Critical Contact Center Skills NEW

Avaya Global Inside SalesJason R, Murphy

Critical Contact Critical Contact Center SkillsCenter Skills

Jason R. Murphy , Jason R. Murphy , MAOM, CPLPMAOM, CPLP

Manager of Training, Manager of Training, Organizational, Organizational,

Learning and Learning and DevelopmentDevelopment

Avaya Global Inside SalesJason R. Murphy

Critical Contact Critical Contact Center SkillsCenter Skills

Communicating Communicating and Connecting and Connecting

With the With the CustomerCustomer

Agenda

1.Core Models of Communication

2.Your Voice

3.Understanding Communication Styles

4.Conversation Cycle

5.Voicemail

6.e-mail

CCCS, Slide 3Jason R. Murphy

Sales Communication as a Sales Communication as a Collaborative ProcessCollaborative Process

What’s the differencebetween “talkingat the customer”and “talking withthe customer”?


When you are talking,what is the customer

really hearing?

Sales Telephone EtiquetteSales Telephone Etiquette


What are Communication Skills?What are Communication Skills?

Your ticket

to work...

OR

Your ticket out the door!


IntroductionIntroduction

CommunicationCommunication: What is it?: What is it?

Chapter 1, Slide 7Mary Ellen Guffey, Essentials of Business Communication, 8e CCCS, Slide 7Jason R. Murphy

The Process of Communication


Verbally or nonverbally. By speaking, writing, gesturing.

How may the sender How may the sender encode a message?encode a message?

Letters, e-mail, IM, memos, TV, telephone, voice, body. Others?

What kinds of What kinds of channels carry channels carry messages?messages?

The Process of CommunicationThe Process of Communication


The Process of CommunicationThe Process of Communication

Hearing, reading, observing

How does a receiver How does a receiver decode a message?decode a message?

When a message is understood as the sender intended it to be.

When is When is communication communication successful?successful?

Ask questions, check reactions, don’t dominate the exchange.

How can a How can a communicator communicator provide for feedback?provide for feedback?


Barriers to Effective Barriers to Effective CommunicationCommunication

• Process Barriers:Process Barriers: involve all components of the perceptual model of communication

• Personal Barriers:Personal Barriers: involve components of an individual’s communication competence and interpersonal dynamics between people communicating

• Physical Barriers:Physical Barriers: pertain to the physical distance between people communicating

• Semantic Barriers:Semantic Barriers: relate to the different understanding and interpretations of the words we use to communicate

For class discussion:For class discussion: Which of the barriers to effective communication is the most difficult to deal with? Explain.


Call structureCall structure SmilingSmiling: The adviser has a smile in his or her voice. PitchPitch: A deeper pitch of voice conveys sincerity and confidence. EnergyEnergy: There should be energy in the voice to make it interesting and a ractive. VolumeVolume: A balance is required to ensure that advisers are neither too loud nor too quiet. PacePace: The adviser’s speed of speech should be neither too fast nor too slow. IdeaIdea: Simple words and short sentences with brief pauses in between increase understanding. RapportRapport: Building rapport with the customer will encourage the caller to listen, follow directions

and stay loyal to the organization. BiasBias: This indicates where the adviser’s words say they will do something but perhaps tone or

some other parallel message communicates that they won’t. AttentionAttention: Advisers should get and hold the attention of the caller. UnderstandingUnderstanding: The adviser needs to carefully listen to understand the caller’s message. AcknowledgeAcknowledge: Advisers should indicate they understand the caller’s message by making

acknowledgement noises. If this doesn’t happen the caller may think they were not understood. SpaceSpace: The caller should be encouraged to enter the conversation by giving them space or

asking questions. Talking over callers and completing sentences for them is impolite. DirectionDirection: The call has direction and the adviser and caller have a balanced exchange of

information.


Communication is more than just Communication is more than just verbal…verbal…

/ Vocal/ Vocal


• Most of the message you project to a customer over the phone is communicated through your tone, pitch, pace and inflection.

• A recent university study found that when servicing or selling by telephone,– 84%84% of the message is conveyed by your vocal

quality; tone, pitch, pace, inflection, etc.– 16%16% is conveyed by the specific words you use.

Non-verbal CommunicationNon-verbal Communication


Use of Voice and LanguageUse of Voice and Language

“Speech is the mirror of the soul” (Socrates).

Vocal energy is vital for engaging an any audience.

