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In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by Vikas Bhambri, Rob Young, and Jamie Whited to discuss different tactics to make CX teams successful during challenging times. Learn how each leader has trained their teams to provide exceptional customer service during COVID-19 by listening to the podcast below.
Vikas Bhambri, SVP of Sales and CX at Kustomer, discusses how teams are adapting to the new temporary normal created by the COVID-19 pandemic. Customers are coming to CX agents in states of heightened anxiety and stress and in turn, the CX agents are overwhelmed in their workload. For teams to cope in the pandemic landscape, Vikas has helped them to understand the importance of human-to-human interaction. He notes, “So I think the more we can make people just generally aware of that human-to-human relationship and remind them of that, I think that goes a long way.” He goes on to encourage teams to ask what they can do for the customer beyond just quickly responding to conversations. Strategies such as creative problem solving can effectively guide the customer to the best result. Ultimately, showing the customer genuine empathy through human-to-human interactions is what cultivates lasting customer loyalty and happier customers.
Focusing on What Can Be Controlled
Rob Young, Director of Customer Support at Bamboo HR, highlights the need for attainable and realistic customer service standards for CX teams. He says, “Make this moment count, make this day count. I can impact what I can impact. That will help my customers and my company,” in reference to what CX teams can do to stay motivated during these challenging times. To help CX teams accomplish the best possible outcomes, he adds that proactive communication between the team member and the customer is the key to success. Methods such as asking specific questions will garner specific answers, effectively leading to a desired end result. He further discusses how when CX agents focus on what they can control in their day-to-day business responsibilities, it sets the precedent for more positive and impactful customer service interactions.
Three Methods to Drive CX Success
Jamie Whited, expert consultant in Client Service and Experience, emphasizes three crucial things each CX team needs to successfully deliver the best customer service. The first is optimism. We are living in an ever changing world with this pandemic and Jamie believes that CX teams should embrace this new normal with optimism. As optimism is often infectious, it has the possibility to spread and cause an overall positive effect on the outcomes of CX interactions. The second point is innovation. Something that applies to all companies is the possibility to innovate and adapt when opportunities arise. To further expand on this second point, she says, “There’s a client I work with that’s … doing cross training. So they’re getting people exposure to other job positions within the company.” This is an especially useful tactic when companies are seeking to promote internal growth and reinvest in their existing employees. Additionally, the third point is to move quickly. With each new innovation, companies have to move quickly to ensure company growth and continued success. Jamie believes these three tactics are extremely useful and applicable to all companies.
To learn more about how CX leaders are winning during these challenging times, check out the Customer Service Secrets podcast episode below, and be sure to subscribe for new episodes each Thursday.
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Full Episode Transcript:
How CX Leaders are Winning in Challenging Times
Intro Voice: (00:04)
You’re listening to the Customer Service Secrets podcast by Kustomer.
Gabe Larsen: (00:11)
Welcome everybody to today’s broadcast we’re on LinkedIn live. I’m excited. These guys know I’m excited. With so much digital going on. This is an audience we wanted to make sure we tapped into. In today’s a very specifically relevant topic. As we talk about how customer service leaders are winning in these challenging times. Now, I always have something to say, but I felt like it would be best to mix that up a little bit and have some other thought leaders, practitioners in the space, bring their knowledge to the forefront as well. And so real quick, we’ve got Vikas Bhambri who’s the SVP of sales and CX here at Kustomer. We’ve got Rob Young who’s a Director of Customer Support at a great company called BambooHR. And then we got Jamie Whited who is currently an expert consultant in client service and client experience. So guys, thanks so much for joining. Why don’t we take just 30 seconds and have you guys introduce yourself. Jamie, can we start with you?
Jamie Whited: (01:22)
Yeah, absolutely. Hi everybody. It’s a pleasure to virtually be together with you today. My name is Jamie Whited and I’m a client service leader and client experience consultant. I have over 15 years of experience building and leading teams in customer service, client success, client experience, and business process improvement. I’m incredibly passionate about people, problem-solving data and creating an unforgettable customer experience.
Gabe Larsen: (01:47)
I love it. All right, Rob, over to you.
