive concerning negative feedback that you receive from others.

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