The document discusses the vital role of coaching in contact centers, emphasizing that 89% of leaders view it as a supervisor's key function, yet 64% find themselves prioritizing data analysis over coaching. It introduces a six-step coaching system aimed at improving effectiveness and measuring coaching impact on team performance through various metrics. Additionally, the document outlines a coaching maturity model that progresses from basic practices to more strategic and impactful coaching approaches.

1. 1
89%of contact center leaders stated a
supervisor’s most important job is coaching.

2. 2
64% of supervisors spend
more time crunching numbers
than coaching their team

3. 3
The Result of this Tension?
Accuracy…
• Multiple sources
of truth
• Data debate
• Anecdotal
Relevance…
• Quota counts
• Set topics
• Metrics vs.
behaviors
Accountability…
• No action items
• Coach efficacy
• Zero best
practice sharing
STAGNANT KPIs
LACK OF…

4. 4

5. 5
CHAPTER 1
Coaching Behaviors

6. Don’t coach to ‘WHAT’. Coach to ‘HOW’ for impact
6
Metric vs. Behavior

7. 7
CHAPTER 2
Six-Step Coaching System

8. 8
Six-Step Coaching System (STEP 1)

9. 9
Six-Step Coaching System (STEP 2)

10. 10
Six-Step Coaching System (STEP 3)

11. 11
Six-Step Coaching System (STEP 4)

12. 12
Six-Step Coaching System (STEP 5)

13. 13
Six-Step Coaching System (STEP 6)

14. 14
CHAPTER 3
Measuring Impact

15. Four potential measures of coaching impact:
15
Measuring Impact
Recipients: Are supervisors focused on the right segments?
Improvement: What is aggregate impact on KPIs?
Movement: Is the team moving into top performing segments?
Events: What happens immediately after a coaching session?

16. 16
CHAPTER 4
Coaching Maturity Model

17. 17
Coaching Maturity Model
Operating Performing Leading
Segmentation
• Manual
• One-size-fits-all
• Single KPI stack ranking
• Moving to balanced score
• Mean-based
segmentation
• Outlier management
Frequency • Set # sessions / month
• Frequency-based
segmentation
• Measured as part of
coaching scorecard
Session Content
• Emphasis on 1-2 random
KPIs / session
• Emphasis on 1-2 root
cause behaviors / session
• Measureable goals for
KPIs and behaviors
Approach
• Coach planned and
facilitated
• Passive employee
• Employee self-assess
before session
• Active employee
• Employee-led. Coach
affirms and redirects
• Coaching the coach
Follow-up
• Limited continuity
between sessions
• Tasks and follow-up in
SMART format
• Continual tasks and
follow-up – flow into
ongoing conversations

18. THANK YOU
www.nice.com/engagedemployee
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