Rob Young: (01:49)
Yeah. Thanks, a pleasure to be here. I love seeing faces even if it is virtually. Appreciate the invite. Rob Young, I lead our customer support teams at Bamboo HR. I’ve been leading customer support or customer success teams for a little over 15 years. Won’t tell you how much over, but we’ll just go with a little over for now.
Gabe Larsen: (02:11)
I love it. Awesome. Vikas, over to you.
Vikas Bhambri: (02:14)
Yeah, pleasure to meet everyone. Over 20 years of being in the contact center world, everything from implementing solutions to training agents, and now here at Kustomer over the last three years where I’m responsible for sales and customer experience. And for us customer experience means a combination of professional services, customer success, and of course our support team as well.
Gabe Larsen: (02:39)
Yeah, yeah, multithreaded there. So and last but not least you have myself. I have zero years of experience. No, obviously, I’ve got a little bit of experience, but in a slightly different environment, I run the growth program here over at Kustomer, which mostly consists of our marketing and our business development reps. So excited to get going. Let’s start big picture. You guys, world changed obviously, just in the last two, three, four weeks, depending on where you were and why you were potentially operating in different places. Rob, let’s start with you. Big picture, how did it change from four weeks ago to now with all that’s going on with the virus, the economy, et cetera?
Rob Young: (03:21)
Yeah. So, aside from the large geographic chain, right, our entire workforce is now at home and we’re socially distant from one another. So that is a massive change and that norm, that switched very quickly for us. And so on top of that, we have individual personal lives have also been turned upside down, which is a lot of what we’re dealing with with both our customers and our team members, right? So we’ve gotta be conscious of, we have children or spouses and significant others, or in some cases, roommates that are all trying to get their work and their school done in the same household. So that’s been a big change. It’s been hard to get our heads around just from a work environment, but also from a social, kind of emotional environment as well.
Gabe Larsen: (04:14)
Absolutely. Absolutely. I mean, Jamie, you’re talking to a lot of companies out here in your role. What are you seeing? What would you add to that?
Jamie Whited: (04:21)
Yeah, I would add to that some of the companies that I work with were not big fans of remote working, so they were not prepared for that. Other companies who love remote working, so they were fully prepared for that. Unfortunately, some of the companies I’m working with, they’ve had to have their call centers shut down. They’re international and they are not prepared. So their frontline service was down for a while. Their disaster recovery plans did not include that. Leading industries have toppled overnight and we’re seeing that impact on some of the companies that I work with. At the end of the day, as Rob mentioned, kids are also forced to stay home and have to learn how to go to school remotely. As a parent of four, in middle school and high school, it’s definitely been an interesting adaptation there in addition to working with my quoty-finger ‘colleagues’.
Gabe Larsen: (05:11)
Oh my goodness. You have four. I thought I had the most out of this group, but Rob don’t you have a couple of kids? You have a couple of kids too.
Rob Young: (05:17)
Yeah. High school, middle school, elementary, just the whole gamut there.
Gabe Larsen: (05:22)
Oh man, this is the bad group. I think all of us are feeling that pain as we move into homeschool. Vikas, let’s go. Let’s kind of end with your thoughts. Anything you’d add, even from your own experience or some of the customers that you’re dealing with?
Vikas Bhambri: (05:34)
Yeah, I think the biggest thing for us is we were able to make the move to work from home pretty seamlessly from a tech perspective. But that’s just, that’s a fraction of the overall change management, right? The big thing is how people are adjusting to their new work environment, because there is that there are certain benefits to being co-located and being able to grab a peer and talk about something, a problem that a customer may be having that you’re trying to resolve, and so on. And then the very natural, as Jamie was saying, some of us that are parents are adjusting to that, but even for other folks, they’re dealing with everything from, “I’m now spending more time with a roommate than I ever really expected to spend,” right, “we basically share an apartment.” And maybe people dealing with their significant other more time than they actually ever planned on spending with them and having to deal with that. So there’s a lot of that element, especially from a leadership perspective, that we’re trying to deal with. So the tech was easy. We always have to remember, and I always remind people in the support world, it’s a human, we used to call it bums in seats. It’s the human beings that really are the core of it. And so really dealing with that side of it is what we’re focused on.
