Telephone Techniques - Articles - Andrew Schwartz

Products - Articles

ReadySetPresent Articles can be purchased for $15.00 and are reproducible for a $1.00 royalty fee per copy. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible). You can purchase all additional royalty copies by clicking here or visiting the reprints page.

Telephone Techniques
by Andrew E. Schwartz

How important is your telephone? Compared to attributes like product knowledge, supervisory skills, and data base processing, telephone skills may seem mundane. Yet the telephone is a tool of paramount importance as it mirrors your organization’s image. Ironically, many receptionists and other front line organizational representatives never receive formal telephone training; therefore, their telephone techniques can put an organization at a disadvantage. Your support staff’s telephone manner can enhance your corporate image, so it is crucial that telephone etiquette be part of office repertoire.

Although telephone etiquette is a rare commodity in the workplace, once recognized as an asset, it can be acquired with proper training and persistence. The communication problems that plague many organizations are so elementary they are often overlooked. Many executives think telephone courtesy is innate since courtesy is common sense, however, proper telephone behavior is not always so obvious and easily executed. Therefore, proper protocol must be established. However, how many times have you overheard staff use inappropriate phrases such as, “I’m sorry, he’s all tied up right now,” or “Mr. Jones is out to lunch?” And how many times have you conducted a major search for a pen while the caller reverently recites information over the telephone? Fortunately, there are a host of practical solutions to the problems of poor telephone communication.

Assess the situation: A perceptive manager must look long and hard at the organization’s telephone communication policies. Are there any; if there are, are they pertinent, and do staff abide by them? If there are no current policies, compile a list, distribute to each employee, and insert it into your operational procedures manual. Next, evaluate staff’s telephone techniques. If clients complain about lack of courtesy, about not getting return phone calls, or about being left on hold for too long, then your support staff may be damaging your image. In addition, if you often get bothersome calls, calls that others could easily handle, or if you often receive incorrect messages, then your employees may need a refresher course in etiquette.

Don’t overlook the obvious: Your communication problems could be the result of an inadequate telephone system. An organization’s growth can stagnate due to a telephone’s inability to accommodate current volume. If your system has a rotary dial, a communal intercom, less than three outside lines, or is unable to efficiently handle heavy interpersonal or public relations, then it may be time to upgrade systems.

Since purchasing a telephone system is a major expense, it is crucial that every practical aspect be addressed prior to purchase: can the organization afford the purchase, is the organization expanding or are cutbacks inevitable? Whatever the case, a pragmatic evaluation is necessary to purchasing a telephone system.

Telephone Purchasing Checklist:

Is the telephone system applicable to your needs; does it include all the options you need?
Can the system be upgraded; can additional telephone lines or options be added in the future?
Is the technology new or old; will it become obsolete in five years, or is it already?
Can the system accommodate organization’s volume?
Do staff approve of choice?
Do you have a record of your telephone evaluations to examine?
Was the system recommended by a colleague; have you witnessed it in action?
Do you have enough time to properly assess the systems you’ve chosen?

Avoid purchasing a telephone system with greatly advanced technology. You probably won’t benefit from a technology that just entered the market since there are often numerous quirks to be ironed out and few organizations will have a compatible system. Choosing an inappropriate system is a frequent mistake which can lead to devastation. It is best to choose a system that has been in the market for at least three years since most of the problems have been worked out and the cost cut substantially.

Slang Can Be Damaging: Once stored in long term memory, a phrase is permanent. It is recalled semi-consciously, as are telephone numbers, and used until it is changed. Still, it can be periodically recalled since it is part of the long term memory. Such phrases may be unprofessional or mildly offensive. Therefore, we must choose correct and generic phrases to respond to common inquiries. The right combination of knowledge, courtesy, and care can skyrocket your organization’s public image to the top. Rectify any problem by recognizing the saboteurs from the saviors of good communication:

Inability to properly use telephone equipment
Inability to describe organization’s function
Speaks impolitely and uses inappropriate language over telephone
Preoccupation with other tasks while on telephone
Indiscretion; relays potentially embarrassing information to caller
Unaware of appropriate personnel’s schedules
Eats while talking on telephone

