Tag Archives: From the Publisher

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Developing Your Callback Strategy

Design a Callback Strategy That Works for You and Your Callers

By Peter Lyle DeHaan, Ph.D.

Though not every caller will use it, many appreciate the option to have you call them back instead of waiting on hold. As with any technology, your implementation of your callback strategy has probably evolved over time. If so, look at what you’re currently doing to see if it still makes sense, to ensure it’s the optimum execution to best facilitate communication between you and your callers.

Here are some questions to ask yourself as you look at developing your callback strategy. Follow these tips to achieve the best results.

Where Are They in the Queue?

A much-appreciated courtesy you can give callers as they wait to talk to you is to let them know where they are in the queue. In short, how long before they can talk to somebody?

This is vital information for someone to know as they contemplate whether they should accept your offer of receiving a callback. If they can stay in queue and talk with someone in a minute or two, most people will be happy to wait. But if the delay is much longer, most will opt for a callback.

What about Your Callback Queue?

Once someone asks for a callback, do they go into a separate queue or is it integrated with your new-call queue? Having separate queues, allows for dedicated agents. Most will handle new calls and the rest will handle callbacks.

Alternately you can prioritize callbacks, moving them ahead of new calls. Or you can prioritize new calls, moving callbacks to the end of the queue. There may not be one universally right answer here, but there is a right answer for your operation. Just be sure to make an informed decision.

What Is Your Maximum Callback Time?

Another consideration is if you want to set up a maximum threshold to make the callback. If you wait too long, your customer may have mentally moved on to something else and isn’t ready to engage with your agent. Yet trying to place callbacks too quickly could jeopardize new-call responsiveness.

Consider what seems reasonable for the caller and doable for your operation.

What If You Can’t Make the Callback the Same Day?

Also develop a policy for what you’ll do if you get to the end of the day and there are still pending callbacks to make. Will you have staff stay late to make sure they happen?

Or will you roll those pending callbacks into the next day? If you do this, consider your customers’ reaction. It may not be good.

What If the Customer Isn’t Available When You Call?

Your customers are busy people, perhaps as busy as your agents. There’s a chance that when you call them back, they won’t be available. What should you do?

The worst reaction is to hang up and forget about them. You could leave a message and let them call you back. Or you could hang up and call them back in a few minutes. Even better would be to leave a message and call them back.

Should You Allow Scheduled Callbacks?

Putting callbacks in a general queue or having a separate callback queue supports optimum call center efficiency. But what about your customers waiting for you to call them back? Though it may be more work for you to let them schedule callbacks, it’s a smart customer-centric move.

Just be sure that someone calls them back when they request it.

Callback Strategy Summary

Offering to call customers back when you get busy is a feature that consumers increasingly expect call centers to offer. If they look for it and you don’t provide it, you’ll disappoint them. Disappoint them too often and they’ll take their business elsewhere.

Instead, follow these suggestions in developing your callback strategy, and you’ll score with your callers who expect you to call them back.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine. He’s a passionate wordsmith whose goal is to change the world one word at a time.  Read more of his articles at PeterDeHaanPublishing.com.

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Is Your Management Style Hurting Your Call Center?

After Doing All You Can on the Hiring Side, Turn Your Attention to Retention


By Peter Lyle DeHaan, Ph.D.

A college friend recently shared his experience working at his part-time job. Several of his coworkers had quit, and he planned to do so as well. His departure would move his employer from drastically short-staffed to critically understaffed. She begged him to stay and offered him a significant pay bump, moving him to nearly three times minimum wage for his unskilled, entry-level position.

Peter Lyle DeHaan, Publisher and Editor of Connections Magazine

He accepted. But he quickly regretted his decision.

Three weeks later he quit for good. “She was just too hard to work for,” he said, “and no amount of money would get me to stay.”

He found another job right away. Though his new one doesn’t pay as well, he likes his boss and feels appreciated. He now enjoys going to work. As a bonus, the hours don’t interfere with his school schedule or studying.

In a different era, his first boss’s management style would have worked. Yes, she would have churned through employees, but hiring a replacement wouldn’t have been an issue.

