(Originally published in Healthcare Call Center Times in November 2020.)
PORTSMOUTH, NH—How do you create a positive work culture within your call center? The answer starts with call center management and their attitudes about how they approach each day, says Dianne Durkin, President of the Portsmouth, New Hampshire-based Loyalty Factor.
In a recent online newsletter, Durkin writes: “When leaders are sincerely enthusiastic about their work, their culture, and their employees—it’s contagious. Sincere enthusiasm for your organization and employees ignites the want to do better, work together—bringing innovation, collaboration, and loyalty to all new levels. Having this positive work culture is not rocket science, nor does it happen by accident. It has to start with a leader investing their time into their people, and showing them that they care. It is an ongoing commitment to ensuring this positive work climate is sustainable.”
In a follow-up interview, Durkin says that one of the ways that this enthusiasm can be translated to healthcare call center staff members is for managers to “come into work every day smiling and welcoming people,” she says. This welcome should be kind and reflect that management is so glad that each employee is there each day helping in the mission of the call center.
The end of the day can be important as well in driving sincere enthusiasm throughout the call center. Toward that end, Durkin shares an example of a call center manager in another industry and what that person did at the end of each business day. That person stood at the exit and thanked every person for all the great work they did that day, she says.
This can be meaningful for everyone in the call center, but may have particular resonance with those who have had an especially tough day to know they are being appreciated for their efforts that day, she adds.
Two of the most underutilized words in the English language are “thank you,” Durkin says. Just saying them to each person can be a powerful motivator in creating that sincere enthusiasm in the workplace. However, your language should go beyond just using these two words, but rather speaking to each staff members as a unique individual. Getting to know each staff member as a person and their lives outside of work can be important in this endeavor.
“For example, you might say at the end of the day to someone to enjoy your evening with your kids, or the time with your spouse,” she says. “You don’t want to sound like a robot, but rather convey genuineness. You shouldn’t say the same thing every day; you should be creative in how you talk throughout the day. It doesn’t even have to be in words, just a thumbs up when you walk by them can be important.”
In addition to top management in the call center exhibiting these characteristics, team leads should also exhibit this behavior. That, Durkin says, may be a skill that needs to be taught. Indeed, she has given seminars on this exact subject to call center team leads. The key, she says, is to understand what makes people feel appreciated and proactively reach out.
Even for those tough conversations when staff members fall short and need to be taken to task, the conversation should start with something positive. “Every single person does something right,” she says. “Always complement first.” Then, the dialogue can continue in a more interactive fashion such as asking them: if you could change anything in the call center what would it be? Or, if you could do something differently, what would it be?”
Not every day is going to start great for call center managers so, if you are just not feeling it that morning, how do you create that sincere enthusiasm? “I have two thoughts on that,” she says. “One, is that’s why they pay you the big bucks, but two is we all get sick or have problems at home or getting through traffic. People need to know you’re human. You can say something like—‘geez, really bad traffic today, where are you coming from. Bad for you too… .’”