Training Is The Key Do your employees know what pleases the caller? Simple procedures such as answering the telephone on, at maximum, the third ring, speaking directly into the mouth piece, paying attention to the caller, and proper assistance can enhance the public’s opinion of your organization. However, most crucial may be your employee’s knowledge of the organization. Knowledge is the fundamental asset of any communicator since they will be consistently tested on that knowledge through inquiries about the organization, themselves, personnel, and the market. Therefore, if your employee does not understand the function of the organization, or if the caller knows more than your personnel, then more preparation is necessary prior to answering the telephone. Often staff are thrust before the telephone knowing no more about the organization and\or the telephone system than a pedestrian. While an effective employee will inquire about the organization’s function and the telephone system, a good manager will provide product literature and telephone training for staff. A good communication system starts with educated personnel; following are basic rules your staff must practice:

understand how to use telephone equipment
answer telephone as quickly as possible
speak directly into telephone, identifying organization
use pleasant tone of voice
listen to caller and assist properly
know function of organization
know schedules of appropriate personnel
recognize important clients’ voices
follow through on promises
keep the caller informed
give callers direct numbers when possible

Communication is the backbone of every successful organization, therefore knowledge of the telephone equipment is essential. Many organizations fail to reach the full potential of their telephone systems since employees have never been sufficiently trained on the telephones. Ideally, a telephone communication system is in sync with an organization’s needs. Ironically, staff training is considered trite. Your employees must know what each button on the telephone is for, how to make conference calls, when to use the WATS line, and how to use such options as call waiting. While self-training is perceivable, best results stem from professional training since the presentor will cover every aspect of the telephone equipment aside from options frequently used.

Many receptionists consider the telephone bottom priority since it often interrupts another task and since upper management stresses little interest in the organization’s importance and communication capabilities. It is easy to be discourteous to the public over the telephone as the caller does not pose any visible threat. Usually the person ansering a general caller has no stake in the caller’s welfare since the caller only use the first person who answers your phone as a stepping stone, and since caller complaints, in many cases, are shrugged off by executives who rally to that first person to answer’s their phone (although the client doesn’t know this). This poor managerial practice results in a loophole of miscommunication. The problem will never be solved unless it is addressed firmly and constructively.

Callers are vulnerable; they call your office seeking information and either expect too much or just a little empathy. If supplied with sufficient information, or a little concern, the caller will be pleased. When the telephone rings, instead of wincing, staff must be compelled to assist the public as best they can, however, reaching this plateau takes time, concern, and teamwork. Therefore, if callers rank second to a tuna sandwich or a co-worker’s joke, then your employee’s priorities need rethinking.

Although a simple concept, empathy is difficult to achieve if it is not already borne within a person. However, it is necessary for successful communication. If your employee’s understand and care how the caller feels, and conveys it through desire to assist, then the caller will be pleased that they are understood. Although some people are incapable of achieving empathy, or the ability to understand how one feels, it can be mastered if the initial desire is present.

Trust is the basis of any relationship and extremely important in business. Callers depend on receptionists to help them solve their problems, and many times that means the ability to follow through on promises. If your employee’s do not return calls as promised or fail to give you or your clients messages, then your clients and your organization are being unjustly treated. In addition to being trustworthy, your employees must be alert. Alertness and motivation play important roles in business and over the telephone. Callers feel important when recognized by name over the telephone. If you have a handful of clients that call daily, your employees must remember their names and greet them accordingly. While your employees inevitably has to inquire as to who is on the telephone, recognizing voices of frequent callers helps the reception process move quickly, and avoids caller aggravation. If possible, your key personnel handling your telephone calls must be introduced to important clients to establish a professional relationship.

Although most callers don’t mind repeating information over the telephone, some may be annoyed when asked to rehash their names and telephone numbers. Your receptionist or the first person to anser your call must handle irate callers by contributing extra effort to please them. For example, looking up a caller’s number instead of asking for it can subdue an irate caller, and stress the importance of their call.