Gabe Larsen: (07:00)
Yeah. I love that. So let’s talk through that. I mean, I love kind of the level setting of: you got work from home challenges, you’ve got obviously infrastructure challenges, you’ve got parenting challenges. As we move forward, obviously the world has changed. I want to hear some of the strategies you’ve now tried to implement or coach people on to see if you can’t get a little better, make it a little bit better for your employees and your customers. Jamie, maybe let’s start with you. Where do you go from here with all these challenges?
Jamie Whited: (07:31)
Yeah, so I would probably say my top three that I’m looking at are first and foremost optimism. We have to remember, this is not going to last forever, but we have to accept the current new norm and be able to embrace it with optimism. A lot of people struggle with that. So, if we can lead with that and help influence others to feel that same way, I think it’ll just be a trickle down effect in a really positive way. I would say secondly, is innovation. We got to have innovative solutioning for all the problems that we face as customer service leaders. Yes, tech is probably the easiest, infrastructure a little bit harder sometimes depending on how your site is set up. But it’s everything from, if somebody had a problem, they would turn around and look at their colleague. Now they’ve got to wait for a response on Slack or they have to text them. They have to call them. So their response levels are going down. So how do we approach that? We just have to get innovative with what we do and how we do it. It’s an opportunity for us to adapt quickly trying new fun methods that maybe nobody wanted to try before. And even, how do we complete our day-to-day responsibilities in a new way? And then I’d say lastly, we have to move fast and we have to pivot quick because some of these new methodologies are not going to work. The sooner we recognize them, we pivot very quickly and try something else so that our companies and our employees and ourselves continue to grow and have the company day-to-day business continue.
Gabe Larsen: (08:51)
Yeah. I mean, that’s actually trying this and this LinkedIn live, right? I mean, that’s one of the things we were wanting to try fast and see if it worked and goes out. And how do you interact differently with your customers? Can you get a quick answer and then if it works great, if not, maybe you throw it in the garbage and try something new. Vikas, what would you kind of add to that? From strategies to see if you can operate more successfully in this new normal?
Vikas Bhambri: (09:13)
Yeah, well look, I think at the end of the day, you have to remember that it’s anytime you’re talking about customer service, you’re talking about the two sides of the equation and in the middle of it, as Jamie said, it’s that empathy and the empathy needs to be extended both to your team, the agents or the ninjas, or the gurus, whatever you call them and then your customers, right? Because both sides, don’t forget, there’s that element as well. Your customers also are in a heightened sense of stress and frustration, right? And it doesn’t matter what business you’re in, whether you’re in the software business, like we’re at at Kustomer or you’re in food delivery or you’re in pharma delivery or whatever it is, right? So I think that’s the key thing is there’s two sides of that equation and once again from a leadership perspective is having empathy with both sides and the education, so the education for me to make sure my team is aware. Look, customers are also dealing with this new temporary norm, and they’re going to be a heightened level of frustration. So you may get somebody who’s normally very easy going and easy to work with might be a bit more challenging. And on the same time, I actually had to coach a customer to tell them, “Look, I know you had a rough interaction with one of my folks, but they’re also in a heightened level of stress.” So I think the more we can make people just generally aware of that human-to-human relationship and remind them of that, I think that goes a long way.
Gabe Larsen: (10:51)
Yeah. Yeah. I mean, I think we’re all going to have to be a little bit more patient if some of these things go on, but that’s what I think we’re starting to see that Jamie mentioned that some of these industries that are struggling with more cues, more hits, people are getting more frustrated because they want to change their flights. They want to do stuff and obviously that makes a little bit difficult. Rob, it sounded like from your guys’ standpoint, you guys had some teams that were being bombarded, like getting more requests, and then you had some teams, which I think is an interesting problem, that were actually slowing down. Like they’re not getting the service requests. How have you, is that true? And if so, how have you handled that?