Times have changed. It seems every business today is in a hiring mode. They’ve upped their pay, improved their compensation plan, and lowered their expectations. But they still have trouble filling open slots, as well as keeping the employees they do have. And I hear rumblings—and have personally witnessed it—that some of the employees they do have fall short of expectations and are less than the caliber they once hired.

The common solutions to filling open positions in a tight labor market are to pay more, improve benefits, and be more accommodating. These are good solutions, but a better approach may be to re-examine your management style.

Quite succinctly, is your management style hurting your call center?

In thinking back to past jobs, I’ve had managers who were patient, and others who were demanding; some were kind, and others were tyrants; some were complimentary, and others were condemning. I liked some and feared others. And when it came to compensation, some were fair, and others were cheap.

For the good jobs with great bosses, I stayed with those companies for a long time, working until my situation or their need for me changed. For the other jobs with less-than-ideal bosses, I moved on as quickly as I could.

Each one of these was a learning opportunity, teaching me what to do and not to do when it came to supervising staff and leading people.

When I moved into management, I strived to be a fair boss and treat employees well—to be the kind of employer I wanted to work for.

Though I didn’t always succeed at meeting my goal, I know that most of the time I did. Some employees noticed this and even thanked me for it. And a few told me I was the best boss they ever had.

I’m not sure how my focus on being a desirable boss and worthy employer affected our turnover, but I do know I felt good about myself and the effort I put forth to make the operation a better place to work.

If your call center is short-staffed and you can’t find enough qualified employees, despite paying more and offering more, the long-term solution may be to focus on the retention side of the equation.

Look at your management style. Seek changes that will allow you to have a more positive impact on your staff and lead them in a more effective way.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine and the author of Sticky Customer Service. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Articles

Call Center Work-at-Home Opportunities

The Benefits of Home-Based Telephone Agents

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

In the past few years, we’ve seen an unprecedented move to pursue work-at-home opportunities in call centers. Granted, a few operations were already there. And some outright reject home-based staff as an option. But others have embraced a distributed workforce as a new way of doing business. And most operations have moved in that direction, albeit with varying degrees of interest and success.

Work-at-home opportunities apply to all employees, both agents and non-agent roles. At the risk of reviewing what you already know, here are some reasons why you should consider tapping home-based employees.

Retain Existing Staff

Providing employees with the option to work from home may mean the difference between keeping a great employee and losing them to another company—even a competitor—who offers that option.

Sometimes an employee’s situation changes, and they can’t—or no longer feel comfortable—coming into your office to work. But you can keep them as an employee if you offer them work-at-home opportunities.

Attract New Staff

When you’re looking to hire staff, having work-at-home opportunities for them to consider may mean the difference between you hiring a new employee and losing a great prospect. Don’t miss out on an otherwise-qualified candidate because you don’t allow for them to one day work from home once they’ve proven themselves.

Expand Labor Market

Every call center, it seems, struggles to find qualified employees. Though most prefer to pursue hiring from the labor market where the call center is located, this severely limits your prospects. By offering work-at-home opportunities, you can expand your labor pool to cover anyone, in any area, who has stable internet service.

New Agent Solutions

There are also a couple of new work-at-home opportunities that present themselves once you remove the restrictions of working from a centralized office. Though these aren’t impossible outcomes to realize with your in-house staff, they’re much more realistic to achieve from a home-based workforce. These are split shifts and on-demand work.

Split Shifts: Split shifts occur when an employee doesn’t work in one continuous block of time, but in two or even three smaller blocks. This can be ideal in meeting scheduling forecasts.

This depends on the specific needs of your call center and what your traffic looks like, but it could include working at the beginning of the business day and again toward the end. Or it may be taking calls for a few hours midmorning and a few more hours midafternoon.

It’s a lot to expect someone to travel to a call center to only work a few hours, leave, and then come back for a few more. But it’s much more realistic when someone’s already at home, can quickly login, work, and then log back out.