Your time is valuable and you’d rather not be bothered with calls that aren’t urgent. You want to reap full benefit from your receptionist, employees or team, but you can’t seem to break through your own communication barriers. You could be guilty to stunting anyone’s communication skills. Often poor public relations results from poor interoffice communication. However, communication barriers are not always recognized. If misunderstandings often occur, if you don’t listen to your receptionist’s, or if you do not have a positive feedback relationship with your receptionist, then you may have interior communication problems.

Fuel your receptionist with information; receptionists are not omniscient. In many cases, communication blockage occurs since executives don’t inform the receptionist of their schedules. Stock your receptionist with your weekly (or monthly) itinerary, daily lists of expected calls, messages to relay to callers, and indicate when you expect to be in the office and when you don’t .If your receptionist has to issue a search warrant every time the phone rings, put yourself on probation and start contributing to a better communication system.

Listen to your receptionist. Listening is necessary to perform properly. Your receptionist is one of the staples of your organization and can provide you with crucial information about clients, problems, and solutions. Establish a friendly, open relationship with staff by supplying information about the organization, your feelings, and suggestions. If you take the time to care, and treat staff like colleagues instead of employees, better communication will result. Likewise, ask staff for suggestions and comments on appropriate topics and enhance interpersonal communication further.

Encourage your receptionist when performance is commendable. If the office has been running smoothly, encourage further success with a good word. However, give constructive criticism when improvement is needed. For example say, “Thank you for the message Sally, however, could you indicate the time of the call in the future?” or “Thank you for the message, George, but could you make sure you include the area code next time?” Instead of “I thought I told you to write the time down!” Or “Get it right the next time!” Working with your receptionist, not against, and establishing rules together will heighten morale and encourage continued success.

Encourage Initiative: Taking Taking responsibility can be a gamble, but most receptionists are willing to roll the dice. Give them the cue to handle specific calls and they will probably follow through with flying colors. Thus you can spend more time working on your projects and less time ducking sales calls. If your receptionist cannot handle simple telephone inquires or handle the calls you’ve made them responsible for, then full potential may not be reached. To ensure proper telephone coverage, take the following steps:

compose a list of calls you want your receptionist to handle
provide office policies regarding those calls (these policies must already be developed and in your employee handbook)
compose a brief description of the organization’s primary function (i.e. Mission Statement — goals and objectives)
provide organization literature to study (i.e. annual report, profiles, promotion pieces, standard letters)

Your receptionist may be as gracious as a swan, compose a brilliant letter, and type 85 words-a-minute, however, if efficient message taking is not part of the package, other efforts could be in vain. Though seemingly simple, the description of a good message varies from person to person. Tell your receptionist which information you expect to avoid confusion.

Eight Rules For Message Taking:

write it down immediately
write legibly
include full name, full telephone number
verify caller’s organization and address, if needed always inquire if there is a message
write important detail of the message
repeat information back to the caller

First impressions pave the way to successful client—organization relationships. Good impressions and bad impressions are easily detected over the telephone through tone of voice and courtesy. Since a pleasant voice invokes a pleasant image, your receptionist’s manner of speaking contributes to the caller’s impression of your organization. Therefore, voice technique must be mastered. If your receptionist has a droning, wayward voice, then your organization may appear disinterested and casual. If your receptionist is friendly and energetic over the telephone, your organization will probably appear successful and concerned. Of course, your receptionist’s telephone mannerisms will not constitute success or a good reputation, nor will it mask unethical behavior, however, it can maintain your good reputation and client relations.

