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Planning Effective Shift Warm-Ups
 

Planning Effective Shift Warm-Ups

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A presentation given at the 2009 Academic Impressions "Phonathon Bootcamp" conference, on how to use pre-shift warm-up discussions to develop caller skillsets, motivate staff and set a productive tone ...

A presentation given at the 2009 Academic Impressions "Phonathon Bootcamp" conference, on how to use pre-shift warm-up discussions to develop caller skillsets, motivate staff and set a productive tone for calling sessions.

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  • What is a Warm-Up?Warm-ups take place at the beginning of every shift, and are thirty minutes long. Shorter warm-ups don’t have enough time to build momentum needed to “launch” your calling session (“start-up energy”); and warm-ups longer than thirty minutes cut into calling time. Caveat: Stay focused!!!
  • Warm-ups take place at the beginning of every shift, and are thirty minutes long. Shorter warm-ups don’t have enough time to build momentum needed to “launch” your calling session (“start-up energy”); and warm-ups longer than thirty minutes cut into calling time.  Caveat: Stay focused!!!Warm-ups set the tone for the shift. Warm-ups have a time-limit.Provide the callers with a “break” in their daily routinesCarves out a designated period of time for supervisors to focus their callers’ attention on the job they will be doing for the next few hours of their lives.Effective warm-ups focus the attention of your callers on their roles as trained representatives of your organizationEffective warm-ups rely on your knowledge and energy to build your callers’ skills and enthusiasmEffective warm-ups gives you a great opportunity to convey the needs and objectives of the campaign to the groupWarm-ups are a repeated taskTo be effective, you need to do warm-ups every day. Callers need to expect them.Giving warm-ups is intimidating at first for most people. Repetition creates comfort. Your warm ups will get better, too.Warm-ups have a structure. Convey information, technique and motivation. 
  • Warm-ups take place at the beginning of every shift, and are thirty minutes long. Shorter warm-ups don’t have enough time to build momentum needed to “launch” your calling session (“start-up energy”); and warm-ups longer than thirty minutes cut into calling time.  Caveat: Stay focused!!!Warm-ups set the tone for the shift. Warm-ups have a time-limit.Provide the callers with a “break” in their daily routinesCarves out a designated period of time for supervisors to focus their callers’ attention on the job they will be doing for the next few hours of their lives.Effective warm-ups focus the attention of your callers on their roles as trained representatives of your organizationEffective warm-ups rely on your knowledge and energy to build your callers’ skills and enthusiasmEffective warm-ups gives you a great opportunity to convey the needs and objectives of the campaign to the groupWarm-ups are a repeated taskTo be effective, you need to do warm-ups every day. Callers need to expect them.Giving warm-ups is intimidating at first for most people. Repetition creates comfort. Your warm ups will get better, too.Warm-ups have a structure. Convey information, technique and motivation. 
  • What is a Warm-Up?Warm-ups take place at the beginning of every shift, and are thirty minutes long. Shorter warm-ups don’t have enough time to build momentum needed to “launch” your calling session (“start-up energy”); and warm-ups longer than thirty minutes cut into calling time. Caveat: Stay focused!!!
  • Warm-ups reinforce the process.  During training, you teach the trainees what they will be doing.  In your warm-ups, you teach them how to do it successfully.Warm-ups provide you with a daily opportunity to build upon the basic ideas that callers are introduced to in their formal training.  Warm-ups provide you with an opportunity to enhance your callers’ understanding and interpretation of the theory behind the structure of the call, objection handling, etc.Formal training : Handshake : : Warm-ups : Relationship“Formal” (or new hire) training provides callers with an introdution to:The philosophy of your program The technique or approach that you will useYour style as a manager, and of your style.Daily warm-ups permit you to build your relationship with your callers as a group, and build upon their understanding of their approach by moving it to the next level.Think again of process; doesn’t the formula for a warm-up resemble a scaled down version of “The Call”?Introduction — “identify yourself and state the purpose of the call…” “set a positive tone for the rest of the call…” Body — “establish a dialogue…” “set the tone for an open exchange of information…” “provide information and answer questions…” “determine the specific interests of the prospect (in this case, the callers)…” “gauge commitment of prospect (in this case, to the concepts presented)…” Conclusion — “provide solutions to concerns…”
