Kathleen Peterson

We are now in a social environment in which conversation has morphed into text messages, social media postings, photos and “emojis.”

When those without a real understanding of what it takes to run a contact center make leadership selections, they may be basing decisions on the wrong criteria.

Why is it so difficult to provide proper governance that will break the chain that links funding for staff and training to 20th century private practice models?

Leaders must know where processes and tools are strong, where they are weak, and most importantly, how these strengths and weaknesses impact frequency, complexity and digital readiness.

Once a flaw in the foundation has been identified, it must be fixed. It must not be complained about as if there is simply nothing to be done to correct the situation.

It takes courage to bring forth difficult news. It takes mindfulness to not react immediately. No one can tantrum themselves to a solution!

The ability to properly plan, and measure the performance of the plan, improves your contact center’s visibility as a valued asset.

Healthcare contact centers are growing not only in numbers but also in scale.

How to assess your people, process, technology and call center management readiness for optimum success.

Engage the workforce in fueling the brand to change internal conversations and get the energy flowing in the right direction.