The document discusses active management training. It defines active management as regular, scheduled interactions between leaders and staff to connect, monitor progress, ensure goals are met, and recognize performance. This is contrasted with absent management, which lacks engagement, and micro-management, which lacks trust. Effective active management requires clear communication, listening, assertiveness and interest in staff. Common employee and leadership reactions to change are reviewed, as are phases of change adoption. FAQs address why active management is needed, how to handle high and low performers, and how leaders can make time for active management visits.

1. Active Management Training
Andrea Romanczuk
November 11, 2018

2. What is the cost of not managing the Crawford
business?
• Poor Customer Service
• Excessive Cost Overruns
• Poor Resource Utilization
• Poor Employee Productivity
• High Rates of Lost Time and Waste
• High Costs of Expediting, Rework and Fire fighting
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Profit & Competitiveness

3. What does “Implementation” mean?
The organization at all levels should be able to answer :
• What are your required results for productivity?
• Are we on track?
• If we are not on track, what are the major variances?
• What are the action plans to address these variances?
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4. Three phases of installing change
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1. Compliance
2. Understanding
3. Ownership

5. Phases of Installing Change
Normally change occurs in three phases :
1) Learning the mechanics of the system (compliance)
2) Understanding the mechanics, and the “intent” behind the
mechanics, and using them as a “tool” (understanding)
3) Complete comprehension and eventual upgrading of the system
(ownership)
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6. Change brings an emotional cycle that must be
managed
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Enthusiasm
Time
Failure
Manage the Depth
Manage the Length
• “We are finally going
to fix things.”
• “This is not what I
had in mind.”
• “I’m losing what I had
and don’t know what
I’m getting.”
• “Will I be able to do
things the new way?”
• “They are stealing
our ideas, and taking
all the credit.”
• Rumors and
misinformation
• Stirring the pot,
fomenting fear, anger
• Apathy (it won’t affect
me)
• “I’m starting to understand it.”
• “This might actually work well.”
• “It won’t get better if I don’t try it.”
What do Leaders do?
• Stand tall through difficulties
- confident
- calm
- resolute
• Appeal to the best in people
• Focus on the end result
• Be honest
• Be visible and consistent
- actions and words
Uninformed
Optimism
Informed
Optimism
(ownership)

7. Possible employee reactions due to change
• Absenteeism may suddenly increase
• Employees may slow down and fail to meet objectives
• Employees may become careless and not produce quality at
previous levels
• Opposition and verbal expression of resentment
• Low productivity - less than previously produced
• May refuse to work overtime
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8. Possible reactions from leadership – Active resistance
• Voicing doubts, objections or resentment in front of employees
rather than in privacy of their office
• Often done deliberately to show employees that they are on the
employee’s side
• Blaming anything and everything that goes wrong on the system
• Using the system as a scapegoat for current and past problems
• Not keeping problems internal but voicing to other departments, or
worse, customers
• Failure to communicate with other departments
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9. Possible reactions from leadership – Passive resistance
• Too busy” or “Can’t do it right now” attitude
• Little attempt to keep momentum or morale high
• Unwillingness to actively supervise
• Failure to accept the system and it’s data as Crawford’s
• Failure to analyze or determine true facts before jumping to
conclusions, reacting, or verbally expressing themselves
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10. What is required for “CONFORMANCE”?
1) Management must know their “numbers”
2) Required results, not “hoped for” results
3) Must understand method changes and controls
4) Management must “decide” to make change happen
5) Management must ensure employees follow the new
methodologies
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11. What is Active Management?
Regular, scheduled Leader interactions with staff to:
• Connect with people as individuals to truly understand each member
of the team and what motivates him/her
• Monitor how each member of the team is progressing on required
business goals
• Take necessary action in order to ensure required business results
are met
• Promote and reinforce great performance
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12. What is Active Management?
Active Management by definition is two people interacting with each
other. Interpersonal basics are imperative:
• Clear communication
• Active listening
• Assertiveness
• Appropriate tone of voice and body language
• Interested in staff as a whole person, not just a “machine”
completing a piece of the process
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13. Active Management vs. Micro Management
Micro Management: Management with an excessive level of
control or attention to detail
Manager Typically:
• Wants to possess control and avoids delegation of decisions
• Pays excessive attention to activities and detail rather than
overall results
Result:
• Suggests lack of trust to employees, triggers staff
disengagement
• Prevents a Manager from spending time on strategic activities
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14. Active Management vs. Absent Management
‘Absent Management’: management with an insufficient level of
control or attention to detail
Source:
• Metrics may not be available to allow productive discussion on
results attainment
• Perception that employees, as professionals, do not generally
need or want a Manager’s attention
• Manager may be unsure of how to approach employees without
appearing to micromanage
Result:
• Suggests lack of engagement and support, triggers staff
disengagement
• Hinders a Manager’s ability to achieve results and his/her
velocity to respond to problems as they arrive
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15. Active Management vs. Absent and Micro Management
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Management Involvement
Absent Management
“My team knows what is
expected and how to do it, I
don’t need to explain”
“They know where to find me
if they have problems”
“My team knows that I
appreciate them, I don’t need
to tell them.”
Active Management
“I clearly explain expectations
and the results that are
required and how to get to
those results.”
“I follow up with my team
frequently to see if they have
achieved required results so I
can act quickly on variances
and acknowledge
performance.”
“I work with my team to
problem solve variances.”
Micro Management
“To get anything done right,
I either end up doing it
myself or watching people
closely as they do the
work.”
“There is no point in
coaching my employees,
they will never be able to
do the work as well as I
can.”
“I solve all the problems in
my department, I know
best.”

