Inbound Telemarketing Agent
Posted: Sat Dec 07, 2024 6:43 am
It stuck with me and I took it as my own. But sometimes the pressing thing is that you might have too much of it. If left unchecked, this can be a bad thing. A common example is starting a new activity and then changing everything if the expected results are not obtained immediately. Scripts, quotes, agents, and more. Unchecked urgency can create chaos and do more harm than good. You have to allow something to succeed or fail, so patience is also important.
Then change one thing at a time and measure it. This is also common when managers austria phone number library are dealing with certain clients. When a customer makes a request or wants a change, it's easy for us to act so hastily that we don't take the time to use our expertise to analyze whether the request will actually serve the customer the way they expect. want to. Leveraging smart urgency is like walking a tightrope. On the one hand, blind urgency is essentially jumping without looking.
You can't make decisions like that. On the other hand, you can become paralyzed by analysis, stalling action and creating complacency. This is also dangerous. Walking the tightrope isn't always easy, but knowing it's there is a good start. Checking your expectations of your teleservices team should be a mantra for any manager, especially a telemarketing manager. If you hire the right people, trust and empowerment shouldn't be an issue. However, even so, you can’t live with a “set it and forget it” mentality.
Then change one thing at a time and measure it. This is also common when managers austria phone number library are dealing with certain clients. When a customer makes a request or wants a change, it's easy for us to act so hastily that we don't take the time to use our expertise to analyze whether the request will actually serve the customer the way they expect. want to. Leveraging smart urgency is like walking a tightrope. On the one hand, blind urgency is essentially jumping without looking.
You can't make decisions like that. On the other hand, you can become paralyzed by analysis, stalling action and creating complacency. This is also dangerous. Walking the tightrope isn't always easy, but knowing it's there is a good start. Checking your expectations of your teleservices team should be a mantra for any manager, especially a telemarketing manager. If you hire the right people, trust and empowerment shouldn't be an issue. However, even so, you can’t live with a “set it and forget it” mentality.