Coaching For Performance Executive Workshop Cc

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Coaching For Performance Executive Workshop Cc

  1. 1. Coaching for Performance Executive Workshop
  2. 2. Our Goal Improve our up-sell/cross-sell ability Ensure our customers were aware of the products and services we have to offer Increase the value Customer Care brings to the Company Increase skills and knowledge to assist both the CSR and the customer 2
  3. 3. Program Overview Help Desk & Feedback Tool Organizational Increased Revenues Structure Real Time Increased Quality Sales Tracking Tool Increased Productivity Increased CVI Performance Sales Incentive Management Program Increased EVI Decreased costs Call Listening & Analysis Tool 3
  4. 4. The Performance Model •Lead •Support •Develop 4
  5. 5. Call Flow 5
  6. 6. Outcome In years 1 & 2 increased units/100 calls 20% each year Customer satisfaction with CSR- moved the delight factor to be consistently above 75% Met the needs of both the Business and the Customer 6
  7. 7. The Performance Improvement Model Expect Coach Expect Inspect Analyze Analyze Inspect Coach 7
  8. 8. Coaching to Performance Good coaching and communication takes place at every step in the Performance Improvement process. During the: Expect step - clearly describe Coach Expect desired behaviours and outcomes Inspect step –review results that indicate performance opportunities Analyze step – look beyond the results to the underlying behaviours that drive the performance Analyze Inspect opportunities Coach step – work with your Agent to identify the desired behaviours that will improve performance and jointly make action plans to improve them 8
  9. 9. What is Coaching? Coaching is a dialogue between people that aims to transform a behaviour, problem, situation, or opportunity into improved work performance and increased personal satisfaction Coaching activities are those designed to change behaviours of others. This is different from giving training or simply answering Agents questions Time, energy, commitment and dedication will be required to make performance improvement a part of the culture of the organization If you are not talking behaviours then it is not coaching! 9
  10. 10. Coaching Partnerships Coaching partnerships are built on a foundation of trust and respect. When both people in the partnership support each other’s goals and demonstrate competency, the result is enhanced performance and renewed commitment The (80/20) rule: Good coaches spend 80% of their time listening and 20% speaking 10
  11. 11. Goals of a Coaching Relationship Build understanding and alignment with organizational goals Inspire continuous, high level of performance Foster ongoing education and learning Encourage personal responsibility, creative problem solving and independent thinking 11
  12. 12. Building Relationships 12
  13. 13. Building a Strong Working Relationship Attributes of a positive/productive relationship with an Agent: Open and honest two-way communication Based on mutual respect and trust Clear expectations Shared vision Focused on doing our jobs Blend of “shop” and “personal” 13
  14. 14. Benefits Better communication Better focus on the job Higher productivity No hidden agendas More relaxed, less stressful atmosphere Higher job satisfaction Better environment for coaching (more receptiveness) 14
  15. 15. Challenges Finding the time (too much else to do) Gaining the trust of the Agent Dealing with disinterest (or “stone walls”) on the part of the Agent Retaining authority while being friendly and getting to know the Agent (defining and maintaining appropriate boundaries) 15
  16. 16. How To? Listen actively and consistently Encourage open and two-way communication Show interest in the Agent Treat the Agent with respect Build trust 16
  17. 17. Working Relationship Recap A positive working relationship is not necessarily the same as a friendship. Building positive working relationships does not mean or require that you become “friends” with all your direct reports In fact, one of the challenges is to define and maintain appropriate boundaries (limits) in your relationship, because after all, you are the Coach and you are accountable for the Agent’s performance You need to keep the line between “friend” and “boss” very clear in order to be an effective Coach to the Agent Recognize that the shift between Agent to Coach can be difficult, new Coaches often experience a sense of loss during this transition because their relationship with people change (as they move from peer to coach) 17
  18. 18. Coaching & Leadership Styles 18
  19. 19. Coaching Styles A key partner in the coaching partnership is of course the coach. The effectiveness of the coach’s effort is directly related to his/her style in various situations. With coaching styles, it is critical to understand that: There are various styles of leadership You will be most comfortable with one style Some styles are more effective in a given situation You must be aware of times when you need to adjust your style 19
  20. 20. Different Coaching Styles Types of behaviour include:  Directive Behaviour involves clearly telling people what to do, how to do it, where and when to do it and then closely supervising their performance (Task Oriented)  Relational or Supportive Behaviour involves listening, providing support and encouragement, facilitating people’s involvement in problem- solving (Support Oriented) 20
  21. 21. Four Leadership Styles Directing: Coach provides specific instructions and closely supervises task accomplishment Coaching: Coach continues to direct and supervise task accomplishments, but also solicits suggestions, clarifies why they are suitable or not suitable and supports progress Supporting: Coach facilitates and supports the efforts toward the Agent’s accomplishments and shares responsibility for decision-making Delegating: Coach turns over responsibility for decision- making and problem-solving to the individual 21
