Customer Service Focus

WHEN BAD THINGS HAPPEN TO GOOD CSRs

Treating CSRs equally does not mean treating them the same

By Sean Neumayer

We’ve all read articles on how the right management tactics can improve a struggling CSR’s performance. But what’s seldom discussed is the opposite scenario: how the wrong management tactics can actually bring down a great CSR, trigger strong feelings of resentment, and make the exit door look all too appealing.

Much has been said about the need for equality in the workplace, which in itself is certainly necessary, expected and valued. However, too many CSR managers are expanding on this concept and mistakenly painting all of their service workers with the same very wide brush. The unfortunate result is that they speak to everyone the same way, oversee everyone the same way, and motivate everyone the same way, believing this is the fair and equitable thing to do.

It isn’t.

What’s overlooked is the way each SCR is uniquely wired. While employees need the same opportunities and chances to get ahead, their individual paths that lead to those goals are going to be different. Way different! Employing the wrong motivational tactics with the wrong CSR is not only unfair, it’s proved to be ineffective, detrimental and costly every time.

Consider the situation of Rose, a popular, well-seasoned CSR who’s been working almost 20 years for a large, well-known independent agency. By her own account, she tends to be a little more relaxed in pace than the majority of her co-workers, but this is because she fears hurrying will make her more prone to mistakes—something Rose wants to avoid at all costs.

She knows this work approach is somewhat atypical of most CSRs, but she’s always managed to keep up, stay organized, be productive and receive awards for her achievements. Clients appreciate her ability to patiently answer questions and provide thorough explanations of confusing issues. Rose likes who she is and the way she works.

The problem is that she now has a new quick-paced, high-energy manager who has clearly set her sights on getting Rose to work faster and become more of a multi-tasker. She’s mistakenly assuming that Rose should be more like her and the majority of the other CSRs. As a result, Rose’s stress level is always high. Because she can no longer stand feeling constantly rushed and pressured, she’s decided to look for another job.

Though she doesn’t know it yet, Rose’s boss is about to lose a valuable, long-standing employee and will soon be dealing with the expenses that come with recruiting, hiring and training yet another new CSR.

CSRs like Rose, who are methodical and unhurried, can perform very well in their jobs as long as they’re allowed to work according to their own methods and systems. They cringe at the thought of altering their ways or being pushed and are far better off if left alone—assuming their overall performance is satisfactory.

Stories like Rose’s abound. New or uninformed managers take over and make the mistake of trying to change basic personalities. It doesn’t work.

Do’s and don’ts

Level of assertiveness is another area where CSRs strive to “get it right” for their boss. Those who seem shy or timid to their supervisor may be a breath of fresh air to clients and prospects who prefer a more subtle personality. Don’t insist that the person change his or her demeanor. Instead, provide a sales script and offer extra coaching on how to override common objections or complaints. People who are cautious usually feel most at ease in familiar situations, so the better prepared they are to handle unusual situations, the more effective and self-sufficient they will be.

At the opposite end of the spectrum are the CSRs who seem bolder and more competitive than most. Their future niche may lie in outside sales or leadership—hang on to them! Give these individuals thorough training, then allow them to make a few independent decisions and solve some complex problems on their own. Keep in mind that they may not come to you for advice as often as you’d like, and when they do, they might still decide to do things their way! Let them win a few small battles.

In addition to an appropriate amount of assertiveness, most managers see detail attentiveness as a desirable trait in CSRs. Once again, the levels of this trait will vary. Some workers may be very perfectionistic, keying in to tiny mistakes and ensuring that they provide thorough answers to clients’ questions. Others may be more focused on the bigger picture and therefore better able to anticipate a client’s needs or avert potential problems. Though their approach may be different, the objective of serving the client well remains the same.

Perfectionists need managers who can appreciate their strong desire to get things right the first time. They’ll enlist the aid of a supervisor when unsettling situations arise or when unusual circumstances unfold. Don’t leave them to fend for themselves. These meticulous, extremely conscientious CSRs want the same thing from managers that they give to clients—clear, definitive answers. You’ll find they work best when given strict rules and placed in structured environments.

CSRs who are less than perfectionistic often exhibit more independence, creativity, self-sufficiency and spontaneity. They usually want minimal oversight from anyone. Avoid hovering over them; they need room to think outside the box, especially when it comes to helping clients.

Don’t make the mistake of assuming that these free-spirited CSRs also want to take charge and lead others. Many of them have absolutely no desire to do any such thing. What they want and need to stay motivated is a manager who assigns a task and then lets them complete it their own way.

Communication

One of the easiest ways to stir up conflicts and misunderstandings is to use the wrong words or the wrong tone on the wrong person. CSRs often undergo extensive training on how to speak to clients and carriers, but how well are they communicating with you?

Very animated individuals who speak easily and often usually like getting plenty of attention. They’re comfortable in the spotlight and love people, relating best to others who are socially engaging, open and accessible. When more reserved personalities don’t display the same level of enthusiasm and excitement, these outgoing people think something’s wrong. Outgoing CSRs appreciate a boss who seems like a good friend.

Conversely, more reserved personalities are most in sync with a boss who gets right to the point, does not prolong conversations and maintains a professionally personable demeanor. Eliminate small talk when discussing business with your introspective CSR. He or she values a leader who comes across as knowledgeable, objective, analytical and practical. Introverted CSRs listen much more than they speak and look for the same behavior in others.

Summing up

Too many bright, effective CSRs leave their jobs because they feel incompatible with their work environment or boss. Low morale, mutual dissatisfaction and frequent turnover can be eased when managers take the time to treat their CSRs as the individuals they are. Do you have some excellent CSRs? If so, using the right management tactics to keep them on board is probably the best reward you can give them—or yourself! *

The author
Sean Neumayer is a senior consultant with The Omnia Group. A popular speaker, he also conducts frequent workshops and advises clients on how to successfully hire, manage and motivate employees. Call Sean at (800) 525-7117, ext. 1242 or email him at sneumayer@omniagroup.com.