Speak in blocks of six to seven words per statement or question.

Audiences absorb a message 10 – 15 words behind the speaker’s delivery.

A pause provides a powerful point in a presentation.


Attitude is EverythingAttitude is Everything

You can use all the right words and phrases, but if you do not have a true spirit of service, your words will not have a positive impact on the customer.


When you are speaking with a customer, focus ONLY on the customer and don’t do anything else that might distract you from your top priority:

The Customer

Focus on the CustomerFocus on the Customer


The telephone captures EVERY sound coming from your mouth. When you’re on the phone, don’t… Eat

Drink

Fillers

Chew Gum

And be careful about sounds in the background that the customer shouldn’t hear.

Unprofessional Mouth Sounds and Background NoisesUnprofessional Mouth Sounds and Background Noises


Vocal QualityVocal Quality Volume Pitch Voice Rate Articulation Inflection


Volume

Inflection

Pitch

Rate

Vocal QualitiesVocal Qualities

Articulation


How Tone Changes Meaning: How Tone Changes Meaning: Words, tones and gesturesWords, tones and gestures

I didn’t say you stole that purse. (But someone else said that you did.)

I didn’t say you stole that purse. (I agree with you.) I didn’t say you stole that purse. (I might have implied or

written that you did.) I didn’t say you stole that purse. (I said someone else

stole it.) I didn’t say you stole that purse. (I said you might have

borrowed it.) I didn’t say you stole that purse. (But you might have

stolen another purse.) I didn’t say you stole that purse. (I might have implied

you stole something else.)


CompassionateConfidentKnowledgeableAttentiveFocusedAlive

CondescendingInsecureIgnorantDisinterestedScatteredComatose

OR

Depending on your tone of voice you can Depending on your tone of voice you can alternately sound:alternately sound:


Five Secrets to Vocal Quality Five Secrets to Vocal Quality on the Phoneon the Phone

Verbal Ticks Breathe Like a Singer. Are you a Speedy Gonzalez? Stretch your Vocal Range Water your Vocal Chords


Fun Phrases Fun Phrases Billy Button bought a buttered biscuit The painted pomp of pleasure's proud parade Like clocks, like locks Drowsy tinklings lull the distant folds Red leather, yellow leather A library literally littered with contemporary literature Katy caught a naughty kitten Helen heard the horses' hooves from her home on the hill Last night the cows prowled around the yard Dance past the last barn Park your car in Harvard yard


Tongue TwistersTongue Twisters Proper copper coffee pot Mixed biscuits Six thistles Cup of cocoa Little kettles Purple metal Lovely yellow lilies Singing kettles Tipping teapots The Leith police dismisseth

us


Exercise

Record a few of yourcalls and ask a trustedfriend or colleagueto provide feedback.


• Are you too monotone?• Do you sound tired?• Is your voice a little too flat or lifeless.• Do you sound inspired?• Are you expressive?• Do you generate good will and energy?• Is there a GENUINE quality to your voice?• Do you sound friendly?• Does warmth emanate from your

conversation?• Do you SOUND like your smiling?• Does your good humor come through?

Assessment QuestionsAssessment Questions


Improving your inflection Improving your inflection

Take long, slow, deep breaths.

3-Step process to practice EXAGERATION with a short, uncomplicated sentence:

• Practice the sentence with your normal level of inflection.

• Repeat the same sentence again and again, exaggerating more each time, all the way to a “10.”

• Repeat the sentence once again, taking it down to a level “8,” then down to a level “6.”


Improving your tone Improving your tone

It’s not what you say, but how you say it.

Listen to a recording of your calls.Focus on your tone of voice.

What is being communicated to the customer?


Listen carefully and match the customer’s rate of speaking.

RateRate


Body Language on the PhoneBody Language on the Phone

Body Language is just as important for those of us who work on the phone as it is

for those who work in-person. Don’t believe it?


Here are some GOOD things Here are some GOOD things to do:to do:

1) Hold yourself upright when you’re on the phone. Think of how you'd hold yourself if you were the most confident person in the world. Be the most confident person in the world!

2) Move slowly. Gesture slowly. Speak slowly. Blink - slowly. This communicates comfort and confidence to yourself, and that’s what matters here.

3) Pause often. Only respond if you choose to. Remember, you don't need to react or respond to anything that you don't want to. An experienced and defensive Gatekeeper will often try to push you off balance, utilizing that famous “the best defense is a good offense” theory. Don't fall for it. Stay cool, and pause if you need to in order to keep your composure. Breathe.


