CULTIVATING A SUSTAINABLE ENGAGEMENT CULTURE
CULTIVATING A SUSTAINABLE ENGAGEMENT CULTURE
The Engagement Culture is a term that we use to describe an organizational culture consciously designed to enhance engagement on the part of the people who work within the organization and the customers who interact with the organization.
The Engagement Culture is a culture in which managers and staff effectively use their emotional and social intelligence skills and the resources of their company to create a positive atmosphere in which individuals can thrive as well as provide high levels of service to their customers and to each other.
Importance of Engagement. Directors, Managers and Agents need to understand the research that underlines the importance of employee and customer engagement and loyalty and how such a culture can provide a completive edge.
Best Practices for Engagement. Directors, Managers and Agents need to understand best practices that have been used by many organizations to enhance employee and customer engagement.
Integrate Best Practices into the Contact Center. Customer Engagement Culture (CEC) best practices should be integrated into the standard roles and responsibilities and behaviors of Managers and Agents.
Engagement as a Competitive Edge. Managers & Agents will be able to better understand howto enhance the current culture and customer experience as a completive edge.
One of the characteristics of a positive engagement culture is the high quality of conversations between executives and managers, managers and staff, and staff and customers. These are conversations between two people in which a personal and professional connection is made, a shared understanding develops, and a mutually beneficial, win-win solution emerges that addresses both the task needs and the emotional needs of the two parties.
We have branded these conversations as: Exceptional Engagement Conversations (EEGs). One of the goals of the engagement culture is to increase the number of exceptional engagement conversations between leaders, agents, colleagues, and customers.
You’ve heard of IQ and EQ, but what about CIQ?
“Conversational intelligence Quotient is about the quality of the conversation between the agent and the customer. When managers say they have X amount of calls coming into the center, I always ask: Are those conversations negative or positive?”
~ Diane Magers, AT&T
Encouraging Exceptional Engagement Conversations. An effective engagement culture encourages engagement conversations through its leadership practices, its agent’s behaviors, its processes and technology, and its relationships with its customers. Our goal is to provide our clients with a process and products that will assist them to analyze their current culture and to involve their leaders and agents in Increasing Employee and Customer Engagement and Loyalty by Enhancing the Customer Experience.
The end result of the effective implementation of the EPG Model is enhanced interactions between customers and agents. Agents who can respond more effectively to both the emotional, service, and product needs of the customers have a higher percentage of exceptional engagement conversations.
Customer engagement is the emotional commitment that the customer has to the organization, its brand, and its products. Engaged customers go beyond satisfaction with the organization—they demonstrate higher levels of loyalty and advocacy, and actively “ promote” the organization.
“When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.”
~ Simon Sinek, Leadership Expert
Research indicates that even satisfied customers want to be engaged more and want more of an emotional connection with the organizations with which they do business.
Customers want to work with an organization that is sensitive to their emotional states as well as to their specific product needs.
An engagement organization helps the customer to deal with their particular emotional state as well as their product need. An organization that satisfies an emotional need as well as a product need registers deep within the customer memory. Customers want to feel special, and they want to feel that someone understands their unique situation. They want a “ memorable experience,” and they are willing to pay for their experience with their loyalty.
A number of research reports have been published on the impact of employee engagement and customer engagement. For a summary of a number of these reports, you may want to read the White Paper entitled The Business Case For Engagement, (LINK TO ARTICLE) which you can find in the “ Why it Works” section of this website.