Mattersight feels that, by combining personality science with automation, it's revolutionizing customer service. Mattersight's Chief Marketing Officer Jason Wesbecher told Business Insider that for year’s calls were indeed recorded, but only about 1% were actually listened to and analyzed.
Mattersight's goal is to look at that other 99%. In the past 10 years, Wesbecher said the company has listened to about one billion phone calls.
"We've built 10 million behavioral algorithms and language libraries that are firing on a second-by-second basis to identify all of these previously abstract attributes that we can now quantify and put into a spreadsheet," Wesbecher said.
Those attributes include your personality style, whether you're upset, whether the agent shows empathy, and how much effort the exchange takes.
"It's a big data science approach to every second of every customer service phone call," Wesbecher said.
When customers reach out to call centers, they're frequently in distress — maybe their credit card's just been stolen or they've got a $10,000 medical bill that their insurance apparently isn't covering.
The PCM posits that everyone acts differently when they're in distress, based on their dominant personality type. Call centers that use Mattersight's products presumably provide better service because they connect callers with agents who know exactly how to handle their particular distress style.
The result of Mattersight's intervention is typically twofold: Customers are happier because their needs get satisfied more efficiently, and agents are happier because their calls go much more smoothly. Both employee and customer satisfaction increases. Mattersight’s CMO, Jason Wesbecher, said a large technology company implemented the routing product and within the first 90 days of using it saw a 23% improvement in call efficiencies. Meanwhile, the number of people who said they were unlikely to recommend the service to someone else decreased by 20%. "It's phenomenal and also pretty fascinating that it was a personality connection that drove those results.", says Wesbecher.
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Fred LeFranc is a turnaround specialist who has 30 years experience working in the restaurant chain business. He took over as CEO of a restaurant chain that was in trouble. He turned it around using the concepts of Process Communication.
He was so successful that Inc. magazine did an article on him. He believes that understanding the concepts of Process Communication Model® gives leaders a spotlight on someone’s brain.
This enables the leaders to understand where their team members are coming from, to be more tolerant of their positions, and to understand how to deal with them. Therefore, he used the concepts in his strategic planning meetings and found that these concepts took all of the noise out of meetings.
It reduced the in-fighting and distress reactions and allowed his staff and restaurant managers to focus on improving the profitability of their restaurants. He believes that to be successful in turning a business around, CEO’s must change the language and the culture of the business. The concepts of Process Communication Model® enabled him to do this very successfully.
Prior to this he was president of another company. He introduced the concepts of Process Communication to the company and had a 35% increase in same store sales in 3 years. This was unheard of in the restaurant business. He also had double digit growth in transaction average and in head count.
Paul Munzies was the Vice President in charge of collections in one of the largest financial institutions in the world. When he took over his new division, morale was low and there were invisible walls built up between the different departments.
People from one department did not talk to people from the other departments and, as a result, there were repetitive emails to customers, contentious phone calls to customers, and contentious phone calls and emails between employees in different sections of the division.
Paul heard about the concepts of the Process Communication Model® and decided that he could use them to communicate more effectively with his staff and build trust with them. He believed this was crucial if he was to reduce tension and improve the performance of everyone in the division.
Also, he intended to combine the different departments in an effort to break down the walls that existed between them. For that to work, he decided they needed to have a common language.
Therefore, he wanted everyone in the division to be trained in the concepts of the Process Communication Model ®. After everyone took the training, there was an exponential increase in trust and in relationships between employees.
They began to communicate with each other more effectively and to resolve issues with each other and with their customers. They began talking about things other than work and they began to trust him.
This was critically important for him to get them to buy in to his plans. He communicated his trust to the managers and they in turn communicated their trust to their people.
As a result they had great success. The performance improvement was quantifiable. They contributed an additional $10 million to the company’s profit the following year.
Major General Gale S. Pollock (ret.), the former Acting Surgeon General of the Army and the Commander of the Army Medical Department, used the concepts of Process Communication to develop teams, to support them, and to help them achieve their goals.
She used the concepts in every leadership position she held from the time she was a Lieutenant Colonel and was about to take over a very dysfunctional department in a tertiary medical center. She found that the concepts of Process Communication made her leadership easy throughout her career. Moreover, others noted the improvement in the performance of her staff members and wanted to know her “secret”.
She used the concepts to improve the morale and productivity of her staff throughout her career: i.e. as the commanding officer of the Army hospital at Fort Drum, New York, at the Martin Hospital at Fort Benning, Georgia, as the Chief of the Army Nurse Corps and the Commanding Officer of the Tripler Army Medical Center in Hawaii, as well as in her positions as Assistant Surgeon General and Acting Surgeon General of the Army.
She was the first woman and the first nurse to hold these latter positions and she believes none of that would have happened if she had not been able to use the concepts of Process Communication.