16. Active Management vs. Absent and Micro Management
• Active Management through Schedule Checks is designed to be
the optimal path between ‘Micro-Management’ and ‘Absent
Management’
• It’s not silence, it’s not aggression, it’s an active and value-added
presence in a process the manager is responsible for
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17. How do we “Actively Manage”?
• Review each Agent’s stats from the previous day
• Determine whether the following are within ‘standard’:
• AHT – Is their ACW more than 60 seconds?
• AHT – Is their ATT abnormally high for non-claim calls?
• Lates – Has a pattern emerged in attendance/lates?
• Logged Out Early – Is this happening frequently?
• Visit staff on a daily basis
• Acknowledge good performance, asks questions about poor
performance
• Monitor trends going forward
• Attend Daily Stats Review meeting to discuss team’s results
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18. How do we “Actively Manage”?
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Employee Type
High Performer Average Performer Low Performer
Misses One
Day's
Results
• Don't sweat it! It's only one day
• Focus on and acknowledge the good
results from that week
"Wow, looks like you had a great day on
Thursday. Thank you"
• Don't sweat it! It's only one day
• Focus on and acknowledge the good
results from that week
"Wow, looks like you had a great day on
Thursday. Thank you"
• Don't sweat it! It's only one day
• Focus and acknowledge the good
results from that week
"You finished off the week really strong,
good work"
• Try to identify training opportunities
Consistently
Misses
Results
• This could happen - with new processes
and metrics some high performers may
struggle. Remember, this will be
frustrating for them, and they will want to
imrove
• Be supportive and encouraging
• Take it offline and find out what they are
struggling with
"I know it's hard getting used to doing
things differently, but this will make your
job easier in the long run, and you even
better at it! Don't be hard so hard on
yourself, it will take some time to get
used to"
• Remember, there is a learning curve
involved and some staff will pick up on it
faster than others
• Make sure they know that you are there
to help them improve
"I know it will take some time to get used
to this. What can we do to help you get
there?"
• Installation is a great time to start fresh.
Remind them that this is new to everyone
on the team
• Take it off line and work together to put
a plan in place to get the required results
"You're not alone. Everyone is learning
to do things a little differently. I know
you can do it, and you will see that this
will actually make things easier for you.
"What kind of extra coaching or training
would help you now?"
Achieves
Results
• Don't forget to acknowledge the always
reliable, high performers. Everyone likes
positive feedback!
"Another great day; good job!"
"What tips or tricks do you have that we
can share with the rest of the team?"
• Acknowledge good work. This keeps
people motivated and helps build their
confidence
"Good job, your results look great for
yesterday."
"Another solid performance, you are on
track to having a great week."
• Low performers can turn around and
shine with new processes; encourage
and energize them
"You've come along way in the last few
weeks, keep up the good work"
"I always knew you could do this. Let
me know if there is anything I can help
you with"
TypeofVariance

