Let Your Leaders Lead:From Task Masters to Creative CoachesService & Support Professionals: ICMI Contact Center Essentials

Mary Murcott, CEO, NOVO1

© Murcott 2011

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What We’ll Cover

Creative Coaching - Making Good Reps Better

1

2

Selecting Supervisors with True Leader Potential

3

Role Clarity - Finding Time to Let Leaders Lead

Selecting Team Leaders with True Leader Potential

Fact: 50 - 80% of People are in the Wrong Job

Including Leaders!

Ability to Predict H/L PerformanceSelection Method % Predictability

Age 0Amount of Education 0Traditional Interviews 4Grade Point Average 4Personality Tests 4 Reference Check 6

Biographical Data 9

Situational Interviews 9

Behavioral Interviews 10

Mental Ability Tests 25

Content Valid Simulations 64

Source: Chart adapted by Dr. Wendell Williams, PhD from a Hunter & Hunter meta analysis

80% predictive

Team Leader Hiring Recommendations

Use a good predictive hiring assessment

When hiring from within:– Let potential supervisors who pass play interim supervisory

roles (job demonstration)

– Look for “electability”

What to Look for in a Leader

• Employee First focus• Trustbuilder• Respectful• Inspiring• Grow talent• Performance coaching• Concern for welfare• Situational leadership

• Teambuilder• Good judgment• Integrity Not nec es s arily

the bes t rep!

L eaders hip Tec hnic al C apability

• Functional discipline• Customer focus

Role Clarity - Finding Time to Let Leaders Lead

Why it is Difficult to be a Call Center Leader

Network Fact Finding

Q1: % Coaching expectations?

Q2: % Coaching actual?

Q3: How do you know the actual %?

Why Coaching is so important

Team Leader Coaching as a % of Role*

– Average 3-25%– Best in Class 70%– World Class 80%

*PTI Survey of clients and non-clients

The Coaching ROI

The correlation between Business Outcomes (sales* or FCR) and coaching time is directly proportional

Conversion Ratio or FCR

% Coaching Time

* S ource – S QM and P T I

3 Time Management Secrets of Top Leaders

Know where their time is going

Eliminate or manage time wasters

Spend time scheduling and delivering coaching

Know where your Team Leaders Spend Time

Task%

RoleKeep

It is my role

EliminateIt is a time waster

DelegateIt must be done, but

not my role

Stop accepting

Refer task to:

Coaching 55%

Meetings 15%

Projects

Emails 10% Reducemanage

Admin 10%

BIC Companies Team Leaders coach at 70% of role

Facilitate a Meeting Like a Pro

Have an agenda

45 minute meetings

Starting the meeting

Publish meeting minutes

eMail Facts

US office workers spend 25% of their time on their emails

Source: book- Send

85% of all emails (business and personal) are read within 10 minutes

40% of the emails are as a result of ones they send

60-70% of all emails received in call centers come from the center itself

Source: PTI

This data would indicate that much of the email volume

is within management’s

control

Take Back 2 - 3 hours a day! Email Management Best Practices

Avoiding unnecessary emails

Prioritizing emails

When to process emails

Commit to a daily process

Actioning and filing emails for

reference and follow-up

Using your email tools

The Inherent Problem with Email

8 Deadly eMail Sins*

1. Vague

2. Insults

3. Jail time

4. Cowardly

5. Re:Re:Re:Re:6. Sarcasm7. Too casual8. Inappropriate

* Source: Adapted from the book-

SEND

How to avoid receiving unnecessary emails

Send better ones yourself!

Model the behavior

Then - Train everyone else

Use subject lines to summarize- not describe

Poor Subject:Subject: Deadline

discussion

Better Subject:

Subject: Recommend-Move budget deadline to Fri due to travel schedule. EOM

Re: Re: Re: Re:

If there is a long email string - rethink sending a reply

Make action requests clear - It is Delegation

Better cc:

To: Donald, Minnie, MickyFr: The Smurfs

Subject: The draft of the new storyboard is complete

MM: Feedback Required on the storyboard draft is needed by you and your team. Deliver feedback to DD by Wed this week.

DD: Obtain approval from the Smerf Comms team for final draft (received from MM’s team above) by Thursday end of day. Forward approved draft by Tues to the Smerf head writer

Poor cc:To: Donald, Minnie, MickyFr: The SmurfsSubject: The draft of the

new storyboard is complete

The draft of the storyboard is complete. It spells out exactly the new storyline that is required to be done to create a merged cartoon to get a new audience. We will need approvals by next Tuesday to meet the new script deadline.

When is an call or an IM Better?

CallConvey concern

Emotional issue

Can’t get an answer

Need to move fast

Privacy

Dialogue necessary

Soften an email

IM or TextReal timeAudience likes IM/TxtSilent communication

But training others by example only goes so far…..

# 1 Rule: Turn off the “you got mail” auto-check pop-up window

After a worker has been interrupted by an email, it takes about 30 minutes to return to the task.

That assumes that the worker actually returns to the task!

-Source: SEND book

Use the cc Filter

When NOT to process emails

eMail file organization

Inbox

Admin

Actioned

Completed

xPersonal

Xcellent

A Six-Step Daily eMail Process

At the end of the day:

1. Scan emails2. Move all personals to xPersonal3. Accept or decline meetings4. Copy email details for dial in/ location info to

calendar -then delete email5. Utilize the FAT system- File, Act or Toss6. Prioritize remaining emails & work them

Other eMail tips

Short intensifies message, long softens Present main topic in 1st paragraphUse “no need to respond”Use “out of Office” with how to get helpRespond at top - not bottomNever send anything private or confidentialNo incoming emails when answering

Last ThoughtIt is critical for your management team to agree on email policies.