According to a report in the August 2012 issue of “Consumer Reports”, infections, surgical error, and other medical harm contribute to the deaths of 180,000 hospital patients in the U.S. each year and another 1.4 million are seriously hurt by their hospital care.
According to the article, medical harm is the third leading cause of death in the United States, but the government and the staffs at many hospitals are not paying enough attention to improving patient safety. Because of the importance of the issue, Consumer Reports has rated hospitals for patient safety. Specifically, they rated hospitals on 6 categories – infections, readmissions, communication, CT scanning, complications, and mortality. In all, they ranked 1,154 hospitals in 44 states. The worst hospital in the U.S. had a score of only 16 out of a possible 100. The highest ranked hospital had a score of only 72. Consumer Reports concluded that all hospitals, including even the best ones, have room for considerable improvement.
This will come as no surprise to readers of “Establishing A Culture of Patient Safety” (American Society for Quality, 2011). The book describes the behaviors of healthcare professionals in distress and explains how persons who knew how to apply the concepts of Process Communication were able to invite them out of distress, thereby enabling them to think clearly and perform their duties at a high level.
Communication improved; patient safety and patient satisfaction improved; staff morale and productivity improved; and the number of medical harms was greatly reduced.
“Establishing A Culture of Patient Safety” also has graphs demonstrating how a hospital in Alabama improved patient satisfaction, staff morale and productivity after staff members were trained in, and began using, the concepts of Process Communications.
Also, an 80 facility healthcare system (68 hospitals) was able to reduce “all accidents, including accidental deaths, below what we considered possible”, after staff members were trained in the concepts and also improved their processes.
The Ware Youth Center in Coushatta, Louisiana has a 2ecidivism rate that is less than 20% – the best in Louisiana and perhaps in the country. As a result of their success they have been given responsibility for all of the youth detention centers in northern Louisiana. In addition, in September 2007, they began constructing a facility to house all of the women in northern Louisiana who were adjudicated to the juvenile justice system.
To place the success of the Ware Youth Center in perspective, the national average recidivism rate is 69% and for youth who have committed serious crimes, it is 80%.
The staff at the Center were trained in the concepts of Process Communication Model ® in 2002. There was a 42% reduction in the number of student incidents in the 8 months after the staff began applying the concepts compared to the 6 months before they were trained. In addition, there were only 2 expulsions during that period compared to 13 in the 6 months before. There have been no expulsions in the several years since.
As graduate student at Louisiana State University her masters thesis was on the change at the Center. Every youth said that they intended to stay out of criminal activities after their release.
The results of the research were viewed with skepticism at the time. However, subsequent events have demonstrated that the incarcerated youth meant what they said. If there had been a support mechanism in place to help the 25% stay out of trouble after they were placed in the same environment, with the same friends with whom they got in trouble before, might they too have gone straight? We can only speculate about that. The wonder is that the 75% were successful.
Jennifer Sheehey is a 7th grade teacher in a suburban neighborhood in southern California. It had been the lowest performing middle school in the district on standardized testing for several years. There were 31 seventh grade students, a mixture of "lower performing" students and students with special needs, in Jennifer's class.
The students in this class were infamous with the administration and other teachers on campus because they were constantly in trouble for fights, classroom disruption, stealing, and swearing at teachers.
Jennifer told them about the concepts of the Process Communication Model®. In the process of learning about the various personality types and the needs of each, they began asking for more information. Specifically, they wanted to know how they could communicate better with their teachers.
Jennifer saw this as an opportunity to lead her students to develop a positive attitude toward school and improve their lives. In this way she led them to empower themselves using some of the concepts of the Process Communication Model®. After having the students self-identify the type they are, she told them what their needs were and they worked out ways to get their needs met positively. These are the results.
Overall, 30 of 31 students showed either an academic or behavioral turn around after being told about PCM! One student was about to be expelled from school at the time Jennifer decided to tell them about Process Communication. He previously had 15 recorded discipline incidents for the year. After he learned how to get his needs met positively, he had none. At the end of the year he told her that he now knew how to get his needs met without fighting and he found it much easier to talk to his teachers. He did not get expelled. He is still in school and he loves the 8th grade.
After being told about the concepts of the Process Communication Model®, two female students separately approached their teacher to confess that they were cutting themselves and had thought about committing suicide. They said they needed help and wanted to talk to someone instead of hurting themselves again. They both entered counseling and report that they haven't cut themselves or had suicidal thoughts since. The concepts of Process Communication made it possible to open these lines of communication and make the students feel safe to come forward.
In addition, the students wrote letters to the teachers they would have the following year telling them their personality type and their needs. In the letter they asked their teachers to help them get their needs met in their classes so they could learn more. The teachers asked Jennifer for help in understanding how they could do this. The students now are in the 8th grade. Their entire attitude toward school has changed and they no longer talk about dropping out of school when they turn 16.
Jennifer not only led the students to change their outlook and behaviors, but very quietly has influenced the other teachers to help their students get their motivational needs met positively by individualizing the way they teach.