  • Warm-ups reinforce the process.  During training, you teach the trainees what they will be doing.  In your warm-ups, you teach them how to do it successfully.Warm-ups provide you with a daily opportunity to build upon the basic ideas that callers are introduced to in their formal training.  Warm-ups provide you with an opportunity to enhance your callers’ understanding and interpretation of the theory behind the structure of the call, objection handling, etc.Formal training : Handshake : : Warm-ups : Relationship“Formal” (or new hire) training provides callers with an introdution to:The philosophy of your program The technique or approach that you will useYour style as a manager, and of your style.Daily warm-ups permit you to build your relationship with your callers as a group, and build upon their understanding of their approach by moving it to the next level.Think again of process; doesn’t the formula for a warm-up resemble a scaled down version of “The Call”?Introduction — “identify yourself and state the purpose of the call…” “set a positive tone for the rest of the call…” Body — “establish a dialogue…” “set the tone for an open exchange of information…” “provide information and answer questions…” “determine the specific interests of the prospect (in this case, the callers)…” “gauge commitment of prospect (in this case, to the concepts presented)…” Conclusion — “provide solutions to concerns…”
  • Warm-ups reinforce the process.  During training, you teach the trainees what they will be doing.  In your warm-ups, you teach them how to do it successfully.Warm-ups provide you with a daily opportunity to build upon the basic ideas that callers are introduced to in their formal training.  Warm-ups provide you with an opportunity to enhance your callers’ understanding and interpretation of the theory behind the structure of the call, objection handling, etc.Formal training : Handshake : : Warm-ups : Relationship“Formal” (or new hire) training provides callers with an introdution to:The philosophy of your program The technique or approach that you will useYour style as a manager, and of your style.Daily warm-ups permit you to build your relationship with your callers as a group, and build upon their understanding of their approach by moving it to the next level.Think again of process; doesn’t the formula for a warm-up resemble a scaled down version of “The Call”?Introduction — “identify yourself and state the purpose of the call…” “set a positive tone for the rest of the call…” Body — “establish a dialogue…” “set the tone for an open exchange of information…” “provide information and answer questions…” “determine the specific interests of the prospect (in this case, the callers)…” “gauge commitment of prospect (in this case, to the concepts presented)…” Conclusion — “provide solutions to concerns…”
  • Warm-ups reinforce the process.  During training, you teach the trainees what they will be doing.  In your warm-ups, you teach them how to do it successfully.Warm-ups provide you with a daily opportunity to build upon the basic ideas that callers are introduced to in their formal training.  Warm-ups provide you with an opportunity to enhance your callers’ understanding and interpretation of the theory behind the structure of the call, objection handling, etc.Formal training : Handshake : : Warm-ups : Relationship“Formal” (or new hire) training provides callers with an introdution to:The philosophy of your program The technique or approach that you will useYour style as a manager, and of your style.Daily warm-ups permit you to build your relationship with your callers as a group, and build upon their understanding of their approach by moving it to the next level.Think again of process; doesn’t the formula for a warm-up resemble a scaled down version of “The Call”?Introduction — “identify yourself and state the purpose of the call…” “set a positive tone for the rest of the call…” Body — “establish a dialogue…” “set the tone for an open exchange of information…” “provide information and answer questions…” “determine the specific interests of the prospect (in this case, the callers)…” “gauge commitment of prospect (in this case, to the concepts presented)…” Conclusion — “provide solutions to concerns…”