Here are some BAD things - Here are some BAD things - avoid doing them!avoid doing them!

1) Talking too fast or too much. This communicates that you're nervous and sketchy (unless you're telling a really interesting story, or you have integrated fast talking into your personality in an interesting way, of course). How many of us have done THAT?

2) Nervous gestures, laughs, ticks, etc. I've heard sourcers who laugh nervously after just about everything they say. This is the DEATH of communication - it instantly communicates insecurity.

3) Breaking eye contact. "What?" you’re thinking. “On the phone?” Yes, imagine yourself looking at her. You need to maintain eye contact until SHE breaks it. This establishes at an unconscious level that you're not afraid and will help you maintain your composure. Someday, it’s going to come into use as we’ll be able to “see” the person we’re talking to!


• Work hard to add more inflection to your voice.

• Use the 3-step process for increasing the inflection in your voice.

• Smile and focus on having a warm, friendly tone.

• Match the pace of the customer.

Summary Summary


Love Your Love Your VoiceVoice

Roger LoveRoger Love


The Definitive The Definitive Book on Body Book on Body

LanguageLanguage

Allan and Allan and Barbara PeaseBarbara Pease


Understanding Understanding Communication Communication

StylesStyles

Passive, Passive, Aggressive, and Aggressive, and

Assertive Assertive CommunicationCommunication


Exercise

Record a few of yourcalls and ask a trustedfriend or colleagueto provide feedback.


Which is the Best Style?Which is the Best Style? All styles have their proper place and use. Assertive communication is the healthiest.

• Boundaries of all parties are respected.• Easier to problem-solve; fewer emotional

outbursts.• It requires skills and a philosophy change,

as well as lots of practice and hard work.• When both parties do it, no one is hurt in

any way and all parties win on some level.


Passive CommunicationPassive Communication Allowing our own rights to be violated by

failing to express our honest feelings. The goal of being a passive communicator

is to avoid conflict no matter what. Little risk involved – very safe. Little eye contact, often defers to others’

opinions, usually quiet tone, may suddenly explode after being passive too long.


Examples of Passive Examples of Passive CommunicationCommunication

“I don’t know.” “Whatever you think.” “You have more experience than I. You

decide.” “I’ll go with whatever the group decides.” “I don’t care. It doesn’t matter to me.” “Yes, yes, yes, yes, yes, yes, yes. . . NO!”


Aggressive CommunicationAggressive Communication Protecting one’s own rights at the expense of others’

rights – no exceptions. The goal of the aggressor is to win at all costs; to be

right. Does not consider actions a risk because this

person thinks they will always get their way. It is risky in terms of relationships, however.

Eye contact is angry and intimidating; lots of energy; loud and belittling; never defers to others, or at least does not admit to; manipulative and controlling. Often uses violence or verbal abuse.


Examples of Aggressive Examples of Aggressive CommunicationCommunication

“I don’t know why you can’t see that this is the right way to do it.”

“It’s going to be my way or not at all.” “You’re just stupid if you think that will work.” “That kind of logic will sink the company.” “Who cares what you feel. We’re talking

about making things work here.”


Passive-Aggressive Passive-Aggressive CommunicationCommunication

Forfeiting your own rights initially, followed by manipulation and vengeance later.

The goal of this style is to avoid conflict and then make the other party wish they had seen it your way.

Avoids risk initially, risks relationships later, then acts surprised when people are mad.

Behaves passively to people’s face, then aggressively when they are not around. Often uses sarcasm.


Examples of Passive-Aggressive Examples of Passive-Aggressive CommunicationCommunication

“I love your hair. Most people probably can’t even tell it’s a wig.”

“I hear what you’re saying, and I wouldn’t want to make waves or cause trouble, so I’ll do what you say even though someone will probably get sued.”


Assertive CommunicationAssertive Communication Protecting your own rights without violating the rights

of others. The goal of the assertive person is to communicate

with respect and to understand each other; to find a solution to the problem.

Takes a risk with others in the short run, but in the long run relationships are much stronger.

Eye contact maintained; listens and validates others; confident and strong, yet also flexible; objective and unemotional; presents wishes clearly and respectfully.


Examples of Assertive Examples of Assertive CommunicationCommunication

“So what you’re saying is. . . .” “I can see that this is important to you,

and it is also important to me. Perhaps we can talk more respectfully and try to solve the problem.”

