THE CLASS

Two days later I returned and taught a full-day class on the 5 primary calls and how to handle them. I made sure that the new techs had the right tools to answer the questions and also knew what to do when they were stuck. I allowed 1-hour for them to interact with existing techs to ask questions.

THE RESULT

1 day of assessment, 2 days of development, 1 day for delivery.

• On hold times went down.
• Calls w
  Share Half of You Business and Make Twice the Profits for FREE
  A joint venture is a profitable business arrangement in which two people combine their talents, products, skills etc. in order for both to produce two streams of income. It happens constantly in the retail business, the movie industry, and the restaurant business to name a few. People should not be hesitant to use this technique because everyone benefits.How to do this:1.Contact potential joint venture partnerships personally not through e-mail. This kind of meeting will lend credibility to your proposition. Furthermor
  If you work as an organizational consultant, you are sure to hear all types of request from clients. Instead of consulting with you the client actually brings you a solution that he or she wants implemented. You know that following that line is the wrong thing to do and more importantly it will not provide your clients with the results that they are look for.

  So, what do you do?

  This is the story of one of my favorite client engagements. I call it "Disconnecting the Phone Doctor." Take a look at the client's request and you'll understand why.

  THE TRAINING REQUEST

  The manager said that he had 125 people in the technical center and that they had recently experienced an 8% drop in our customer satisfaction and responsiveness ratings. Customers reported that the phone rang too many times before being answered, the hold times were too long, and sometimes there was no answer at all. The customers said that they had to call back to get an issue resolved.

  Could you please deliver "Phone Doctor" training?

  The “Phone Doctor” is a training class to teach people better phone etiquette. This was a sophisticated telecommunications network center staff with telecom specialist, engineers, and systems professionals. The center was responsible for building client networks, monitoring the networks, and troubleshooting network failures.

  MY IMMEDIATE THOUGHT

  If performance was good what caused the 8% drop. I don't seriously think that it is because people don't know how to answer a ringing phone or speak when they answer it. After all they all had telecommunication or information technology degrees and they had communicated well enough to get the job.

  THE FINDINGS

  This manager had hired 15 new people within a 45-day period. Someone had the bright idea that the best way to get the new people up to speed was to immediately expose them to the types of issues that they would be handling. Management decided to assign the new people to phone detail. They were to answer very technical telecommunication network calls from experienced technicians at their client locations.

  Without knowing what to say, the new technicians would place people on hold and walk around the center looking for assistance. Though they would try to repeat what was told to them much was lost in translation. They did not know the job, the processes, the terminology, or the needs of the clients.

  THE RECOMMENDATION

  I immediately refused to deliver Phone Doctor or any other type of verbal communication training. I suggested people be removed from the phones. The manager agreed with the first part but said it would take time to reassign people.

  THE PLAN

  1. I grabbed two more team members from my group and asked the manager if we could have eight hours to gather information from the people. He agreed.

  2. In about six hours we conducted face to face meetings with the five top people in the group. We learned that there are five common technical problems and reasons why customers call into the center.

  3. We spent time with five new people to understand their challenges and what they absolutely needed to know.

  4. We created job aids for each of the five call types. We developed the 5 questions that are usually asked by the customers and prepared the answers. We included directions as to when the "newbie" should go for help and how to position that with the customer.

  THE CLASS

  Two days later I returned and taught a full-day class on the 5 primary calls and how to handle them. I made sure that the new techs had the right tools to answer the questions and also knew what to do when they were stuck. I allowed 1-hour for them to interact with existing techs to ask questions.

  THE RESULT

  1 day of assessment, 2 days of development, 1 day for delivery.

  • On hold times went down.
  • Calls we
    Extra-Ordinary Prospecting - Be Memorable and Reward Yourself
    When it comes to effective prospecting, Being a warm voice on the end of the phone, who sounds different to the majority out there is paramount and hopefully memorable.Ok your warm but don't get cuddly. You don't want to sound creepy and wet. No one likes creepy.Of course nice and friendly doesn't work on everyone. You have to be relatable with whoever you talk to. Sometimes people want the facts with no small talk. Be clear, concise and direct. If you feel you are not getting anywhere, call back another time. The perso
    d that the phone rang too many times before being answered, the hold times were too long, and sometimes there was no answer at all. The customers said that they had to call back to get an issue resolved.

    Could you please deliver "Phone Doctor" training?

    The “Phone Doctor” is a training class to teach people better phone etiquette. This was a sophisticated telecommunications network center staff with telecom specialist, engineers, and systems professionals. The center was responsible for building client networks, monitoring the networks, and troubleshooting network failures.

    MY IMMEDIATE THOUGHT

    If performance was good what caused the 8% drop. I don't seriously think that it is because people don't know how to answer a ringing phone or speak when they answer it. After all they all had telecommunication or information technology degrees and they had communicated well enough to get the job.

    THE FINDINGS

    This manager had hired 15 new people within a 45-day period. Someone had the bright idea that the best way to get the new people up to speed was to immediately expose them to the types of issues that they would be handling. Management decided to assign the new people to phone detail. They were to answer very technical telecommunication network calls from experienced technicians at their client locations.

    Without knowing what to say, the new technicians would place people on hold and walk around the center looking for assistance. Though they would try to repeat what was told to them much was lost in translation. They did not know the job, the processes, the terminology, or the needs of the clients.

    THE RECOMMENDATION

    I immediately refused to deliver Phone Doctor or any other type of verbal communication training. I suggested people be removed from the phones. The manager agreed with the first part but said it would take time to reassign people.

    THE PLAN

    1. I grabbed two more team members from my group and asked the manager if we could have eight hours to gather information from the people. He agreed.