On Demand Work: Split shifts also point to another solution, which is on-demand work. This is effectively having someone on standby for when your call center gets busy. If they’re already at home and have a flexible schedule, they may be more than willing to log in and take calls to handle an unexpected traffic burst and then log back out when things return to normal.

Just make sure to treat your on-demand employees fairly. In exchange for their flexibility, pay then a higher hourly rate for on-demand work. It also means only contacting them when you really need them and promising them a minimum amount of pay when you do, such as for at least one hour. What you want to avoid is having someone take calls for only a few minutes at a time, multiple times throughout the day. This will lead to frustrated staff and burn out.

Conclusion

Work-at-home opportunities abound. Make sure to make the most of them to best staff your call center, maintain a qualified workforce, and serve your callers.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine. He’s a passionate wordsmith whose goal is to change the world one word at a time.  Read more of his articles at PeterDeHaanPublishing.com.

Articles

Look Forward to Embrace the New Year

Seek to Control Whatever You Can to Produce Optimum Outcomes

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

The last two years have been rough. And I’m ready to embrace the new year.

Though I hate to tap the too-often-stated label of unprecedented, it’s an apt description of what we’ve been through. Just as individuals have suffered, so too have the call centers that employ them and the customers they serve. 

For most operations, it’s harder than ever to find and retain good employees. In general, clients and callers are less patient and more demanding than ever before. And there’s inflation to worry about too—something that’s not been an issue for several decades—that will drive prices and wages higher.

Yet I’m optimistic. 

Not only do I want to be positive, but I must be. Though many subsist in the fog of ongoing shock, with a near-PTSD perspective, I’m excited about the opportunities I see. I’m looking forward to what the next twelve months will bring. 

Here’s why I’m ready to embrace the new year:

Battle Tested

Recent months have showed us what’s important. We’ve adjusted our perspective and adapted to changes that we didn’t want and had little control over. Though we miss what was, we now realize that some of that wasn’t so important, and we learned to accommodate our situation to pursue what really does matter in a new and fresh way.

This applies to both our personal lives and to our call center operations.

We’ve survived. We’re ready for whatever happens next and in whatever form it may take. We’ve proven to ourselves—and everyone else—that we can adjust. Using this as our foundation, we are ready to embrace the new year with confidence. 

Opportunities Abound

Some people, and some businesses, have hunkered down for the long haul, waiting for things to return to normal. Normal is nice, and I hope to one day fully realize it. But if normal never returns, I’m okay with that too. 

This is because the future holds opportunity. It’s for us to seize these opportunities and make the most of them. As the old saying goes, “When life gives you lemons, make lemonade.”

In the call center industry, for instance, we can bemoan labor shortages, scheduling nightmares, and the upward pressure of wages, or we can seize it as an opportunity to shift into a new perspective, an enlightened mindset. Of course, I don’t have an example to share—at least not yet—but you get the point.

Shift from a problem mindset to an opportunity perspective so you can best embrace the new year.

We’re Only Limited by Ourselves

Walt Kelly’s comic strip Pogo gave us the classic line “We have met the enemy and he is us.” Though Kelly originally referred to pollution, the sentiment has broad applications. This includes our personal life and our call center operations. We can be our own worst enemy, limiting what we think, what we accomplish, and what we aspire to. Or with a shift in our outlook towards the possibilities before us, we can think, accomplish, and aspire to much. We’re only limited by ourselves.

Moving Forward

Though I haven’t provided actionable recommendations, I do hope I’ve offered encouragement to step into and embrace the new year with an enlightened, optimistic perspective that you have the potential to make it an amazing year for yourself, your family, and your work. Your call center employees, clients, and customers will appreciate your efforts.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine. He’s a passionate wordsmith whose goal is to change the world one word at a time.  Read more of his articles at PeterDeHaanPublishing.com.

Articles

Dealing with Staff Shortages

Tips to Achieve a Full Schedule for Your Call Center

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

For years many call centers have faced an ongoing challenge to fully staff their operation. But over the last year and a half this quest has become even more difficult, with an increased number of people opting to stay home and not work. But this doesn’t mean the task of finding all the staff you need is insurmountable. You can conquer staff shortages.