“I think. . . I feel. . . I believe that. . . .” “I would appreciate it if you. . .”


Sentence Formulation To formulate your sentences in an assertive way, start your

sentences using the following: “I don’t want you to…” “I want to…” “I liked it when you said…” “I liked it when you did…” “When you do…I feel…” “Would you…” “I have a different opinion. I think that…” “Let’s agree to disagree on this and move on.” “When you do…I feel…because…” “I have decided not to…” “I won’t…”


Guidelines on Assertive Communication Use “I statements” to focus the conversation on you and not blaming others.

Examples: • “I feel hurt” rather than “You hurt me” • “I don’t agree” rather than “You are wrong” • “I feel ignored” rather than “You don’t care” • “I am treated unfairly” rather than “You are so unfair”

Say “No” when you want to mean it. The word “No” is quite powerful, so use it. Deliver your message to the person that matters, not to everyone else but the person. If you don’t understand the other person, ask for clarification. Don’t assume or

interpret what they said. A wrong interpretation can make you upset and you may then react strongly which the other is probably going to react to as well. This is because they really didn’t say what you thought they said and this can easily lead to a whole new conflict.

If you want to say “No”, you can tone it down by offering alternatives. This suggests that you are at least sincere.

Avoid exaggerations such as “You always…”, “You are…”, “You constantly…”, “You never…”, “You are the most…”. They are never true, so there is no point to state them like that as they will be instantly rejected and the focus of the conversation will change towards them.


THREE RULES OF ASSERTIVE THREE RULES OF ASSERTIVE COMMUNICATIONCOMMUNICATION

1. Use I statements2. Filter out personality judgments3. Use connectors:

• We• Us • Unity• Collaborative• Cooperative


What is “Okay” in Assertive What is “Okay” in Assertive BehaviorBehavior

It is okay to say “I don’t know.” It is okay to say “No,” or “I cannot do that.” It is okay to make mistakes as long as

responsibility is taken for them. It is okay to disagree and to verbalize that. It is okay to challenge others’ opinions or

actions. It is okay to not accept another’s opinion as

factual or accurate (e.g., getting criticized). It is okay to ask for a change in behavior.


Assertiveness vs. AggressionAssertiveness vs. Aggression

Assertiveness is positive; aggression is negative.

Assertiveness conveys influence; aggression displays anger.

Assertiveness allows progress and direction; aggression creates hostility and roadblocks.


When Aggression is When Aggression is AppropriateAppropriate

In an emergency When there is not time

to spend on a compromise.

When your opinion is based on several facts, you therefore KNOW you are right, and there is not time to utilize assertiveness skills.


When Passivity is AppropriateWhen Passivity is Appropriate When the results of pushing the issue wuld

cause problems that outweigh the benefits. When issues are minor. When there is a power differential that is not

in your favor and the other party is getting agitated by your assertiveness.

When the other individual’s position is impossible to change. (E.g., the law).

o


Wanna close but the customer is Wanna close but the customer is delaying the final decision…delaying the final decision…

PASSIVE: "Could you give me a call when you've made a decision?""Would you mind if I sent you some additional literature?"

ASSERTIVE: "Can you give me a specific date when you'll make a decision?""What, exactly, is causing the delay in the decision-making process?"

AGGRESSIVE: "If you don't buy now, the offer is off the table.""If you don't want to do business with us, please tell me so we won't be wasting our time."


The The Conversation Conversation

CycleCycle

InformInformInvite Invite Listen Listen

AcknowledgeAcknowledge



CycleCycle

InformInform


Introduction and receiving a Introduction and receiving a callcall

Answering a call in an appropriate manner will immediately create the atmosphere for a positive conversation, so it should communicate friendliness and professionalism. Generally, there are four stages to this process:• Acknowledge: ‘Good morning. Thank you for

calling.’• Organization/department name: ‘This is

Telebank.’• CSR’s name: ‘Daniel speaking.’• Invite the caller to speak: ‘How may I help you?’


The conversation cycleThe conversation cycle


EXERCISEEXERCISE

Working in pairs, choose a topic and keep the conversation going using the conversation cycle. Remember not to just use questions and answers. Although it may feel uncomfortable at first, make sure that you use ‘Inform’ before the ‘Invite’ question or encouragement for the other person to speak.


InformInform KISS stands for ‘Keep it short and simple’, or, ‘Keep it simple, stupid!’