19. Agent Stats Report - EXERCISE
• Select one Agent below
• Review their stats
• In 30 seconds or less, demonstrate what you would discuss with the
Agent during a daily visit
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20. Agent Stats Report - EXERCISE
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Change
Time
Measure,
Observe &
Follow up
Lack of follow up leads to
the failure of any change
What do Leaders do?
• Educate & communicate
• Set clear expectations
• Coach
• Measure & observe
• Follow up
• Apply appropriate consequences
• “This is really nothing new.”
• “This will eventually go away.”
Measure,
Observe &
Follow up
Measure,
Observe &
Follow up
“This is different”
“We have improved,
but we can be better”
“We are good, but
we want to be the best”

21. Active Management FAQ’s (By Staff)
1) You know how I am doing; you can see all of my stats and you
know what tasks I am working on. Why do you need to check up on
me?
You are right, I know what you are working on, but that alone does not indicate why you
are struggling, or why you are doing so well, and just looking at the stats doesn’t give me
a chance to help you or tell you in person what a good job you have been doing.
2) My results are always good, shouldn’t you spend your time with
people who aren’t hitting their numbers or are not achieving as
much?
Active Management is just as important for strong performers as it is poor performers.
You deserve as much attention as someone who is struggling, and understanding why
your results are always good is important. Maybe we can learn some shortcuts or tricks
from you that we can share with others.
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22. Active Management FAQ’s (By Staff)
3) This is just part of your new Supervisor training; you won’t be doing this
forever right?
No, this is permanent, it’s not just going to go away. It’s a cultural shift for the company. We are
moving to a state where everyone is more accountable for their work. You are because you
know how you are doing and what is expected of you. I am more accountable for the results of
my team, and that’s why we are doing this; I need to know what is happening so I can make
sure we are all doing our best.
4) I don’t have any stats for you to look at and discuss, so why bother doing
a schedule check with me? You know what I am doing all day, so why not just
let me do it?
While I may not have stats to use to monitor your performance, simply understanding how
much work you are doing on a daily basis will help me plan the team’s workload better. This
should prevent backlogs from developing or stressful situations from arising in which we do not
have enough resources to get the work done.
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23. Active Management FAQ’s (By Supervisors)
1) I know how my team is doing, and how each person performs, why
do I need to do this?
Because as a leader, your job is not just to review performance, but to drive it. Knowing
that someone knows what you are doing, and what you can do drives performance.
2) If I have staff that are always on track and doing well, do I need to
do this with them as well?
Yes! This is not meant to be punitive, and only checking in on individuals who may be
struggling sends that message, and will then make this activity something your staff
dreads. It’s an opportunity to acknowledge your strong performers, and who doesn’t
want recognition for hard work?
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24. Active Management FAQ’s (By Supervisors)
3) I am really busy, how will I find the time to do this everyday?
Once you get used to it, it doesn’t take that much time. It could be as quick as 30
seconds with an employee. If there is more that needs to be addressed, you are likely
saving time by addressing tings early on, as opposed to trying to fix problems that have
persisted. It’s an investment, you put a little time in and get more back in the future.
4) How do I set expectations and push staff who are already
exceeding targets?
Just like with a new employee; you slowly raise their targets, the same should be done
for high performers. If there is no one else to compare them against, challenge them to
beat their own personal best records. Although financial rewards are always appealing,
personal recognition is often rated as one of the most powerful motivators in the
workplace, and use this time to recognize them and challenge them.
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