Here are some tips to better fill your call center agent schedule. 

Avoid Short-Term Gimmicks to Counter Staff Shortages

Tales abound of large signing bonuses, referral fees, and unsustainably high hourly rates. These may get warm bodies in your door, but will they complete training? And if they finish training, will they stick around?

And when existing staff hears of the lengths you’ve gone through to fully staff your operation, they may resent these new hires for the incentives they received, perks that you didn’t offer them. They may resent you too. This disappointing attitude can negatively affect their work and their longevity.

Instead of pursuing short-term tactics, which will produce long-term grief, consider pursuing the following options that are more sustainable.

Embrace Work at Home to Add Employment Flexibility

You have home-based agents or are considering it as an option. But have you fully embraced it? Though it may be wise to start out small and proceed with care when it comes to managing a remote workforce, you must make a full commitment for this to work on a large-scale. This may be the easiest solution to counter staff shortages.

Target Underutilized Labor Markets to Find Qualified Agents

Most call centers prefer to hire in their local labor market. They do this even though they have a work-at-home model. This makes sense from a logistical standpoint. It eases training, technical support, and management. It also allows them to gather in person for meetings and to sometimes work out of your office.

Yet there are probably nearby labor markets that aren’t as close and are underserved. Though not as common as they once were, they’re still geographic areas that have more qualified workers than viable jobs. Dig into these markets and you will likely mine some great employees.

Another type of underutilized labor market isn’t bounded by geography but by circumstance. Some eager and qualified workers are homebound for assorted reasons. This might be a lack of transportation, limited mobility, or social anxieties. But these people can still do an excellent job at phone work from the comfort and safety of their homes. And they’re waiting for a chance to prove themselves to you.

Consider Going Out of State to Embrace Areas with Lower Living Costs

Though you add another layer of payroll complexity when hiring staff in a different state, it may be worth the extra effort. Look for regions with a lower cost of living. Workers in these areas may have a correspondingly lower compensation expectation. If it costs them less to live, they won’t need to earn as much from their job to have a satisfactory lifestyle. 

Review Your Compensation Package 

A common first response to dealing with a labor shortage is to pay more. Yet I list this last because it’s the last thing you should consider. Yes, your hourly rate or benefits may be holding you back from getting the employees you need and retaining the ones you want to keep. Don’t, however, sweeten your compensation package without pursuing the above options first.

Yes, some call centers underpay their agents and suffer as a result. If your hourly rate is less than that of most other comparable positions, you need to pay more. You may need to add benefits to what you currently offer too.

As you do this, however, don’t make the mistake that most every employer makes when they increase their hourly rate or enhance benefits. If you pay more, expect more. 

I repeat: if you pay more, expect more. Don’t pay more to hire the same caliber people that you always have. Increase your expectations and tighten your screening processes. There are qualified people out there, but you won’t encounter any if you’re not expecting to find them.

Staff Shortage Conclusion

Though staffing challenges are part of the call center industry, you can take steps to better deal with finding and keeping the employees you need to run an effective operation. Avoid short-term hiring gimmicks, embrace home-based staff, seek under-tapped labor markets, consider out-of-state hiring, and update your compensation package.

When you do these things with focus and intentionality, you’ll be more successful in hiring and keeping great telephone agents.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine. He’s a passionate wordsmith whose goal is to change the world one word at a time.  Read more of his articles at PeterDeHaanPublishing.com.

Articles

Call Center Innovation Provides Fresh Opportunities

Develop a mindset of ongoing change to produce meaningful results

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

Most call center owners and managers want to see innovation in their call center. They yearn for leading-edge solutions that will promote quality and drive client loyalty. These are lofty goals. And they are also equally hard to realize.

In truth, connecting call center innovation with actionable outcomes presents a challenging situation. So, instead of seeking big, revolutionary business overhauls, look for simpler ways to integrate innovation in the day-to-day operation of your call center.

Each time an innovation opportunity presents itself, don’t first seek ways you could tap it to revamp your operation. Instead look for ways call center innovation can provide incremental change to what you already have. Here are three considerations.