The aim is to keep the conversation as simple as possible and get to the heart of the customer’s wants as quickly and politely as possible.

Tell ’em • One of the main principles of communication is to explain what you are

going to explain to them; then tell them; then repeat what was said. This can be summed up as:

Tell them what you are going to tell them. Tell them. Tell them what you told them.

• For example: Tell them (’em) what you are going to tell them: ‘I will begin by asking for

a few personal details to confirm your status. Then I can take a look at your bank account and arrange payment of the bills.’

Tell them: ‘Right, let’s begin. Would you give me your date of birth. . .’. Tell them what you told them: ‘Well Mr Federer, I have paid your

electricity and credit card bills. Is there anything else I can help you with?’


InformInform Positive language

• Use positive language as much as possible. For example, try not to say, ‘We cannot deliver on Wednesday.’ Instead, use, ‘We can

arrange delivery for you on Tuesday or Thursday, which would suit you best?’

Keeping the customer informed • Phrases that help the customer include:

‘I am just going to check some information on your account. This may take a little time.’

‘Please bear with me while I note some of this information for you.’

‘The computers are running a little slow today. We should have your information soon.’

Silence • Dead Air• Mute


InviteInvite Closed questions

• Questions normally begin with the following phrases:• Do/did, eg, ‘Did you load the so ware?’• Can/Could• Will/would, eg, ‘Would you confirm your address, please?’• Have• Isn’t it?• Wasn’t it?

Closed questions serve a number of purposes:• They enable the questioner to keep control of the conversation.• They provide quick information and facts.• They allow the conversation to be led in a particular direction.• They check understanding.

Checking questions • identify if the customer has understood and is following the

discussion.


EXERCISEEXERCISE

This exercise has often been run on television programs and involves the host asking the contestant a number of closed questions with the aim of getting them to say ‘Yes’ or ‘No’. The aim of the contestant is to avoid a response including ‘Yes’ or ‘No’ for a period of time, usually one or two minutes.



CycleCycle

InviteInvite


Question, Question, Questions, Questions, QuestionsQuestions

Say What?Say What?


Verbal Communication: Verbal Communication: QuestioningQuestioning

Control the flow and direction of the conversation

Uncover important information Demonstrate concern and understanding Facilitate the customer’s understanding

Salespeople skilled at questioning take a strategic approach to asking questions so that they may:


Types of QuestionsTypes of Questions

1. Open

2. Probing

3. Closed


Open QuestionsOpen QuestionsSolicit more than a “yes” or “no” or other

one-word response

Aim to get someone to talk

Are useful when you want general information

Common lead-ins are what, how, and why


Open-ended QuestionsOpen-ended Questions Opinion

• How do you feel about . . . • What would be your reaction to . . . • What do you think about . . . • Do you agree that . . .

Elaborative• What kinds of problems (concerns) are you . . .• What are the main things (benefits) that you look for in . . .• What do you like best (advantages) about . . .• Why do you feel that way?• Explain . . .• How do you . . .• Describe . . .• Tell me about . . .


Closed QuestionsClosed Questions Usually asking for specific information Usually require short answer to question such

as:• Who• What• Where• When• Why• Yes/no• True/false• Agree/disagree

Often follow up with open-ended questions.


Closed QuestionsClosed QuestionsSolicit a “yes” or “no” or other one-word

response

Aim to limit talking or to control direction of conversation

Are useful when you want specific information

Common lead-ins are who, which, would, are, can, have, do, is, will, and may


Probing QuestionsProbing Questions

Definition: Questions that do not introduce a new topic but allow you to probe further to find out more information.

Examples include:“Could you tell me more?”“Could you give me an example?”“Why was that?”“Could you expand?”


Probing is . . . Probing is . . .

The process of getting sales-related information from your customer

Asking questions (an essential skill of a professional salesperson)

Uncovering information so it doesn’t look like you’ve been ‘snooping’ (i.e. OK for you to know that)


Probing ObjectivesProbing Objectives

To discover what your prospect wants/needs and why.

To reconfirm/revise customer profile information. To reveal customer business details (practices,

values, problems, loyalties, who makes buying decision, etc.).

To make customer aware of better ways/products. To stimulate interest in your product. To demonstrate your concern for your customer. To obtain information you can use to later build your

sales presentation around. To get customer talking/opening up.


Probing – Concluding Probing – Concluding CommentsComments

Probing involves ‘two-way’ communication (between the salesperson and the customer).