Voice Techniques:

be aware of voice; don’t mumble, talk too much, or talk too loud
ennunciate; pronounce each word distinctly
speak normally; use voice inflections
smile; speak pleasantly

Discretion and brevity are two key attributes to maintaining a professional telephone manner. A telephone call is like a first impression; how you act and what you say will come back to haunt you unless you are reserved and polite. There is a fine line between friendliness and boisterousness; a friendly conversation can lead to over communication. People don’t want to listen to unnecessary talk; it’s boring. If there is a party in the office or if everyone is at the annual employee golf-a-thon, the caller need not know. Your receptionist must keep potentially embarrassing situations out of the public eye by not volunteering overt information. While your receptionist may find joy in revealing that you were one of the semi-finalists in the Hawaiian limbo contest on Friday, divulging that information to one of your colleagues is poor judgment. Inappropriate language is widely used over the telephone, however, using improper language shows poor word choice, improper phraseology, and laziness. If the caller needs urgently to speak with you, the last thing he wants to hear is that you’re playing golf. Likewise phrases like, “He’s all tied up right now” and “She’s out to lunch” have certain negative connotations that you don’t want associated with you, nor do you want the caller to smugly laugh as he hangs up the telephone.

Never Say: Always Say:

I'm sorry, Mrs. Fox is playing golf today. ~ Mrs. Fox will be in the office tomorrow.

Mr. Smith is tied up right now. ~ Mr. Smith is in a meeting, may I give him a message?

Ms. Jones is out to lunch. ~ Ms. Jones will be in the office after 2:00.

I have no idea where he is! ~ Mr. Hayes will be out all day, may I take a message?

Speaking appropriately means using proper english, distinct and correct phrases, and a pleasant tone of voice. Often receptionists don’t realize the phrases they use are inappropriate since they cannot hear them. Using certain phrases are habit, and once realized, habits can be broken. Your receptionist must practice awareness; be specific and lessen ambiguitity by speaking concisely and appropriately.

Establish good client relations through effective and efficient organization. Being organized achieves professionalism and efficiency. When the telephone rings, your receptionist must be able to assist the public without fumbling and searching for information. All too often staff are unprepared to answer the telephone. In fact, more often than not either the telephone is out of reach or they do not have paper or a pen at hand. How often have you been left dangling on the telephone while the receptionist searched for a message pad and pen? The telephone, notebook, message pad, pen, telephone directory, and Rolodex must all be within reach and your receptionist must have privacy to speak with callers without interruption of distraction. Distraction is one of the major communication barriers. If your receptionist sits amid countless computers and printers, or if staff congregate outside the door during coffee break, then distraction is inevitable.

Also a source of distraction is stress. If your receptionist is experiencing stress at work or at home then communication will suffer. While you can’t repair damage done at home, you can make your receptionist’s working conditions work for you. Provide your receptionist with private space. It doesn’t have to be your corner office, however, there must be some place to retreat to. Co-workers are also a major source of distraction so make sure the space is not alongside the corridor. Encourage staff to take periodic breaks from tedious work by walking for a few minutes or alternating to a less tedious task.

Improvement Procedures:

Establish good feelings with your workers; make the process fun and show the importance of teamwork.
Schedule a telephone equipment training session for all employees; full utilization of the equipment must be covered. Because some telephone systems today may be as difficult to use as some computers, the full potential of the system may never be reached unless a formal training session is scheduled. In addition, when new employees are recruited, have qualified staff train them on the telephones.
Schedule a telephone etiquette workshop; hire a professional who has the reputation of being eloquent. These workshops must be mandatory, yet fun. Some employees may choose not to attend, therefore, it’s best to schedule theses presentations as part of your monthly staff meetings.
Keep the lessons fresh into the past. Put your receptionist in charge of distributing monthly reminders of your telephone policies each month. Distribute a brief telephone handbook, post a dos and don’ts list on the bulletin board, distribute comical anecdotes, or clip corresponding newspaper cartoons on the bulletin board.
Display your telephone etiquette and your employees will take their cue from you.

Andrew E. Schwartz, CEO, A.E. Schwartz & Associates of Boston, MA a comprehensive management training and professional development organization offering over 40 skills specific programs and practical solutions to today's business challenges.

When ordering, if you need an extraction program to unzip the file please visit one of these sites below.
These programs all have free trials that can be used to unzip our files. Make sure you have your pop-up blockers disabled.

Winzip - http://download.winzip.com/winzip120.exe
Winrar - http://www.rarlab.com/rar/wrar380.exe

Purchase this article for $15.00.
Articles are Reproducible for a $1.00 royalty fee per copy.