From adequate to awesome-the making of a great CSR

Are great CSRs born or made? Is customer service an inherent ability such as musical talent—where some have it and some do not? Are great customer service skills developed only through years of experience? Or are they something that can be taught by an able teacher? Can the learning curve be accelerated with proper mentoring and development of key skills?

In order to find out if a great CSR can be developed like a Master’s oil on canvas, it must first be determined what qualities or abilities push the envelope from adequate to awesome. As such, producers, underwriters, marketing people and other industry affiliates were asked for their input as to the qualities that make a CSR go from good to great.

One producer jokingly suggested that being able to read minds was at the top of her list. While psychic ability was mentioned humor, the concept is one that could be developed, in a manner of speaking. A producer’s (or a customer’s) brain cannot literally be read like an open book, but a CSR who actively listens can pick up on key things that will lead to investigative questions, and eventually end up with more information, which will result in a superior transaction.

So … a good CSR will take the information provided and submit it to the appropriate party to handle. An excellent CSR learns to read minds by listening “between the words,” asking investigative questions and extracting the pertinent details that are important to the agency, the customer and the insurance company.

This benefits the customer by making sure they get everything they need—even if they didn’t know they needed something!

Doing a great job solidifies the relationship between the agency and customer and mitigates the agency’s E&O exposure.

Tuning out, listening in

Verbal communication with the customer generally occurs in one of two ways: Over the phone or over the desk. Either way, effective listening requires concentration. One of the most obvious things that can be done to improve concentration is to eliminate distractions. If there is a radio or CD playing, mute it or turn it off. Disable your computer’s Instant Messenger, or change the setting so that it does not pop up on the computer screen. If the sound of incoming e-mail causes distractions, turn it off, or close your e-mail application while on the phone. Not all of these practices are necessary for routine phone calls or discussions, but they are helpful when discussing matters of importance with a customer. The easier it is to focus on the conversation, the more details will be obtained and retained.

During conversations with clients (or supervisors), it is appropriate to take notes. For a phone conversation, advise the caller that notes will be taken, especially if using the computer instead of pen and paper. It can be disconcerting for the caller to hear fingers typing on the keyboard while he or she is talking. If you don’t catch something, or the other person is speaking too quickly, ask them to repeat what they said. Take opportunities throughout the conversation to confirm what was said and what the goals are—for both the CSR and the client. Establish expectations based on the conversation so both parties know what will occur next.

It’s not about you

When talking with someone over the phone, actively listen to what they are saying—especially if the caller is upset. When a caller is agitated, angry or aggressive, the normal human response is to become defensive. Rather than really listening to what they are saying, we tend to think about what we want to say, or about defending ourselves or our agency. That means we’re thinking about us—not the customer and their problem.

By actually listening to your client’s complaint and eliminating your ego from the interaction, you will gain more insight and provide an improved response. Also, it’s important to not take the things people may say personally. They need you to fix something for them; keep in mind that your job is providing service to your customers and make that your focus. We have all been frustrated at times and have probably taken out those frustrations on the person on the other end of the phone line. But we certainly do not have anything against that individual personally.

Remember! Every opportunity we are given to fix a problem is an opportunity to build the relationship. Listening is the key to the solution.

Anticipating needs

Anticipation is an important part of listening. The customer needs something from you; otherwise, they wouldn’t be calling. Sometimes when a customer calls, they don’t know what they want, and they will talk around the subject as long as you let them. They’ve bought or leased something, or want to buy or lease something, and someone has given them a contract to sign. But when they get to the part about insurance, they become glassy-eyed.

Rather than asking them to explain their situation over the phone, ask them to fax or e-mail the documents to you. After receiving and reviewing them, call the customer back and let them know what is needed.

Use investigative questions to help uncover the whole story. Many times, a “who, what, when, where or why” response is required to get to the heart of the insured’s dilemma.

By actively listening to your customers—concentrating on the conversation, taking notes and asking investigative questions—you can anticipate your customer’s needs and ensure a thorough transaction. You may find new opportunities for growing the account through cross-selling and you will certainly enhance the relationship between the customer and the agency.

Keri Morris is currently head of Legacy Texas Insurance Services’ Commercial Middle Market Department. Morris was selected by the National Alliance for Insurance Education & Research as the 2004 Texas Outstanding CSR of the Year and was also a finalist in the national competition. She holds multiple professional designations including CISR, CIC, ACSR and AIM.