Complete Agent Disengagement in One Email

I recently saw an email that was a good reminder to all of us that the words we choose to write can convey a very different meaning from what we intended to say, especially when the actions before and after the email aren’t mirroring what we wrote. The email I’m referring to was written by a supervisor who, from all accounts, thought she was writing a positive and motivating email to her agents but instead, she ended up killing any remaining agent engagement. The result was outright agent disengagement at its worse.

The supervisor who wrote the email has been in her role for two years.  According to her agents, she has never taken a customer call. They told me she loves to stay in her office most days doing anything other than helping them or interacting with customers.

“Instead of pitching in, she simply opens her office door and says loudly, ‘Can anyone take a call?  Customers are waiting.’”

What makes this even more irritating to agents, beyond the obvious fact that she doesn’t answer the calls waiting in queue, is that she shouts this while they are on calls with other customers or taking care of customers who have come in person for assistance.  The supervisor appears to be oblivious to the effect she has on her agents as well as the customers who are within hearing range of her shouts.

The center agents multi-task handling phone, email and face-to-face interactions and most have been in the center for more than 10 years. They also have the task of handling some administrative tasks.  At times, customers who prefer to have issues resolved in person will meet with an agent in an area close to the center.  The supervisor doesn’t offer to help with these visitors either saying, “I don’t know how to do that.  You (agent) handle it much better than I do.”  Unfortunately her agents don’t see this as a compliment but as her way of once again avoiding the customer interaction.

Staff has recently been added and the supervisor has taken no role in training these new agents.  One of the seasoned agents has been tasked with this job.  As you can see, the supervisor has never shown interest in being a part of the team and makes excuses about not having time, busy with emails, attending a corporate video chat meeting, etc. constantly.

Now to the email…

The supervisor decided to send out an email thanking the agents for all of their hard work and in the same email, welcoming the agents who had just joined the center a few weeks earlier.  Normally this would be a great idea but given her lack of interest in being a real “working” supervisor and part of the service team, the email was of course badly received.

Her email opened with words of appreciation and welcome.  The supervisor wrote that she knew without a doubt that the new people would benefit from the knowledge of the seasoned agents adding, “If they can train me, they can train you.”  She also wrote that she was still learning from them.  She said they should all support each other as well as the customers “they are paid to help.”

The email ended up with cheerful “Together we can do it!” message.  Of course the agents knew there was no together with this supervisor.  They were on their own.

It was true that the agents did train and coach with the supervisor but she showed no interest in applying the knowledge they shared with her.  She isn’t supporting them or even the customers that SHE is also paid to help.

“Insulted by the note and now totally disengaged, as an agent I’m now looking at options for future employment elsewhere.”

As managers and supervisors, we may occasionally say something that isn’t seen as positive by our agents, but putting it in writing is even worse since it can be printed, saved, reviewed and read over and over again.

Supervisors and managers need to find the time to be an active part of their team’s success. Agent disengagement is real, and it can destroy an otherwise great team. Make sure that the engaging emails you write to your team reflect engaging actions that you take to support them.

About the author

Since 1983, Melissa has partnered with Contact Centers and Retail Teams to help them develop strategies, operational processes and skills to successfully blend People, Process and Technology for Customer Experience success.

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