  22. 22. When are different styles appropriate? Directing: when people lack competence or understanding. Their confidence or commitment to the task may be high or low. Coaching: when people have some competence and understanding. The person can be committed to the task and can be self-confident or not. Supporting: when people have competence but lack commitment or self-confidence. With competence, they need no task comments but can benefit from support and praise to boost self-confidence. Delegating: when people have both competence and commitment or self-confidence. 22
  23. 23. Coach – The final step in the Performance Improvement Process Once you’ve set your expectation, inspected and analyzed results, observed with a purpose – you are now ready to take the next critical step – coach your Agent! But first… Not only must we be able to give feedback by describing the behaviour that needs to be changed, we must also get that employee’s buy-in or agreement to change. WHAT we say, and HOW we say it is very important! 23
  24. 24. Communication Skills & Techniques Listening Feedback Handling Conflict Communicating the Expect and the Why 24
  25. 25. Effective Coaching Feedback Feedback describes specific behaviour about what the Agent is doing, or what you want him/her to do. The purpose of feedback is to positively influence future behaviour based on lessons from the past. The key is to give feedback in a way that fosters learning and performance improvement. Effective feedback has the following characteristics:  Clear and concise  Based on what you “saw” or “heard”  Non-judgemental  Respectful (adult-to-adult)  Regular  Immediate 25
  26. 26. Coaching Feedback Tool 1. State the specific behaviour you’ve observed, without judgment 2. Explain the impact of the behaviour 3. Agree on the performance gap: a) Make assertive invitation b) Solicit response c) Share information d) Gain agreement 4. Make suggestions for improvement and clarify expectations 5. Gain commitment to improvement 6. Reinforce support and rewards 26
  27. 27. Handling Conflict Steps to take when a conflict exists: Ask to meet with the other person in a non-threatening place, such as a conference room or break out room Begin by defining the purpose of the meeting, such as “Helen, I asked to meet with you today to discuss the disagreement we are having over following the proper ACD states. I want to work through any questions or issues you may have so we can serve our customers efficiently.” Ask what’s important to the other person and why. Explain what’s important to you and why Explore ideas to find a mutually-beneficial solution. Evaluate the possibilities together, listing pros and cons. Remember your goal is to work with the person to find the best possible solution for both of you. Remain objective and explore several possibilities Commit to a solution with the other person. Clearly state the solution and develop a plan to execute it. List the specific action steps, assign responsibility, and set completion dates for each step Develop a plan for future follow-up meetings or discussions to evaluate how things are going. Provide positive feedback when things are working well 27
  28. 28. Communicating the Expect & the Why In order to perform effectively, individuals first need to understand what is expected of them. What are the: Goals Standards (as defined in the Use of ACD States, Sign-On Agreements, Call Coding, etc) The desired behaviours Set the expectation…it is your job to: Define the expectation in specific and clear terms Ensure understanding Obtain the Agent’s commitment to the expectations Clear expectations include: What will be accomplished When the results are to be accomplished 28
  29. 29. Do’s and Don’ts of Coaching DO … ☺Probe through questioning DON’T … ☺Be patient  Be judgmental  Rush or attempt to pace ☺Challenge  Assume ☺Help clarify goals &  Interrupt expectations  Solve the problem for others ☺Keep focused  Coach everyone in the same way ☺Listen fully and attentively  Do other things while coaching ☺Maintain confidentiality  Get angry/upset ☺Follow-up as promised  Coerce or use position to ☺Work with the individual’s influence timeline and agenda, not yours ☺Seek agreement 29
  30. 30. Time to Practice! Purpose: To provide an opportunity for you to practice applying your coaching knowledge and skills in a realistic situation and safe environment. Coach: Think through how you would apply each step of the Coaching Model in the situation Be open to feedback and suggestions after the role play Agent: Base your behaviour during the role play on specific examples identified as case studies, as well as, your own insights and experiences in dealing with Agent’s Play your role as realistically as possible, without making it too difficult of complicated for the Coach Stay in your role throughout the role play Observer: Listen carefully and objectively Write down your observations Be prepared to share your comments with both your individual group and the group as a whole 30
  31. 31. Instructions Step 1: At your table of 6, break into 2 groups of 3 (Agent, Coach & Observer) Step 2: Read the Case Study for your role (Agent & Coach) Step 3: Prepare for your role, make it realistic! Step 4: Coaching Session between Agent & Coach. Observer makes notes. Step 5: Group Discussion – Observers share feedback 31
  32. 32. Key Learnings...Time to Reflect & Plan Results and measures give us an indication of performance gaps, however, finding the root cause behaviour addresses them Improved results are a natural outcome of coaching to the underlying behaviour All Agent’s are different All Coaches are different There is power and influence in the leadership style you use – adjust and adapt wisely to the situation and the Agent Coaching is a powerful motivation for your Agents Do not underestimate your personal power and influence…you are a role model…your actions and commitment lead the way 32
  33. 33. Thank You 33

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