1. Enhance Existing Services

With each new opportunity that presents itself, consider how it can enhance what you’re already doing. This is simply looking for new ways to do what you’re currently doing better.

For example, when voicemail first came on the scene, the industry assumed automated message taking would replace people doing the same thing and would do it for less. Yet these fears were unfounded.

Yes, this did happen to a small extent, and some visionaries built new businesses around this ground-breaking technology, but most operations adapted the technology to enhance what they were already doing. The result included voicemail message retrieval, customized greetings, and personalized auto answer to list a few common innovations.

Each one expanded what the call center could do. So, look for these types of opportunities with each new solution that presents itself.

2. Offer New Services

Another consideration when call center innovation presents itself is to consider what new services you could offer because of it. This is what many outsource call centers did when voicemail came along. 

They continued offering their agent voice services as they always had. And they now had a new service using voicemail technology: automated message taking and delivery.

Voicemail didn’t replace what they were doing but added to it in the form of a new service.

3. Expand into New Markets

Sometimes an innovation can allow you to expand into new markets. For example, as answering service software became more sophisticated, it allowed its users to move into telephone order taking, appointment setting, and database integration.

Conclusion

Call center innovation need not happen in huge, revolutionary jumps. We can better apply innovation as manageable tweaks on a consistent basis over time. This is the best and easiest way to find new opportunities for your call center.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine and the author of Sticky Customer Service. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Articles

Create Sticky Customer Service in Your Call Center

Real World Customer Service Stories to Inform Your Practices

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan

For over twenty years I’ve written a “From the Publisher” column in each issue of Connections Magazine. For many years that meant six columns a year, although it initially was four and at one time it ballooned up to ten, but we’re now rightsized at six. Altogether I count 174 columns, plus many other articles that I’ve published in Connections Magazine over the years. That’s a lot of writing and even more words, enough to fill several books. And that’s just what I’ve done—and more.

I’ve taken my best customer service posts, updated them, and added content. Then I wrote more examples and compiled them into a book. The result is Sticky Customer Service. It’s now available in e-book, paperback, and hardcover.

The vision of Sticky Customer Service is to share real-world examples to illuminate customer service done well and customer service that falls short. The goal is to help enterprises—including yours—to stop churning customers and start growing your business. Through its pages you’ll discover helpful customer service tips to encourage you to do better and celebrate what you do best.

For the call center industry, we normally think of customer service as happening over the telephone. But it also occurs in person and online. It’s critical that we excel in each of these three areas to form a comprehensive customer-focused perspective that pursues excellence through all channels. And even if your intent is to focus on the section covering telephone customer service, the other sections will still inform your outlook and give you helpful insights.

Customer service isn’t a once-and-done effort. It takes ongoing focus to truly meet customer expectations. Sticky Customer Service delivers over two dozen practical, action-oriented insights to help you turn customer service from an ingrained weakness into a strategic strength. It’s a great tool for organizational planning, staff discussions, and customer service training. It will help you create sticky customer service for your organization.

Sticky Customer Service is the first book of my new Sticky series. Upcoming books include Sticky Sales and Marketing and then Sticky Leadership, capped off with Sticky Living. 

Get Sticky Customer Service and take the first step to turn customer retention into a core business strength.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine and the author of Sticky Customer Service. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Articles

The Benefits of Home-Based Call Center Agents

Discover Why Every Call Center Should Move Toward Having a Remote Staff

By Peter Lyle DeHaan, PhD

Peter Lyle DeHaan, Publisher and Editor of Connections Magazine

Many businesses struggle to find entry-level employees. This includes the call center industry. Though the technology to allow for remote work has existed for a long time—and continues to get better—some call centers are reluctant to embrace the option of home-based call center agents.

This may be due to several factors. A key one is the challenge of managing a distributed workforce. Another is being able to ensure quality. A third is a tendency to want to continue doing what we’ve always done and are comfortable doing.