Planning Effective Shift Warm-Ups Planning Effective Shift Warm-Ups Presentation Transcript

  • Creating Warm-ups Albert D. Melfo Director of Annual Giving Kent State University
  • Planning and Giving Warm-Ups How to Tips for Four basic Plan Giving Definition types of Productive Effective Warm-ups Warm-ups Warm-ups
  • What is a Warm-Up? Warm-ups Warm-ups provide set the tone callers with for your a break in shift their daily routine
  • Effective Warm-ups… Focus your Create a forum callers’ for you to attention on convey your their roles as program’s representatives objectives your of your callers. organization.
  • Characteristics of Warm-Ups Warm- Warm-ups Warm- ups are a have a ups have repeated time-limit structure task
  • Practical 4 Types Motivational of Warm- Informational ups Conceptual
  • Practical Warm-ups reinforce training! Daily opportunity to build upon critical, basic skills and concepts covered in training. Enhance your callers’ understanding of the theory behind the structure of the call, objection handling, etc.
  • Practical Warm-up Topics “Tips for a Stronger Introduction” “Using Open-ended Questions” “Handling Objections” “What’s so Formal about the Formal Close?”
  • Informational Warm-up Topics Forum for reviewing or conveying new information Reinforces your credibility • Particularly important for new supervisors and managers
  • Informational Warm-ups “New School of Public Health to Launch” “College of Education Reorganizes & Changes Name” “Impact of Wall Street Mess on Higher Ed Funding” “What’s the Deal with the New President?”
  • Conceptual Warm-ups Allows you a concentrated period of time to deepen callers’ understanding of underlying communication theory Formal training : Handshake : : Warm-ups : Relationship Provides you with an opportunity to reinforce your program philosophy
  • Conceptual Warm-up Topics “Conserving Your Energy on the Phones” “The Many Roles you Play on the Phone” “Why do we Set Goals?” “Being Assertive vs being Aggressive’”
  • Motivational Warm-ups Your “quality time” with your team Use your knowledge and energy to build your callers’ skills and enthusiasm; build team unity Draws upon the energy of your best callers to benefit the group Allows you to align the energy of your group and focus it on achieving your shift objectives
  • Motivational Warm-up Topics “My Favorite Caller” “Role-playing: The Worst Call Ever!” “Why Work at the PhoneCenter?” “How do you Define Success in this Job?”
  • Planning Effective Warm- Ups
  • • How will I present this? Strategy Topic • How can I illustrate my subject material? Objective • What do I want this warm-up to accomplish?
  • Warm-Up Structure Introduction Body Conclusion
  • Introduction • Always start on time! • Greet your shift • State your topic • Develop a “hook”
  • Body • Create tables and lists from the responses that the group gives you • Categorize feedback that you receive from your callers • Use a whiteboard – use markers to "color-code" notes on the board, and add an additional level of visual information • Draw "pictures"-- use shapes and flow-chart type images to expand visually on your topics
  • Conclusion • Wrap-up your warm-up discussion and launch your shift. • Find an individual closing style, and stick with it (“Let’s get started,” or “Let’s get on the phones!”) • Build on the momentum of your warm-up -- make sure your callers get on the phones immediately, and don’t head off to the coffee station or break room.
  • Tips for Giving Effective Warm- Ups
  • Think of your warm-up as “improv” • You’re on stage! It’s your time to shine. Switch up your presentation -- your callers have different learning styles • Aurally (hearing), visually (sight) and symbolically (more conceptual) Use your whiteboard! • Be the “note-keeper”-- write down comments and organize the discussion.
  • Move around! • Never give a warm-up sitting down! Remember -- you’re on stage. Be precise with your use of language. • Don't generalize answers and avoid oversimplifying information. Play the role of the interpreter. • Your role is to pare down large chunks of information into palatable pieces.
  • Clarify, clarify, clarify! • Don’t assume that everyone understands what you’re saying. Repeat, repeat, repeat! • On average, we need to hear something 7-11 times before it sticks. Critique yourself – be objective! • The measure of a warm-up’s effectiveness is whether or not your callers get something useful out of it • Do they come away feeling more prepared to do their jobs as fundraisers?
  • Summary
  • A manager- An open exchange of directed information that reinforces discussion, aimed basic training concepts and at creating focus provides opportunity for and enthusiasm in more in-depth discussion of the callers. specific techniques and elements of the call. A supervisor’s primary means of conveying A focused, structured campaign presentation. objectives and priorities to the A Warm- callers. Up is…
  • “Free time” for callers to get to Forums for trivial telefund- know each other related “announcements” better, trade (like “here’s-what-we-did- stories about their yesterday-and-here’s-what- weekends or we’re-going-to-do-today”). discuss current events. A substitute for supervisor one- An ego trip on-one’s with for callers. supervisors. Warm- Ups are not…
  • • Albert D. Melfo • Contact: amelfo@kent.edu • 330-672-0458
  • • Albert D. Melfo • Contact: amelfo@kent.edu • 330-672-0458