Verify Key Information and Don’t Assume You Know the Answer
By Peter Lyle DeHaan, PhD
My first full-time job was repairing copy machines. One day, toward the end of my short tenure there, the new service manager shared his vision for the future of his department.
The company had two product lines, each with its own technical staff. This was inefficient, as the paths of the respective service teams would often cross.
His grand idea was to cross train us on both product lines so we would do less driving and be more efficient. Customers would receive quicker service, and the company would save money.
It was a clever idea, but I pointed out something he overlooked. Already jammed with copier machine parts, my service vehicle had no room left to carry additional supplies for another product line. In fact, I revealed that I had removed my spare tire to make room for the parts I needed to carry.
His once pleased smile evaporated. My revelation left him dismayed, shooting down his brilliant idea. I’m not sure if I were the first technician that he shared his plan with, but I was the first one to point out why it wouldn’t succeed.
I respected him as a leader, in part because he understood my job. In fact, he once did what I and my three dozen compatriots were doing now. But things changed over time with more models to service and more spare parts to carry. His assumption that his knowledge from years ago still applied left him vulnerable to making a miscalculation.
This error can happen in any organization, including medical call centers and answering services. Many people in management and leadership rose through the ranks, having once answered patient phone calls themselves. But things change over time, and what may have once made sense, no longer applies.
That’s why it’s important for leaders to keep in touch with what their frontline staff does each day. This doesn’t mean caring a vague comprehension, but instead possessing an in-depth understanding.
Short of periodically taking calls—which is a great idea—the solution is to talk with your telephone representatives. This will help you better understand what they do on a day-to-day basis and aid you in making informed decisions about the work they do and the policies that support them.
Don’t assume you know the answer. Ask the people who know. They’ll either confirm or correct your perspective. Either way it’s a win.
Read more in Peter Lyle DeHaan’s Healthcare Call Center Essentials, available in hardcover, paperback, and e-book.