Yet business dynamics continue to change. And the rate of change has accelerated in the past year. If your call center continues to pursue a paradigm of having all employees work from a centralized location, now is the time to challenge that perception and reconfigure your operation to address today’s needs and prepare for tomorrow’s opportunities.

Here are some of the key benefits of hiring home-based call center agents.

Tap Homebound Workers

Some otherwise-qualified employees want to work but for varying reasons are homebound. This may be due to their preference or their circumstances, but the fact remains that they are eager candidates. It’s just that they can’t go to work, so you need to bring the work to them. Fortunately, this is easy to do, as well as being a perfect fit, for call center work.

Though some situations don’t fit, such as people tasked with childcare or eldercare, other contexts are a nonissue. This includes people who lack transportation, live too far away from your office, have mobility issues, or struggle with social anxieties. These people can potentially work remotely and function as ideal home-based call center agents.

Expanded Labor Pool

If your local labor market lacks qualified or willing candidates, has unrealistic compensation expectations, or suffers from a low unemployment rate, explore an untapped or under reached labor market to find home-based call center agents to staff your operation and round out your roster.

Flexible Scheduling

Many call centers could benefit by scheduling people for split shifts, working an hour or two at various times throughout the day to meet traffic peaks. In addition is the dream of having on-demand workers who could login to process calls to deal with an unexpected deluge of traffic, be it for a few minutes or several hours.

Both these dreams are a realistic option with home-based call center agents. Many are willing to accept odd schedules or be available for on-demand work. They measure their commute in steps, not miles or minutes. And, unless your operation uses videoconferencing, their appearance doesn’t matter. They don’t need to follow an office-based dress code. Since there working from home, they can login within seconds and take calls for short shifts or on-demand, as well as regular shifts.

Of course, not every home-based employee will embrace this paradigm, but some will, and they may even prefer it.

Save on Facility Costs

With home-based call center agents, you have less people working in your office. This means you can scale back on your facility. Taken to its logical conclusion, you will have no staff working in your office. As a result, you’ll be able to close your office or sell your building. This will cut your costs and bolster your profits.

Provide Safe Employment

Though this concern is not as high as it once was, we should prepare for the possibility that it could one day reemerge, perhaps as an even more dangerous threat.

These are all benefits that have been around for as long as home-based call center agents have been a possibility. Yet there is one more benefit—a key consideration in this uncertain time—that you should not overlook and will be wise to embrace. This is, quite simply, working from home removes employees from the physical contact of others, eliminating the possibility of getting a virus from their coworkers.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine. He’s a passionate wordsmith whose goal is to change the world one word at a time.  Read more of his articles at PeterDeHaanPublishing.com.

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A Vast Repository of Call Center Industry Articles

Three Decades of Valuable Industry Content Available at No Charge

By Peter Lyle DeHaan, PhD

Peter Lyle DeHaan, Publisher and Editor of Connections Magazine

Every article that appeared in Connections Magazine for the past twenty years is available here online, as well as most of the articles that occurred in the eight years prior to that, starting with Volume 1, Number 1 in July 1993. That’s twenty-eight years of valuable industry articles.

I’ve grouped each one of these articles by topic, allowing you to quickly find all our content relating to a specific subject. You can also use the above search option to find content by keyword, author, or company.

ConnectionsMagazine.com currently has over 1,600 call center industry articles and over 600 news items. That’s a lot of content waiting for you to explore and use. Though we incurred much expense to curate, edit, and post this information, we happily provide it to you at no charge. Our sponsors and other advertisers, which you can see on the left sidebar, make this treasure trove of information available to you whenever you need it. Please join me in thanking them for their continued and invaluable support.

More Peter Lyle DeHaan Articles

This column marks my 188th column for Connections Magazine, give or take a couple. As shocking as it sounds, that means I’ve written over 11 percent of the articles on this website. 

Besides 188 articles here, I’ve so far written 95 for TAS Trader, 140 for AnswerStat, and 56 for Medical Call Center News. That’s 479 industry-related articles.

People sometimes ask if I’ve published an article about a certain topic. Most of the time, I can’t remember. Over my career, I’ve written millions of words, so please don’t be too critical if my words began to blur. And when I have a vague inkling that I’ve covered a subject, I’m not sure which publication it might have been in.

