Let Your Leaders Lead: From Task Masters to Creative Coaches


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Have you ever wondered—at the end of yet another ten-hour day—if you simply have too much to do? Or is it that you’re just not organized enough? Many call center leaders spend two to three hours per day handling email, and another two to three hours in meetings. This session will address the tremendous pressures call center managers face and offer techniques for managing your day-to-day more effectively, dramatically reducing email time.

Presented by: Mary Murcott, CEO, NOVO1

Published in: Business, Technology
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Let Your Leaders Lead: From Task Masters to Creative Coaches

  1. 1. Let Your Leaders Lead: From Task Masters to Creative Coaches Service & Support Professionals: ICMI Contact Center Essentials Mary Murcott, CEO, NOVO1© Murcott 2011
  2. 2. Safe HarborSafe harbor statement under the Private Securities Litigation Reform Act of 1995:This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any suchuncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differmaterially from the results expressed or implied by the forward-looking statements we make. All statements other thanstatements of historical fact could be deemed forward-looking, including any projections of product or service availability,subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans ofmanagement for future operations, statements of belief, any statements concerning new, planned, or upgraded servicesor technology developments and customer contracts or use of our services.The risks and uncertainties referred to above include – but are not limited to – risks associated with developing anddelivering new functionality for our service, new products and services, our new business model, our past operatinglosses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breachof our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergersand acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand,retain, and motivate our employees and manage our growth, new releases of our service and successful customerdeployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprisecustomers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is includedin our annual report on Form 10-Q for the most recent fiscal quarter ended July 31, 2011. This documents and otherscontaining important disclosures are available on the SEC Filings section of the Investor Information section of our Website.Any unreleased services or features referenced in this or other presentations, press releases or public statements are notcurrently available and may not be delivered on time or at all. Customers who purchase our services should make thepurchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation anddoes not intend to update these forward-looking statements.
  3. 3. What We’ll Cover 1 Selecting Supervisors with True Leader Potential 2 Role Clarity - Finding Time to Let Leaders Lead 3 Creative Coaching - Making Good Reps Better
  4. 4. Selecting Team Leaders with True Leader Potential
  5. 5. Fact: 50 - 80% of People are in the Wrong JobIncluding Leaders!
  6. 6. Ability to Predict H/L Performance Selection Method % Predictability Age 0 Source: Chart adapted by Dr. Wendell Amount of Education 0 Williams, PhD from a Traditional Interviews 4 Hunter & Hunter meta analysis Grade Point Average 4 Personality Tests 4 Reference Check 6 Biographical Data 9 Situational Interviews 9 80% Behavioral Interviews 10 predictive Mental Ability Tests 25 Content Valid Simulations 64
  7. 7. 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”
  8. 8. What to Look for in a Leader L eaders hip Tec hnic al C apability• Employee First focus • Functional discipline • Trustbuilder • Customer focus • Respectful • Inspiring • Grow talent • Performance coaching • Concern for welfare • Situational leadership• Teambuilder• Good judgment• Integrity Not nec es s arily the bes t rep!
  9. 9. Role Clarity - Finding Time to Let Leaders Lead
  10. 10. Why it is Difficult to be a Call Center Leader
  11. 11. Network Fact FindingQ1: % Coaching expectations?Q2: % Coaching actual?Q3: How do you know the actual %?
  12. 12. Why Coaching is so importantTeam Leader Coaching as a % of Role* – Average 3-25% – Best in Class 70% – World Class 80%*PTI Survey of clients and non-clients
  13. 13. The Coaching ROI The correlation between Business Outcomes (sales* or FCR) and coaching time is directly proportional%CoachingTime Conversion Ratio or FCR* S ource – S QM and P T I
  14. 14. 3 Time Management Secretsof Top Leaders Know where their time is going Eliminate or manage time wasters Spend time scheduling and delivering coaching
  15. 15. Know where your Team Leaders Spend Time % Keep Eliminate Delegate StopTask Role It must be done, but accepting It is my role It is a time waster not my role Refer task to:Coaching 55%Meetings 15%Projects Reduce Emails 10% manage Admin 10% BIC Companies Team Leaders coach at 70% of role
  16. 16. Facilitate a Meeting Like a Pro Have an agenda 45 minute meetings Starting the meeting Publish meeting minutes
  17. 17. eMail Facts This data would indicate that much US office workers spend 25% of of the email volume their time on their emails is within Source: book- Send management’s control 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
  18. 18. 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
  19. 19. The Inherent Problem with Email
  20. 20. 8 Deadly eMail Sins*1. Vague 5. Re:Re:Re:Re:2. Insults 6. Sarcasm3. Jail time 7. Too casual4. Cowardly 8. Inappropriate * Source: Adapted from the book- SEND
  21. 21. How to avoid receiving unnecessary emails Send better ones yourself! Model the behavior Then - Train everyone else
  22. 22. Use subject lines to summarize- not describePoor Subject: Better Subject:Subject: Deadline Subject: Recommend- discussion Move budget deadline to Fri due to travel schedule. EOM