    2. In about six hours we conducted face to face meetings with the five top people in the group. We learned that there are five common technical problems and reasons why customers call into the center.

    3. We spent time with five new people to understand their challenges and what they absolutely needed to know.

    4. We created job aids for each of the five call types. We developed the 5 questions that are usually asked by the customers and prepared the answers. We included directions as to when the "newbie" should go for help and how to position that with the customer.

    THE CLASS

    Two days later I returned and taught a full-day class on the 5 primary calls and how to handle them. I made sure that the new techs had the right tools to answer the questions and also knew what to do when they were stuck. I allowed 1-hour for them to interact with existing techs to ask questions.

    THE RESULT

    1 day of assessment, 2 days of development, 1 day for delivery.

    • On hold times went down.
    • Calls w
      5-Step Lockbox Selection for Outsourced Electronic Medical Billing Software and Service
      Lockbox helps medical practices streamline HIPAA-compliant mail processing and same-day check deposits. Electronic access to scanned documents, including EOBs, simplifies key office and billing processes and achieves multiple benefits: Reliability Better revenue cycle reliability via elimination of dependency on staff or on billing service for handling checks Transparency Lockbox allows bi-directional verification of check deposit between the bank and billing service. Doctor can person
      it. After all they all had telecommunication or information technology degrees and they had communicated well enough to get the job.

      THE FINDINGS

      This manager had hired 15 new people within a 45-day period. Someone had the bright idea that the best way to get the new people up to speed was to immediately expose them to the types of issues that they would be handling. Management decided to assign the new people to phone detail. They were to answer very technical telecommunication network calls from experienced technicians at their client locations.

      Without knowing what to say, the new technicians would place people on hold and walk around the center looking for assistance. Though they would try to repeat what was told to them much was lost in translation. They did not know the job, the processes, the terminology, or the needs of the clients.

      THE RECOMMENDATION

      I immediately refused to deliver Phone Doctor or any other type of verbal communication training. I suggested people be removed from the phones. The manager agreed with the first part but said it would take time to reassign people.

      THE PLAN

      1. I grabbed two more team members from my group and asked the manager if we could have eight hours to gather information from the people. He agreed.

      2. In about six hours we conducted face to face meetings with the five top people in the group. We learned that there are five common technical problems and reasons why customers call into the center.

      3. We spent time with five new people to understand their challenges and what they absolutely needed to know.

      4. We created job aids for each of the five call types. We developed the 5 questions that are usually asked by the customers and prepared the answers. We included directions as to when the "newbie" should go for help and how to position that with the customer.

      THE CLASS

      Two days later I returned and taught a full-day class on the 5 primary calls and how to handle them. I made sure that the new techs had the right tools to answer the questions and also knew what to do when they were stuck. I allowed 1-hour for them to interact with existing techs to ask questions.

      THE RESULT

      1 day of assessment, 2 days of development, 1 day for delivery.

      • On hold times went down.
      • Calls w
        Accounts Receivable Training
        For those embarking on careers in business accounting, it pays to take accounts receivable training. In fact, it's essential for management trainees, systems analysts, and other business professionals to upgrade themselves and be in a better position to understand the accounts receivable aspect of business management. It may sound dull, but it is integral.Training encompasses all aspects of accounts receivable. The bill or invoice segment covers preparation, which includes vital details pertaining to the transaction. Training
        not know the job, the processes, the terminology, or the needs of the clients.

        THE RECOMMENDATION

        I immediately refused to deliver Phone Doctor or any other type of verbal communication training. I suggested people be removed from the phones. The manager agreed with the first part but said it would take time to reassign people.

        THE PLAN

        1. I grabbed two more team members from my group and asked the manager if we could have eight hours to gather information from the people. He agreed.

        2. In about six hours we conducted face to face meetings with the five top people in the group. We learned that there are five common technical problems and reasons why customers call into the center.

        3. We spent time with five new people to understand their challenges and what they absolutely needed to know.

        4. We created job aids for each of the five call types. We developed the 5 questions that are usually asked by the customers and prepared the answers. We included directions as to when the "newbie" should go for help and how to position that with the customer.

        THE CLASS

        Two days later I returned and taught a full-day class on the 5 primary calls and how to handle them. I made sure that the new techs had the right tools to answer the questions and also knew what to do when they were stuck. I allowed 1-hour for them to interact with existing techs to ask questions.

        THE RESULT

        1 day of assessment, 2 days of development, 1 day for delivery.

        • On hold times went down.
        • Calls w
          Are Your Sure Your Price Is Right
          Price is a very important factor that will determine your sales success, if your price is right. Making sure that your price is right is always tricky. It is something that all marketers need to juggle well. Price it too low, there is a danger of having your target audience perceiving it as an inferior product. Price it too high, and it may leave your potential customer staring with envy outside the display window. Some marketers believe that it is better to have a higher priced product than a low priced item.Pricing decisions
          eir challenges and what they absolutely needed to know.

        • We created job aids for each of the five call types. We developed the 5 questions that are usually asked by the customers and prepared the answers. We included directions as to when the "newbie" should go for help and how to position that with the customer.

          THE CLASS

          Two days later I returned and taught a full-day class on the 5 primary calls and how to handle them. I made sure that the new techs had the right tools to answer the questions and also knew what to do when they were stuck. I allowed 1-hour for them to interact with existing techs to ask questions.

          THE RESULT

          1 day of assessment, 2 days of development, 1 day for delivery.

          • On hold times went down.
          • Calls were answered in fewer rings.
          • Customers were more satisfied with the answers.
          • Customer made fewer calls back.

          • Employee confidence went up.
          • Employees were more engaged.
          • Employees learned a great deal in a short time.
          • Employee increased their own learning with every call.