To address this, I’ve combined all my call center industry articles in one place. (I also include over 100 articles about business and 600 about writing and publishing, for over 1,400 of my articles all in one place.) On that website, I grouped my articles by category. It also has a handy search feature.

Peter Lyle DeHaan Books

With all this content, you might wonder if they will ever appear in book form. The answer is yes. They will. I’ll start with some general business books—with an underlying call center perspective—covering customer service, leadership, and sales and marketing.

Look for the first of these books, Sticky Customer Service: Stop Churning Customers and Start Growing Your Business, later this year. More books in the Sticky series will soon follow. 

I’ll also compile content from my various publications to produce some call center industry books as well. These are also in progress. All I need is the time to complete them.

I will announce these books’ availability here as soon as they’re available.

Thank you for reading these call center industry articles and thank you for your encouragement. It keeps me writing.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine. He’s a passionate wordsmith whose goal is to change the world one word at a time.  Read more of his articles at PeterDeHaanPublishing.com.

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Welcome to Connections Magazine 3.0

Read Connections Magazine Anywhere You Have Internet Access

By Peter Lyle DeHaan, PhD

Peter Lyle DeHaan, Publisher and Editor of Connections Magazine

As announced last year, the January 2021 issue of Connections Magazine marks an exciting turning point for us. Following a long-standing industry trend, Connections Magazine is now exclusively an online e-publication. We’ve gone all digital.

This means you can access all our content—articles, industry news, vendor intelligence, and association information—anytime, anywhere you have internet access. Read Connections on your computer, laptop, smart phone, tablet, or any other internet-connected device.

To get you started, here are some links to key sections on our website:

We’ve already successfully navigated this transition with our sister publication, AnswerStat, in becoming an e-publication in 2016. Since that time, AnswerStat has continued its mission of being the information hub for the healthcare contact center industry.

We now seek to build upon this history of accomplishment with Connections Magazine.

Advertiser Supported and Free to You

Throughout our 28-year history, Connections Magazine has been an advertiser supported publication. What’s this mean? Quite simply that our sponsors and advertisers provide the funds to produce each issue.

Thanks to them, you’ve always been able to read Connections Magazine for free and will be able to continue to do so. 

We will have no paid subscriptions, and we won’t hide the information you need behind a paywall. It’s readily available for you and all the industry to read. 

Every vendor and association listed on this website helps make Connections Magazine possible. Key among these are our valued sponsors:

Our other advertisers include TASbiller, CenturiSoft, Alliant, and Quality Contact Solutions. 

Please join me in thanking each one of them for doing their part to maintain Connections Magazine as a valued industry resource and to serve the call center industry.

A Milestone

Besides my excitement over transitioning Connections Magazine to a 100 percent e-publication, this year will see another landmark moment for me.

In August, I will have completed twenty years at the helm of this publication and as president of Peter DeHaan Publishing, Inc. It’s been a fun and invigorating, albeit at times challenging, adventure. I look forward to many more years of providing you with valuable, actionable, and helpful industry information.

In addition to Connections Magazine, I also produce TAS Trader for the telephone answering service industry and AnswerStat and Medical call Center News for healthcare call centers. These are also advertiser-supported publications, made free to readers.

A New Year

I can’t conclude this column without noting the passage of another year. Last year was indeed challenging for everyone. Lockdowns, restricted mobility, and social distancing shoved our world into an unprecedented time of confusion and perplexing thoughts.

The call center industry, however, found itself well-positioned to provide essential and safe communication between businesses and their customers. I’m proud to be part of such a resilient and indispensable industry that did much to help us navigate what last year threw at us.

Though turning the calendar to a new year does not return us to business as normal, it marks the opportunity to move forward and embrace a new future with new opportunities. I am confident that the call center industry will help our world successfully embrace what lies before us.

And Connections Magazine will be there every step of the way.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine. He’s a passionate wordsmith whose goal is to change the world one word at a time.  Read more of his articles at PeterDeHaanPublishing.com.