  23. 23. Re: Re: Re: Re:If there is a long email string - rethinksending a reply
  24. 24. Make action requests clear - It is DelegationPoor cc: Better cc:To: Donald, Minnie, MickyFr: The Smurfs To: Donald, Minnie, MickySubject: The draft of the Fr: The Smurfs new storyboard is complete Subject: The draft of the new storyboard is complete The draft of the storyboard is complete. It MM: Feedback Required on the spells out exactly the new storyboard draft is needed by storyline that is required you and your team. Deliver to be done to create a feedback to DD by Wed this merged cartoon to get a week. new audience. We will DD: Obtain approval from the need approvals by next Smerf Comms team for final Tuesday to meet the new draft (received from MM’s team script deadline. above) by Thursday end of day. Forward approved draft by Tues to the Smerf head writer
  25. 25. When is an call or an IM Better? Call IM or TextConvey concern Real timeEmotional issue Audience likes IM/Txt Silent communicationCan’t get an answerNeed to move fastPrivacyDialogue necessarySoften an email
  26. 26. But training others by example only goesso far…..
  27. 27. # 1 Rule: Turn off the “you got mail”auto-check pop-up windowAfter 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 thetask! -Source: SEND book
  28. 28. Use the cc Filter
  29. 29. When NOT to process emails
  30. 30. eMail file organization Inbox Admin Actioned Completed xPersonal Xcellent
  31. 31. A Six-Step Daily eMail ProcessAt the end of the day: 1. Scan emails 2. Move all personals to xPersonal 3. Accept or decline meetings 4. Copy email details for dial in/ location info to calendar -then delete email 5. Utilize the FAT system- File, Act or Toss 6. Prioritize remaining emails & work them
  32. 32. Other eMail tips Short intensifies message, long softens Present main topic in 1st paragraph Use “no need to respond” Use “out of Office” with how to get help Respond at top - not bottom Never send anything private or confidential No incoming emails when answering
  33. 33. Last ThoughtIt is critical for your management team to agree onemail policies.
  34. 34. How to Coach - 3 New Tools for Making Good Reps Better
  35. 35. 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
  36. 36. Coaching Defined Coaching is a two-way performance conversation based on data, facts and observations.
  37. 37. How do you know if your coachesare any good?
  38. 38. Tool # 1 Triangular Coaching – Coach the Coaches 1. Model coaching 2. Observe coaching
  39. 39. Tool # 2 - Coaching Guides One coaching guide for each Performance Driver which: – Root cause analysis – Approaches to close gaps
  40. 40. Hold TimeANALYSIS ROOT CAUSE ACTIONSListen to calls via recording or side by 1. Lacks understanding of how  Review policy and procedure on when to use Hold button and how often to returnside to uncover trend and… and when to use hold phone to customer to advise of status and permission to continue to hold them. buttonsShare the metrics report and ask therep to compare their Hold time or % withothers andReview escalation report 2. Lack of product or tool Team Leader to: knowledge  Review training material, job aides, and schedule rep in appropriate upcomingFeedback from customers training module  Review with rep product knowledge or proper processing or tools or explainAnalyse their Hold time and hold computer short cuts.percentage statistic in conjunction with  Review and role play with rep on areas of difficultyother statistics (transfer, OB ratio)  Have consultant sit side by side with a best consultantAsk rep to write down reason for everytime they must use the hold button for 1day and analyse results 3. Lack of support in  If the rep’s average hold time is significantly higher then their peer group working escalation desk or poor the same hours and days, then this is not the reason they are higher than their service level from partners 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
  41. 41. Leadership is more about who we are thanabout 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
  42. 42. 93% of Communication is Non-verbal*It’s Not Just What You Say, It’s the Way That You Say It 38% 55% Tone of Voice Body Language *Albert Mehrabiam, Silent Messages
  43. 43. When you want to make a person feel valued, listening is the currency you use. Start here
  44. 44. We speak at 125 We hear at 300 We think at 600 to words per minute words per minute 900 words per minuteListening Skills
  45. 45. “It only takes one skillful person toimprove a conversation” “Conscious Business” by Fred Kofman
  46. 46. GROW* Model of Coaching 4. WILL 1. GOAL 3. OPTIONS 2. REALITY * From Coaching for Performance, Sir John Whitmore
  47. 47. The Coaching Challenge:Team Leaders speak 30%Representatives speak 70%
  48. 48. Leaders are Judged by the Quality of theQuestions They Ask Tell me more…. Who WHY? What When Where What
  49. 49. The GiftTool # 3 - Sample PowerQuestions for PerformanceCoaching
  50. 50. Connecting Power Questions• 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 ________.
  51. 51. Long Term Goal 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
  52. 52. Short 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
  53. 53. Reality 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 dont 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
  54. 54. 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
  55. 55. Options 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
  56. 56. Will 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
  57. 57. Thank You for Attending Please fill out our evaluation
  58. 58. Questions & Answers Mary Murcott President and CEO NOVO 1 Contact Centers +1.972.998.6734 www.NOVO1.com mmurcott@NOVO1.com ICMI Information - icmi.com facebook.com/callcentericmi, @callcentericmi
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