Let Your Leaders Lead: From Task Masters to Creative Coaches
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Transcript of Let Your Leaders Lead: From Task Masters to Creative Coaches
Let Your Leaders Lead:From Task Masters to Creative CoachesService & Support Professionals: ICMI Contact Center Essentials
Mary Murcott, CEO, NOVO1
© Murcott 2011
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What We’ll Cover
Creative Coaching - Making Good Reps Better
1
2
Selecting Supervisors with True Leader Potential
3
Role Clarity - Finding Time to Let Leaders Lead
Selecting Team Leaders with True Leader Potential
Fact: 50 - 80% of People are in the Wrong Job
Including Leaders!
Ability to Predict H/L PerformanceSelection Method % Predictability
Age 0Amount of Education 0Traditional Interviews 4Grade Point Average 4Personality Tests 4 Reference Check 6
Biographical Data 9
Situational Interviews 9
Behavioral Interviews 10
Mental Ability Tests 25
Content Valid Simulations 64
Source: Chart adapted by Dr. Wendell Williams, PhD from a Hunter & Hunter meta analysis
80% predictive
Team Leader Hiring Recommendations
Use a good predictive hiring assessment
When hiring from within:– Let potential supervisors who pass play interim supervisory
roles (job demonstration)
– Look for “electability”
What to Look for in a Leader
• Employee First focus• Trustbuilder• Respectful• Inspiring• Grow talent• Performance coaching• Concern for welfare• Situational leadership
• Teambuilder• Good judgment• Integrity Not nec es s arily
the bes t rep!
L eaders hip Tec hnic al C apability
• Functional discipline• Customer focus
Role Clarity - Finding Time to Let Leaders Lead
Why it is Difficult to be a Call Center Leader
Network Fact Finding
Q1: % Coaching expectations?
Q2: % Coaching actual?
Q3: How do you know the actual %?
Why Coaching is so important
Team Leader Coaching as a % of Role*
– Average 3-25%– Best in Class 70%– World Class 80%
*PTI Survey of clients and non-clients
The Coaching ROI
The correlation between Business Outcomes (sales* or FCR) and coaching time is directly proportional
Conversion Ratio or FCR
% Coaching Time
* S ource – S QM and P T I
3 Time Management Secrets of Top Leaders
Know where their time is going
Eliminate or manage time wasters
Spend time scheduling and delivering coaching
Know where your Team Leaders Spend Time
Task%
RoleKeep
It is my role
EliminateIt is a time waster
DelegateIt must be done, but
not my role
Stop accepting
Refer task to:
Coaching 55%
Meetings 15%
Projects
Emails 10% Reducemanage
Admin 10%
BIC Companies Team Leaders coach at 70% of role
Facilitate a Meeting Like a Pro
Have an agenda
45 minute meetings
Starting the meeting
Publish meeting minutes
eMail Facts
US office workers spend 25% of their time on their emails
Source: book- Send
85% of all emails (business and personal) are read within 10 minutes
40% of the emails are as a result of ones they send
60-70% of all emails received in call centers come from the center itself
Source: PTI
This data would indicate that much of the email volume
is within management’s
control
Take Back 2 - 3 hours a day! Email Management Best Practices
Avoiding unnecessary emails
Prioritizing emails
When to process emails
Commit to a daily process
Actioning and filing emails for
reference and follow-up
Using your email tools
The Inherent Problem with Email
8 Deadly eMail Sins*
1. Vague
2. Insults
3. Jail time
4. Cowardly
5. Re:Re:Re:Re:6. Sarcasm7. Too casual8. Inappropriate
* Source: Adapted from the book-
SEND
How to avoid receiving unnecessary emails
Send better ones yourself!
Model the behavior
Then - Train everyone else
Use subject lines to summarize- not describe
Poor Subject:Subject: Deadline
discussion
Better Subject:
Subject: Recommend-Move budget deadline to Fri due to travel schedule. EOM
Re: Re: Re: Re:
If there is a long email string - rethink sending a reply
Make action requests clear - It is Delegation
Better cc:
To: Donald, Minnie, MickyFr: The Smurfs
Subject: The draft of the new storyboard is complete
MM: Feedback Required on the storyboard draft is needed by you and your team. Deliver feedback to DD by Wed this week.
DD: Obtain approval from the Smerf Comms team for final draft (received from MM’s team above) by Thursday end of day. Forward approved draft by Tues to the Smerf head writer
Poor cc:To: Donald, Minnie, MickyFr: The SmurfsSubject: The draft of the
new storyboard is complete
The draft of the storyboard is complete. It spells out exactly the new storyline that is required to be done to create a merged cartoon to get a new audience. We will need approvals by next Tuesday to meet the new script deadline.
When is an call or an IM Better?
CallConvey concern
Emotional issue
Can’t get an answer
Need to move fast
Privacy
Dialogue necessary
Soften an email
IM or TextReal timeAudience likes IM/TxtSilent communication
But training others by example only goes so far…..
# 1 Rule: Turn off the “you got mail” auto-check pop-up window
After a worker has been interrupted by an email, it takes about 30 minutes to return to the task.
That assumes that the worker actually returns to the task!
-Source: SEND book
Use the cc Filter
When NOT to process emails
eMail file organization
Inbox
Admin
Actioned
Completed
xPersonal
Xcellent
A Six-Step Daily eMail Process
At the end of the day:
1. Scan emails2. Move all personals to xPersonal3. Accept or decline meetings4. Copy email details for dial in/ location info to
calendar -then delete email5. Utilize the FAT system- File, Act or Toss6. Prioritize remaining emails & work them
Other eMail tips
Short intensifies message, long softens Present main topic in 1st paragraphUse “no need to respond”Use “out of Office” with how to get helpRespond at top - not bottomNever send anything private or confidentialNo incoming emails when answering
Last ThoughtIt is critical for your management team to agree on email policies.
