I am hopeful that one of the authors will see this as a topic to address. As a CEM manager at a company which provides services to customers of another company (i.e. the services have been outsourced to us), I am faced with a difficult task. The client company generally expects perfection, and brings every error to our attention for "appropriate employee" action. Some of these errors involve internal use of a complicated software system, which have not resulted in any lack of service. We have tried to explain that if a system is very complicated, the likelihood for errors increases, to no avail.
In addition, we receive customer surveys. We work to celebrate the successes and address the shortcomings. However, the client company sometimes becomes very upset with a customer reports a bad experience with a representative, at which point the many positive remarks by other customers seem to carry no weight. Finally, if the customer has a relationship with the persons at the client company, there is no room for the other side of the story. We are put in a position where we cannot explain what the records or the representative's memory reflect.
How can we lead people to be the best that they can be, without creating so much performance anxiety that they are stressed and have failure due to the stress?
Thank you.
Lee