Probing increases customer participation, learning, satisfaction.

Probing involves not only ‘questioning’ skills, but also ‘listening’ skills• Really listen, not just waiting to talk• Provide verbal feedback• Provide nonverbal feedback (eye contact, nod head, body position,

etc.) Probing is easiest if you are talking about

things of interest to your customer (avoid temptation to tell your experiences/opinions)


The Funnel The Funnel –– Questioning Model Questioning Model


InviteInvite Open questions


EXERCISE: IDENTIFY THE EXERCISE: IDENTIFY THE FAMOUS PERSONFAMOUS PERSON

In pairs, one person has to think of a famous person and the other has to try and identify who they are by asking questions. This can be done in several stages, first using closed questions, then asking open questions, and finally


Funneling Sequence of ADAPTFunneling Sequence of ADAPT

• Broad bases and general facts describing situation• Non-threatening as no interpretation is requested

• Open-end questions for maximum information

Assessment Questions

• Questions probing information gained in assessment• Seeking to uncover problems or dissatisfactions that

could lead to suggested buyer needs• Open-end questions for maximum information

Discovery Questions

• Show the negative impact of a problem discoveredin the discovery sequence

• Designed to activate buyer’s interest in anddesire to solve the problem.

Activation Questions

• Projects what life would be like without the problems• Buyer establishes the value of finding and

implementing a solution

Projection Questions

• Confirms interest in solving the problem• Transitions to presentation of solution

Transition Questions



CycleCycle

ListenListen


Listen to MeListen to Me

Active Active ListeningListening


Barriers to Effective ListeningBarriers to Effective Listening

Physical Physical barriersbarriers

hearing disabilities, noisy surroundings

Psychological Psychological barriersbarriers

tuning out ideas that counter our values

Language Language problemsproblems

unfamiliar or charged words

Nonverbal Nonverbal distractionsdistractions

clothing, mannerisms, appearance


Barriers to Effective ListeningBarriers to Effective Listening

Thought speedThought speed our minds process thoughts faster than speakers say them

Faking Faking attentionattention

pretending to listen

GrandstandingGrandstanding talking all the time or listening only for the next pause


Ten MisconceptionsTen MisconceptionsAbout ListeningAbout Listening

1. Listening is a matter of intelligence.FACT: Careful listening is a learned behavior.

2. Speaking is more important than listening in the communication process.FACT: Speaking and listening are equally important.


3. Listening is easy and requires little energy.FACT: Active listeners undergo the same physiological changes as a person jogging.

4. Listening and hearing are the same process.FACT: Listening is a conscious, selective process. Hearing is an involuntary act.



5. Speakers are able to command listening.FACT: Speakers cannot make a person really listen.

6. Hearing ability determines listening ability.FACT: Listening happens mentally—between the ears.



7. Speakers are totally responsible for communication success.FACT: Communication is a two-way street.

8. Listening is only a matter of understanding a speaker’s words.FACT: Nonverbal signals also help listeners gain understanding.



9. Daily practice eliminates the need for listening training.FACT: Without effective listening training, most practice merely reinforces negative behaviors.

10. Competence in listening develops naturally.FACT: Untrained people listen at only 25 percent efficiency.



Keys to Building Keys to Building Powerful Listening SkillsPowerful Listening Skills

Stop talking. Control your surroundings. Establish a receptive

mind-set. Keep an open mind. Listen for main points. Capitalize on lag time.


Listen between the lines. Judge ideas, not

appearances. Hold your fire. Take selective notes. Provide feedback.

Keys to Building Keys to Building Powerful Listening SkillsPowerful Listening Skills


ListenListen The third stage in the conversation cycle is to listen. Hearing a

person is not the same as listening to them and to be successful in a conversation it is necessary to concentrate deeply and listen actively. This is o en much harder to achieve than it appears for a number of reasons:• If we think we know what a person is going to say we o en

switch off.• When people disagree with us we o en stop listening intently.• If we are planning what we are going to say next we are not

listening closely.• If we are thinking about other things it is very difficult to follow

the conversation.• When a person is not listened to it conveys a considerable

amount of disrespect, whether or not it is intended. For this reason, the CSR should communicate that he or she is listening intently.


Basics of ListeningBasics of ListeningFive Levels

1. Ignoring2. Pretending3. Selective4. Attentive5. Empathic/Active

Seek to Understand

Listen to understand Clarify the message Be understood Be open to other

points of view Know your agenda


Basics of ListeningBasics of Listening

Recognize thatlistening is not

simply waiting foryour turn to talk.