How to Coach - 3 New Tools for Making Good Reps Better

Thoughts on Coaching

“Coaches who can outline plays on a black board are a dime a dozen. The ones who win get inside their player’s heads and inspire them”.

-Vince Lombardi, Football Coach

Coaching Defined

Coaching is a two-way performance conversation based on data, facts and

observations.

How do you know if your coaches are any good?

Tool # 1 Triangular Coaching – Coach the Coaches

1. Model coaching

2. Observe coaching

Tool # 2 - Coaching Guides

One coaching guide for each Performance Driver which:

– Root cause analysis

– Approaches to close gaps

Hold TimeANALYSIS ROOT CAUSE ACTIONS

Listen to calls via recording or side by side to uncover trend and…

Share the metrics report and ask the rep to compare their Hold time or % with others and

Review escalation report

Feedback from customers

Analyse their Hold time and hold percentage statistic in conjunction with other statistics (transfer, OB ratio)

Ask rep to write down reason for every time they must use the hold button for 1 day and analyse results

1. Lacks understanding of how and when to use hold phone buttons

Review policy and procedure on when to use Hold button and how often to return to customer to advise of status and permission to continue to hold them.

2. Lack of product or tool knowledge

Team Leader to:

Review training material, job aides, and schedule rep in appropriate upcoming training module

Review with rep product knowledge or proper processing or tools or explain computer short cuts.

Review and role play with rep on areas of difficulty

Have consultant sit side by side with a best consultant

3. Lack of support in escalation desk or poor service level from partners

If the rep’s average hold time is significantly higher then their peer group working the same hours and days, then this is not the reason they are higher than their peer group.

How not to get there:Please Don’t:-Dump customer calls - Guess the answer- Using mute button - Unnecessarily arrange a call back-Unnecessarily transferring a call

Leadership is more about who we are than about what we do

• Leaders bring their whole selves to the role

• How we think, how we feel and how we move are interconnected

• Much of “who we are” is non-verbal

93% of Communication is Non-verbal*It’s Not Just What You Say, It’s the Way That You Say It

38%Tone of Voice

55%Body Language

*Albert Mehrabiam, Silent Messages

When you want to make a person feel valued, listening is the currency you use.

Start here

Listening Skills

We speak at 125words per minute

We hear at 300 words per minute

We think at 600 to 900 words per minute

“It only takes one skillful person to improve a conversation”

“Conscious Business” by Fred Kofman

4. WILL

3. OPTIONS

1. GOAL

2. REALITY

GROW* Model of Coaching

* From Coaching for Performance, Sir John Whitmore

The Coaching Challenge:

Team Leaders speak 30%

Representatives speak 70%

Leaders are Judged by the Quality of the Questions They Ask

Tell me more….

WHY?Who What When WhereWhat

Tool # 3 - Sample Power Questions for Performance Coaching

The Gift

• What’s been going on lately?• What have you been focusing on? • Where have you been putting your energy?• What’s on your mind?• How did _____________go?• You mentioned you wanted to talk

about_________. I also want to discuss ________.

Connecting Power Questions

• What goal would you like to achieve?• What would you like to happen?• When you resolve this situation, what will be different?• How will your results be different when you reach your goal? • How will you know when you have reached your goal?• How important is it for you to resolve this situation?• What is important to you about this goal?• When would you like to achieve your goal?

* Source: C&K Knowledge Company

Long Term Goal Power Questions

• What is your goal for this conversation? • How far do you expect to get in this

session? • When we are finished with this

conversation, what would you like to have?

• What would you like to walk away with from this conversation?

• What would be the most helpful thing for you to take away from this session?

* Source: C&K Knowledge Company

Short Term Goal Power Questions

• What is happening now? What is the core issue?• What have you done so far?• What is telling you that there is a problem?• What do you feel good about? What don't you feel

good about?• Who do you know that has had a similar situation?• Who do you know that does this well?• When have you faced this before?• What resources have you already used? (Skill,

time, enthusiasm, money, support, etc)• How concerned are you about it?• Who is affected by this issue other than you?• Who knows about your desire to do something

about it?

* Source: C&K Knowledge Company

Reality Power Questions

• How much control do you personally have over the outcome?

• Who else has some control over it and how much?

• What have been your greatest successes so far?

• What has been your greatest obstacle? • What internal obstacles or personal

resistance do you have in taking action?

* Source: C&K Knowledge Company

Reality Power Questions

• What would you like to do next?• What are 3 different ways you could approach this

situation?• How have you approached or handled other,

similar situations?• If you had unlimited time, what would you do?• What would you do if you could start again with a

clean sheet?• How would you prioritize this list? • What are the advantages/disadvantages of each

option?• Which actions would give you the most

satisfaction?

* Source: C&K Knowledge Company

Options Power Questions

• What is your next step?• When will you complete these actions?• How will you let me know?• Which options do you choose? • How will you know you’ve been successful in

completing this action? • What support do you need from me?• On a scale of 1-10, how committed are you to taking

these next steps?• How would you like to check back on your progress?• What personal resistance do you have, if any, to

taking these steps?• Who needs to know about your next steps?• What would move you higher on the commitment

scale?

* Source: C&K Knowledge Company

Will Power Questions

Thank You for Attending

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Questions & Answers

Mary MurcottPresident and CEO

NOVO 1 Contact Centers+1.972.998.6734

www.NOVO1.commmurcott@NOVO1.com

ICMI Information - icmi.com

facebook.com/callcentericmi, @callcentericmi

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