"Please Release Me, Let Me Go"* . . . By Director Wayne Hall

August 31, 2009

*(Engelbert Humperdinck, some time ago, anticipating call centres)

I recently had to call my bank after my credit card was declined. Because it is connected to my other online accounts, I was “pushed” across to the telephone banking support line. After lots of button pressing and discussions with no fewer then three support staff (involving a full explanation of the issue to each) I was finally put through to the “right” person.

 

Or so I thought…

I’m trying to find out why my credit card was declined. I know I’m well within my limit…
Well, sir, let me see (tap tap)…yes, I can see where that’s occurred recently. Do you travel a bit?
Fairly regularly…but not excessively…
Hmmm…it seems that your card has been grouped in a higher-risk-of-fraud category because it is used in other states and countries.
Meaning…?
Meaning that if a transaction is attempted that falls into a certain category, it won’t be processed.
Such as…?
Well, usage outside the usual…
What, like, say, usage in another state or country…?
Yes sir… that’s one example…
Please don’t go on. Please don’t…You’re telling me that the reason my card is being declined is because I use it for travelling expenses, which, by the way, is the very reason I went to all the trouble of getting this particular card.
Well sir, it’s for your protection…
No it’s not. It’s for my inconvenience. It only becomes for my protection when it is explained in advance, I understand the implications…and can make a decision about whether it suits me to continue with it…Oh boy…can I please change the restrictions…
Certainly sir, I just need to ask you a few questions…
Oh no…you’re not going to ask me the “can you please provide me with a recent transaction on your cheque account” question are you? Please, no, not that one…!
That is one of the questions, sir. After all, you have come through to telephone banking.
But I didn’t ask to…and I’m out of the office…Can’t you ask me another question? My mother’s maiden name, my date of birth, my dog’s name…
Sorry, sir, the question has been automatically generated by the computer, and is on my screen, so I have to ask it…
But it’s taken me over half an hour to get to this point…Isn’t there anything  I can do right now to fix the problem?
No sir, I’m sorry sir…

Click.

 

I don’t like hanging up on people, even in these circumstances. But when I am subject to what I call institutionalised lateral responsibility (ie, where an issue cannot be escalated to a point where someone will take responsibility for solving it), it’s the most effective way for me to get some closure and move on. I know, I probably need help…

 

There just seem to be so many examples in the market now where so-called sophisticated customer support environments - the one’s we are told are filled with cutting edge communications technology and data base applications implemented for our benefit - lead to a lower capacity for creative thinking and the ownership of a problem by the person taking your call. It seems the more sophisticated the “process”, the less the scope there is for a solution…especially when the issue is a little bit different. And yet we are continually receiving product options and features that encourage us to be “different”.

 

It’s almost is if some businesses have said, “hey, what a bummer of a role…trying to solve other people’s problems. Let’s assume low job satisfaction and high staff turnover, and focus on providing staff with quick reference Q&A templates so that can process as many customer as quickly as possible.” High fives all round…

 

So computer-generated questions and standard offerings it is, with the emphasis on processing, not outcomes. And as for the “this conversation is being recorded for training purposes” statement - does anyone really do that stuff? They don’t seem to be making much progress if they are. If nothing else, for staff, knowing you could be “replayed” at any time must surely lead to a cautious, unimaginative approach when problem solving.

 

+++++

 

I like using the these types of examples - because they are extreme and therefore more obvious. The reality however, is that all businesses struggle - to some degree - with customer service. It’s a never-ending challenge to maintain a positive environment in a customer support area - after all, it’s full of problems, isn’t it?

 

It took us a long time (too long) to take our CR department seriously here at SBA. A problem was once seen as…well, a problem…an unwanted, unplanned disruption to the business.

 

As simple as it sounds, the big advancement we made with our customer service occurred on the day we recognised that it must be formalised as an integral part of our ongoing service (not something that exists as an add-on or despite it). And once this happened, we then realised that we had to hire people who loved helping others. As I say, it sounds basic, but I encounter a lot of service people who don’t give the impression that they like solving problems - for others, that is.

 

Transitioning from “problem processing” to “problem solving” was a huge leap for us. Sure, we have our standard responses for addressing standard issues for the sake of efficiency - but we do our best to provide scope for staff to creatively solve problems where “exceptions” arise - which in turn delivers further efficiency, greater customer loyalty and a sense of job satisfaction. Of course, elements such as training, organisational structure and staff selection are critical as well…but they tend to flow naturally from that initial point of recognising that customer support and retention is just as important as the sale. Possibly more so.

 

We are far from perfect, but I think that at least we are conscious that our customer support staff must maintain a freedom to express themselves - and not be “controlled’ or suppressed by processes - when chasing a solution or offering ideas for improving their effectiveness.

 

+++++

 

I shouldn’t have gone through to telephone banking (it’s still bugging me…I obviously didn’t get closure after all). I should have gone through to a genuine credit card specialist…someone who could relate to my problem, display empathy and appreciate that the bank had created the issue in the first place. Ownership leads to responsibility and eventually satisfaction (for both parties). This doesn’t happen randomly…management must create the conditions that are likely to facilitate this outcome.

 

How does this all relate to music? Not much at all. I’ve noticed, though, that when I do get great customer service, both in person and over the phone, it seems the music playing (on the phone or in the background) has generally been first rate.

 

I’m guessing that there’s a strong correlation between progressive, customer oriented businesses and the implementation of a great music strategy...

 

Wayne Hall
Director 

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