Listening Is a Choice

Decide that you want to listen.

Listen with a clean slate.

Clean your filter regularly.


Traditional/Nonempathic Traditional/Nonempathic ListeningListening

Listening – with the intent to reply Filtering – through your own agenda Evaluating – do you agree or disagree? Probing – asking from your frame of reference Advising – counseling on the basis of your

experience Interpreting – trying to figure it out


Principles of Principles of Active/Empathic ListeningActive/Empathic Listening

Repeat. This shows you are paying attention.

Rephrase. Think about the other person’s agenda.

Reflect. Respond to both message and feelings.

Rephrase and Reflect. Build trust.


Examples of Active ListeningExamples of Active Listening Why Paraphrase? To clarify understanding To gain more information To move toward the

answer/action/solution

Paraphrasing:

“What I am hearing you say is ––– . Is that right?”

“In other words, you ––– [think, feel that] . . . .”

“It sounds as if you’re saying ––– .”

Let me make sure I’ve got this right. You ––– .”


Examples of Active ListeningExamples of Active Listening

Empathy Guidelines – empathy expresses how you think the other person feels and why. It conveys understanding and builds a connection. It does not mean you agree or feel the same way.

Examples:

“It sounds as if you feel ––– [feeling], because ––– [reason].”

“It must be ––– [feeling] when ––– [reason].”

“I can understand that ––– [reason] would make you ––– [feeling].”


Active Listening Role PlayActive Listening Role Play Find a partner. Select a work-related challenge to discuss. One person talks; the other listens and applies

active listening techniques. Exercise gives two minutes to each speaker. Swap roles. Regroup to debrief.


Active ListeningActive Listening

Definition

Active listening is listening and responding that focuses the attention on the speaker and improves mutual understanding.


Active ListeningActive Listening is one of the most important skills of an

emotionally intelligent person

builds trust

encourages positive problem-solving

takes practice


Active listeningActive listeningSix general characteristics of a more ‘active’ and effective listener:

1.1. Avoiding prejudiceAvoiding prejudice2.2. Signaling interest in the person speakingSignaling interest in the person speaking3.3. Being aware of feelingsBeing aware of feelings 4.4. Avoiding interruptions and distractionsAvoiding interruptions and distractions5.5. Signalling encouragementSignalling encouragement6.6. Clarifying and summarisingClarifying and summarising


ListenListen Repetition

• Agents should also be trained to repeat important information provided by the caller in order to avoid misunderstandings. In addition, it is good practice to summarize the key outcomes before closing the interaction.


LISTENING DUPLICATION LISTENING DUPLICATION EXERCISEEXERCISE

This exercise is designed to encourage careful listening skills. It normally involves people working in pairs, with one person reading sentences of varying degrees of complexity and the other person listening and then repeating back with 100 per cent

accuracy. If the response is not correct then it is read again and repeated. It generally

goes as follows:


EXERCISEEXERCISE Write down 10 things that have come

into your mind while reading this chapter and are unconnected with the subject. Our minds are continually active and the numerous ideas firing across our synapses can cause regular distractions to our listening and our ability to pay full attention to something.


ListenListen Tactics for active listening

• Make notes Building rapport

• Avoid interruptions Use the customer’s name

• The magic of Using names Don’t become defensive



CycleCycle

AcknowledgeAcknowledge


AcknowledgeAcknowledge Verbal nods

• ‘Hmm, I see, Yes,’ etc. Partial acknowledgement

• volume of information • summarize

Full acknowledgement • full details of the conversation• address, credit card number • technical enquiries


ExerciseExercise

In groups of three people, person (A) begins a conversation with person (B) and person (C) keeps a record of how o en the conversation cycle is used. This can then be reviewed and debriefed to encourage learning, with each person taking a turn.


SummarySummary Every time we decide to communicate with another

person, we select a style of communication. Notice yours, and notice theirs.

Being assertive is not synonymous with an anger management problem – it is protecting your rights without violating others’.

Get ALL the facts you can before you pass judgment. Assertiveness allows you to face confrontation in a

healthy way and without getting overly emotional. People are not difficult. They only seem difficult to the

extent that we do not have the skills to deal with what they bring to the table. It is our lack of knowledge that makes the situation difficult.


ENDEND

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