Rob Young: (11:28)
Yeah. It is true, which has been a really interesting thing to try and sort out. So we’ve had to, first of all, the communication is just key, right? We’ve had to step up communication with customers and of course with our reps and then helping them be okay with change, like moving workloads around. We’ve had to shuffle some workloads to try and help teams that are just buried with requests and then teams that those requests are just trickling in. So that’s tactically, we’ve had to do that for sure, but also at a higher level helping our reps be okay with change and we’re pulling together, we’re all on the same team. We provide software and support for HR professionals and I don’t like the abbreviation of HR because you forget the human side, right? It’s Human Resources. So we’ve got to step up the human side as we continue in this new norm, for sure.
Gabe Larsen: (12:31)
And do you feel like, this is actually a question from the audience, this is kind of a cool feature in here, we got a question just about how your customers are reacting. Are you finding that your customers are being more empathetic or are people, I mean, Vikas you were kind of alluding to this a little bit, but are your customers more anxious? They’re more impatient? Rob, maybe let’s start with you and then we’ll go around.
Rob Young: (12:53)
Yeah. So, normally we ask, “How are you doing today?” That doesn’t cut it either with our team or with our customers anymore. So we’re instructing leadership and our frontline reps to ask specific questions. “How are you managing your workforce now? How is your life at home with your spouse or your significant other, your children going?” So asking very specific questions, “How are you doing?” It’s odd. We’re all doing okay. That doesn’t quite cut it anymore. Trying to get very specific answers in areas that we can then focus on and help. Yeah.
Gabe Larsen: (13:31)
Oh, I love that. Vikas. Your side of it. Anything, first of all, do you feel like customers in general are being more empatheti? And if they’re not, how are you managing that contextual language? Kind of like Rob said, are you trying to open it up and have people be a little more friendly? How do you navigate around that?
Vikas Bhambri: (13:49)
Yeah, I think customers themselves, we’ll look at the end of the day where we’re all human beings, I think they’re even, agents are saying, or my team is saying that, they’re asking, how am I doing? Which normally, if I’ve got an issue with software, I’m not going to necessarily have those niceties, right? And so even the person who’s coming in with the inquiry’s like, “How are you doing?” And I think on the flip side, the team is making sure that they’re understanding what the current environment is that somebody is dealing from. So you’ve got this particular issue, how are you operating? So I think asking a bit more than just jumping right into the thick of the problem that the individual’s having.
Gabe Larsen: (14:40)
Yeah. And Jamie let’s finish with you with this one. I mean, and maybe it’s just a recommendation. It feels like contextual messaging is super important. Whether your customers are being more empathetic or maybe they are being less, any advice you’d give out to people about how you should be approaching that conversation as they come in?
Jamie Whited: (15:00)
Yeah. I mean, it goes back to what Rob and Vikas also said earlier, is that we can only control how we react. I have one company that works a hundred percent with the cruise lines who was heavily impacted. So there are people who’ve lost their jobs or people who are now off the ship. They’re not having any income coming in. So a little problem is turning into a bigger problem and they’re coming unfortunately, very angry and just losing patience. So, we told the teams, you can only control your reactions. If somebody is coming at you like that in a very frustrated manner, then you turn around and you just give them the biggest virtual hug and empathy that you can potentially give them, retell them you understand where they’re coming from, and you are so sorry for their loss, and that we’re going to do everything we can to make this right for you. And that seems to obviously calm people down in pretty much any industry. There are other companies where people are being a lot more empathetic and compassionate. So we’re seeing a little bit of both, depending on the company and the industry.
Gabe Larsen: (16:01)
I love that. So one question that has come up and it’s actually posted here by one of the team members, Rob, you were just touching on it, but for those who are experiencing actually lower volume in service requests, because things are slowed down for them because now the economy has been hitting, creative ideas to keep people busy? I mean, obviously we don’t want to go to the furlough conversation or things like that and so company’s like, “How do I still make these people effective?” Vikas well, let’s start with you Vikas. Quick feedback on how you think you can get other people who are slow moving?
