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Leading Employees from Taking to Giving in the Call Center.

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Presentation by Legitimate Leadership for the CCMG conference 2017
Every employer struggles with the issue of employee engagement, and more so within the intense call center environment. Legitimate Leadership addresses: How to get employees to come to work every day and put in their best effort? How to keep employee turnover down?

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Leading Employees from Taking to Giving in the Call Center.

  1. 1. Leading employees from taking to giving in the call center
  2. 2. INTRODUCTION • Legitimacy of leadership • Mutual trust • 100% Contribution by willing employees • Accountability: – Enable – Care – Grow • A shift from taking to giving at work SLIDE 2
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  5. 5. Background § We measure the success of any organisation by the size of its surplus. § A surplus is only produced when the members of the organisation collectively GIVE more than they TAKE. § People in an organisation’s capacity to GIVE is only partly a function of what they HAVE or KNOW. More than anything else it is a function of the degree to which their WILL is engaged Organisations SUCCEED to the degree to which their people are committed unconditionally to the objectives of the organisation
  6. 6. The Leader • What do your employees want from you? Approachable; empathetic; fair; honest; listens; gives me feedback; provides a vision; interested; energetic; consistent; experienced; integrity; understanding; compassionate; knowledgeable; kind; open minded; believes in me; trusts me; trustworthy; grows me; challenges me; support; accessible; respect SLIDE 6
  7. 7. The Leader Approachable; empathetic; fair; honest; listens; gives me feedback; provides a vision; interested; energetic; consistent; experienced; integrity; understanding; compassionate; knowledgeable; kind; open minded; believes in me; trusts me; trustworthy; grows me; challenges me; support; accessible; respect… CARE & GROWTH SLIDE 7
  8. 8. The Leader Have to boss: STICKS • Coerce and compel • People feel bullied and resist OR CARROTS • Persuades • People feel manipulated and retaliate Want to boss: • Fair and honest, • Gives feedback and direction • Approachable and listens • Supportive and helpful AND • Leader gains POWER SLIDE 8
  9. 9. The Leader • Power is the ability to command authentic loyalty and respect • Gain power by being interested and concerned • The leader gives employees time and attention • The leader responds and provides feedback • The leader cares for employees • The leader grows employees SLIDE 9
  10. 10. LEGITIMACY The collective leadership of the enterprise is seen to be legitimate and to have the support of the majority of its employees to being led by it. SLIDE 10
  11. 11. Leader Intent • Care and grow the employee • Interested in the well being of the employee • Unconditional • Suspend your agenda for theirs • The leader is here to give TRUST SLIDE 11
  12. 12. The Means and Ends Argument MEANS ENDS IMPLICATION Situation One Person Job /Task TAKE Situation Two Job / Task Person GIVE Person Job/Result Predictable Benevolent Intent Malevolent Intent CONTROL POWER “Have to” Risk “Want to”
  13. 13. A Legitimate Leader • Employees give power to a leader that is considered legitimate • The leader earns the right to demand delivery • The leader empowers the employee: – Means – Ability – Accountability SLIDE 13
  14. 14. Means • Tools and resources • Time • Authority • Targets and goals • Standards • Feedback SLIDE 14
  15. 15. Ability • Knowledge • Training • Coaching • Direction • Vision • WHY SLIDE 15
  16. 16. Accountability • The Standard • Careless: Censure • Deliberate carelessness: Discipline • Careful: Recognize • Extra Mile: Reward SLIDE 16
  17. 17. To grow someone means to EMPOWER them:
  18. 18. Performance Time Consequences of a Single-minded Focus on Results
  19. 19. Performance Time Consequences of a Single-minded Focus on People
  20. 20. Performance Time Consequences of a Single-minded Focus on Excellence
  21. 21. Conclusion Legitimate Leadership helps leaders at every level to transform their organizations through applying the Legitimate Leadership principles, so that they are characterized by Legitimacy, Trust, Contribution and Accountability, resulting in a fundamental shift from “taking” to “giving” at work. SLIDE 21
  22. 22. Background Supported by a strong client base A proven approach The work that we at Legitimate Leadership have been doing for the past 25 years has its roots in research conducted under the auspices of the South African Chamber of Mines into the problem of Management – Employee conflict in South Africa’s gold mines. This work led to a framework for understanding trust in management and its corollary: the commitment of employees to the leadership of an enterprise. This framework, subsequently known as the Legitimate Leadership Model, has since been applied in diverse contexts in 26 countries and on 5 continents. It has been implemented in: Mining Manufacturing Financial Services Call Centers Information Technology Communications Hospitality Public Sector NGOs
  23. 23. Legitimate Leadership Deliverables Legitimate Leadership delivers the following to a business: The collective leadership of the enterprise is seen to be legitimate and to have the support of the majority of its employees to being led by it. Employees are convinced that both those they report to as well as their colleagues have their best interests at heart, and therefore they trust them. The average employee is committed to the organisation’s objectives and is willing to make an above-and-beyond contribution to realising those objectives Less than the best performance by people is not tolerated, as evidenced by employees at all levels taking accountability for, and being held accountable for, their contribution. SLIDE 23
  24. 24. Closing I believe you don’t motivate people. What you do is hire motivated people, then make sure you don’t demotivate them. Tom Golisano SLIDE 24

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