How to Coach - 3 New Tools for Making Good Reps Better
Thoughts on Coaching
“Coaches who can outline plays on a black board are a dime a dozen. The ones who win get inside their player’s heads and inspire them”.
-Vince Lombardi, Football Coach
Coaching Defined
Coaching is a two-way performance conversation based on data, facts and
observations.
How do you know if your coaches are any good?
Tool # 1 Triangular Coaching – Coach the Coaches
1. Model coaching
2. Observe coaching
Tool # 2 - Coaching Guides
One coaching guide for each Performance Driver which:
– Root cause analysis
– Approaches to close gaps
Hold TimeANALYSIS ROOT CAUSE ACTIONS
Listen to calls via recording or side by side to uncover trend and…
Share the metrics report and ask the rep to compare their Hold time or % with others and
Review escalation report
Feedback from customers
Analyse their Hold time and hold percentage statistic in conjunction with other statistics (transfer, OB ratio)
Ask rep to write down reason for every time they must use the hold button for 1 day and analyse results
1. Lacks understanding of how and when to use hold phone buttons
Review policy and procedure on when to use Hold button and how often to return to customer to advise of status and permission to continue to hold them.
2. Lack of product or tool knowledge
Team Leader to:
Review training material, job aides, and schedule rep in appropriate upcoming training module
Review with rep product knowledge or proper processing or tools or explain computer short cuts.
Review and role play with rep on areas of difficulty
Have consultant sit side by side with a best consultant
3. Lack of support in escalation desk or poor service level from partners
If the rep’s average hold time is significantly higher then their peer group working the same hours and days, then this is not the reason they are higher than their peer group.
How not to get there:Please Don’t:-Dump customer calls - Guess the answer- Using mute button - Unnecessarily arrange a call back-Unnecessarily transferring a call
Leadership is more about who we are than about what we do
• Leaders bring their whole selves to the role
• How we think, how we feel and how we move are interconnected
• Much of “who we are” is non-verbal
93% of Communication is Non-verbal*It’s Not Just What You Say, It’s the Way That You Say It
38%Tone of Voice
55%Body Language
*Albert Mehrabiam, Silent Messages
When you want to make a person feel valued, listening is the currency you use.
Start here
Listening Skills
We speak at 125words per minute
We hear at 300 words per minute
We think at 600 to 900 words per minute
“It only takes one skillful person to improve a conversation”
“Conscious Business” by Fred Kofman
4. WILL
3. OPTIONS
1. GOAL
2. REALITY
GROW* Model of Coaching
* From Coaching for Performance, Sir John Whitmore
The Coaching Challenge:
Team Leaders speak 30%
Representatives speak 70%
Leaders are Judged by the Quality of the Questions They Ask
Tell me more….
WHY?Who What When WhereWhat
Tool # 3 - Sample Power Questions for Performance Coaching
The Gift
• What’s been going on lately?• What have you been focusing on? • Where have you been putting your energy?• What’s on your mind?• How did _____________go?• You mentioned you wanted to talk
about_________. I also want to discuss ________.
Connecting Power Questions
• What goal would you like to achieve?• What would you like to happen?• When you resolve this situation, what will be different?• How will your results be different when you reach your goal? • How will you know when you have reached your goal?• How important is it for you to resolve this situation?• What is important to you about this goal?• When would you like to achieve your goal?
* Source: C&K Knowledge Company
Long Term Goal Power Questions
• What is your goal for this conversation? • How far do you expect to get in this
session? • When we are finished with this
conversation, what would you like to have?
• What would you like to walk away with from this conversation?
• What would be the most helpful thing for you to take away from this session?
* Source: C&K Knowledge Company
Short Term Goal Power Questions
• What is happening now? What is the core issue?• What have you done so far?• What is telling you that there is a problem?• What do you feel good about? What don't you feel
good about?• Who do you know that has had a similar situation?• Who do you know that does this well?• When have you faced this before?• What resources have you already used? (Skill,
time, enthusiasm, money, support, etc)• How concerned are you about it?• Who is affected by this issue other than you?• Who knows about your desire to do something
about it?
* Source: C&K Knowledge Company
Reality Power Questions
• How much control do you personally have over the outcome?
• Who else has some control over it and how much?
• What have been your greatest successes so far?
• What has been your greatest obstacle? • What internal obstacles or personal
resistance do you have in taking action?
* Source: C&K Knowledge Company
Reality Power Questions
• What would you like to do next?• What are 3 different ways you could approach this
situation?• How have you approached or handled other,
similar situations?• If you had unlimited time, what would you do?• What would you do if you could start again with a
clean sheet?• How would you prioritize this list? • What are the advantages/disadvantages of each
option?• Which actions would give you the most
satisfaction?
* Source: C&K Knowledge Company
Options Power Questions
• What is your next step?• When will you complete these actions?• How will you let me know?• Which options do you choose? • How will you know you’ve been successful in
completing this action? • What support do you need from me?• On a scale of 1-10, how committed are you to taking
these next steps?• How would you like to check back on your progress?• What personal resistance do you have, if any, to
taking these steps?• Who needs to know about your next steps?• What would move you higher on the commitment
scale?
* Source: C&K Knowledge Company
Will Power Questions
Thank You for Attending
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Questions & Answers
Mary MurcottPresident and CEO
NOVO 1 Contact Centers+1.972.998.6734
ICMI Information - icmi.com
facebook.com/callcentericmi, @callcentericmi
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