Kathleen Peterson

When complacency dominates a culture it is insidious and has a gradual and cumulative effect. Change is resisted and innovation and creativity become unknown commodities.

Keep in mind that the actions between the practice and the contact center are not handoffs. Rather, they are hands extended to achieve a hand-in-hand approach to making the new model work!

Taking a fun approach to requisite activities like training, coaching and communication demonstrates leadership’s willingness to put the same level of effort into the frontline experience as the front line is expected to put into the customer experience.

Those who begin a centralized scheduling contact center without a solid plan may wind up with an inefficient and costly model, one that is broken up into small groups dedicated to individual practices.

Despite the never-ending seduction of new and emerging automation technologies to drive cost savings, customer care professionals must keep in mind the value of human contact.

The challenge is that contact centers in healthcare have emerged somewhat haphazardly. Think of it as evolution by default rather than by design.

While service level has long been seen as a measurement tool, its primary strategic mission is to serve as a strong and stalwart planning tool. It is the foundation without which realistic budgeting and staffing are at risk.

Contact center communication must be more about empathy and less about apathy and disengagement. When observing calls, listen for what is NOT said.

The challenge is that contact centers in healthcare have emerged somewhat haphazardly. Think of it as evolution by default rather than by design.

It is absolutely critical to be able to articulate your performance, your contribution, and your needs in ways that resonate with business drivers.