Vikas Bhambri: (16:34)
Yeah, that’s the inverse problem, right? Is you don’t have enough work and the first thing that anybody’s going to think of if they’re sitting in at home is at what point does a company say they no longer need me because there’s no volume, right? If you’re in that situation. So to me, once again, we have to think, go support holistically and part of support is about things like your knowledge base, right? And things like that. So now if there is latency or there’s bandwidth within the team, how can we optimize ourselves? Because at the end of the day, I think Jamie mentioned this and I think it’s very important for everybody to be cognizant of this, this is not the new norm. This is the new temporary norm, right? And so when we go back to quote/unquote business as usual, we will have those inquiries. So how do we optimize for that eventuality? So can we use people from the team to create new knowledge base articles, new FAQ’s, new training guides, new, obviously I’m talking about it from a software business, but it applies to a lot of other industries as well, right? How tos, things like that. So I think there’s plenty to do when we think about the support realm holistically and what the can be doing beyond just responding to conversations coming in from the customers.
Gabe Larsen: (17:55)
Yeah. Rob, anything you found or any quick tips or tactics you’ve applied?
Rob Young: (17:59)
Yeah, probably two things there. One is proactive communication, right? We are using some of our staff as almost CSMs to reach out. The CSMs are being inundated and so we have a switch that kind of proactive outreach to our customers raising our support reps to manage a lot of that workload.
Gabe Larsen: (18:23)
I think that’s important. This proactive, I think whether that needs to be happening, even if people aren’t experiencing downtime. All right. One more thing. I kind of want to leave the audience with, because definitely there’s an employee part of this and you guys have touched on it just a little bit, but maybe you could just give one tip for the, it seems like across the board, right? A lot of these reps are, in some cases nervous, some cases they’re overloaded, some cases they’re slowed down. Generally speaking, they’re at home and they’re feeling sometimes a little more nervous or apprehensive. What have you been able to do to try to drive a little bit more security, belief in the vision of your company, keep them on the boat, because again, they’re important for the overall vision and mission of the company. So let’s go through, maybe we can kind of end with this. Jamie, do you want to start?
Jamie Whited: (19:12)
Yeah, I would probably say, there’s a client I work with that’s retail and it’s not necessary to what’s going on right now. They’re doing cross training. So they’re getting people exposure to other job positions within the company. They’re also doing education, so they’re showing them that they are data lean six Sigma. So they’re just reinvesting in their employees.
Gabe Larsen: (19:36)
Yeah. I love that. Finding a way in this, while it’s slowed down, let’s actually find a way to reinvest. Vikas, over to you.
Vikas Bhambri: (19:43)
Yeah. Boy, if I see one more picture of a Zoom, a happy hour and those are great, don’t –
Gabe Larsen: (19:53)
– one of those, so watch it, dude.
Vikas Bhambri: (19:55)
Yeah. Yeah. Don’t get me wrong. Look, those are all great. But I think what I’m hearing from the team really is helpful. If you normally do weekly one-on-ones, doing daily one-on-ones, daily stand-ups, making sure, especially from a leadership perspective, sometimes we can, especially I’m guilty of it, Slack is not my friend at all times, especially when I’m super busy, but being more aware –
Gabe Larsen: (20:21)
– He is really slow on Slack.
Vikas Bhambri: (20:24)
Right. Just being super aware of Slack, right? And being hyperresponsive. So I think those are some of the things that I think any team member would appreciate.
Gabe Larsen: (20:36)
It’s almost an over-communicate, whatever you were doing, almost double it. Rob, we’ll end with you here.
Rob Young: (20:42)
Yeah. Specifically, I love what’s been said about focusing on what we can control, right? If we focus on what we can control, one of our core values at Bamboo HR is make it count. Make this moment count, make this day count. I can impact what I can impact. That will help my customers and my company and leave the rest outside.
Gabe Larsen: (21:02)
I love this. Great. Alrighty. Well, thanks Rob for joining. Jamie, thanks for joining. Vikas, thanks for joining. Such an important talk track, as we all try to figure this out. So I thought it’d be fun to bring you together. People who are really working in it, doing it, living it, breathing it to give some tips and tactical advice. So I hope the audience enjoyed it and have a fantastic day.
Rob Young: (21:23)
Thank you. Take care.
Vikas Bhambri: (21:24)
Exit Voice: (21:31)
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