It's tough to exaggerate the importance of customer engagement. Fully engaged customers deliver a 23% premium over average customers in share of wallet, profitability, revenue, and relationship growth, according to Gallup research, while actively disengaged customers represent a 13% discount on the same measures. Furthermore, workgroups that are in the top 25% based on their levels of customer engagement outperform the rest on measures of profit, sales, and growth by a factor of two to one.

So, considering the amount of money on the line, it pays to scrutinize every single customer-employee encounter. That's exactly why so many call centers survey customers to determine their level of engagement.

But what happens between measurements? At best, customer service representatives (CSRs) see their customer scores once a month. Many CSRs only get their scores quarterly or annually. It's difficult to sustain energy and focus on customer engagement when the feedback is infrequent. The challenge for team leaders and managers becomes finding ways to keep CSRs committed to engaging their customers, even when new data isn't available. Specifically, how can team leaders keep customer engagement from feeling like an isolated event, rather than a way of doing business?

The good news is that each day provides opportunities to tackle some aspect of customer engagement, because every single employee-customer conversation results in a teachable moment. Reminding CSRs of what customers need emotionally, then examining those needs in the context of real phone calls, keeps CSRs attuned to engaging customers. And, there's an easy way to do this: Focus on customers' emotions.

An emotional experience

Gallup has found that there is a four-level hierarchy of emotional attachment that describes how customers form relationships with products, brands, and services. The hierarchy begins with confidence, then moves through levels of integrity and pride, and culminates in passion. (For definitions of the four levels, see graphic "Levels of Customer Engagement.")

To coach CSRs regarding day-to-day customer interactions, remind them that their customers' emotional needs can only be fulfilled by someone who is attuned to those needs. And that's not as difficult as it sounds, especially for CSRs with a talent for interacting with customers. In fact, there are several straightforward techniques that team leaders can use to help CSRs build emotional attachment among their customers.

Confidence

Customers can only feel confident about a product, service, or brand if it keeps its promises every day for every customer. CSRs must listen closely to each person on the phone to determine if there's a discrepancy between a customer's expectation and his or her experience of the brand promise. There are three key situations in which CSRs have an opportunity to instill brand confidence:

• Recognize customers' vulnerability . Making customers feel protected rather than taken advantage of is crucial to creating trust. Have CSRs practice listening for areas of vulnerability. Then have them practice easing those concerns.
  
  
• Reassure customers. CSRs should assure customers that they are handling any problems -- by informing them of any actions taken, if appropriate, or by otherwise putting customers at ease. Specifically, if a CSR plans on taking certain steps to address a customer's problem, the CSR should explain what he or she is going to do for the customer, and why.
  
  
• Resolve the issue on the first call. Good listening skills, being knowledgeable, and knowing when to escalate a call are all keys to building customer confidence. But the best way to fulfill the brand promise is by resolving any issues on the very first call.

Integrity

The customer may not always be right -- but customers should be allowed to be wrong with dignity. CSRs can convey brand integrity by handling every transaction respectfully and in a way that resolves issues fairly. Here are a few specific methods for fostering brand integrity:

• Look for CSR knowledge gaps. There may be some calls or interactions that a CSR isn't comfortable handling because he or she needs more information or doesn't quite understand the problem. Ask each CSR, "If there is one type of call (or transaction) that, if you had your way, you would never handle again, what would it be?" Coaching may help CSRs become more adept at handling these interactions.
  
  
• Educate customers; don't patronize or lecture. CSRs should inform customers about actions that they have taken on the customers' behalf, and -- if customers are receptive -- give them tips to help them learn how to avoid a similar problem in the future. But remember: Angry or frustrated customers may not want to listen to helpful hints. They may need an opportunity to vent their frustrations before the CSR starts the problem-solving process.
  
  
• Be accountable -- and communicate. CSRs should tell customers the process the CSR is going through to resolve the issue. No customer wants to feel lost in the void.
  
  
• Apologize, but don't make excuses. CSRs should never say something like, "I would help you if it were up to me, but they won't let me." That will convey the opposite of integrity.

Copyright Ó 2006 The Gallup Organization, Princeton, NJ.  All rights reserved.  Reprinted with permission.  Visit The Gallup Management Journal at http://gmj.gallup.com/

Article from The Gallup Management Journal