The team's wellbeing.
WHY IT MATTERS OPERATIONALLY
Burnt-out staff give worse support, and replacing them is expensive.
WHAT WEARS PEOPLE DOWN
Abuse from customers Responsibility without authority Volume with no end Being blamed for product faults Metrics rewarding speed over outcome
WHAT TO ESTABLISH
A policy on abuse, in writing.
WHAT IT SHOULD SAY
That staff may end an interaction that becomes abusive How to do so That management will support that decision
WHY THE LAST POINT IS ESSENTIAL
Without it, the policy is not real.
WHAT AUTHORITY TO GRANT
Enough to resolve common problems without approval.
WHAT EXAMPLES LOOK LIKE
Issuing a refund below a threshold Extending a service Waiving a fee
WHY THAT MATTERS
It removes delay for customers and powerlessness for staff.
WHAT TO AVOID MEASURING PEOPLE ON
Tickets closed per hour, alone.
WHY
It rewards closing rather than resolving.
WHAT TO MEASURE INSTEAD
Outcomes, and repeat contacts.
WHAT TO PROVIDE
Rotation away from the queue A way to escalate difficult customers Someone to talk to after a bad interaction
WHAT TO NOTICE
Staff going quiet, or working longer.
WHAT TO DO ABOUT REPEATED ABUSE FROM ONE CUSTOMER
Decide whether the relationship is worth keeping.
