Why We Need Less Leadership

By Kathryn Frankson

Ok, ok so we still need leadership. But, as someone who just wrapped an Experienced Manager training I'm now convinced that we actually need more management. Even typing that feels a bit underwhelming because management conjures up thoughts of scheduling, status reports and approving PTO; however, when done right management is truly the catalyst for achieving business outcomes. Why? Because management is exactly 3 things: 

1. Clarifying the Objective
2. Creating a Plan to Meet the Objective
3. Facilitating the Plan

People are fundamentally motivated by understanding what they need to do every day and having the resources and trust to do so.

 

And as someone who recently shifted into a new role with a new team and new projects, this was a timely reminder.

 

It's easy to get swept up and anchored in the positives of leadership, because there are many. Leaders influence culture, leaders drive change, leaders have vision and clarity which motivates others to follow.

 

But to execute strategy and unite teams, especially as we all take on more, faster, in an ever-changing market, the need for banding collaborators together with clarity around objectives and a road map to get there...is more important than ever.

Kathryn Frankson is a B2B event sales and marketing professional at UBM. A believer that 2019 communication means knowing how to get the markets attention through thumb stopping content, audience development and storytelling, she executes sales and marketing strategies in the catering, food service and special event space.

Connect: LinkedIn 
  


Are You Breaking Enough Rules?

I'm reading First, Break All The Rules: What the World's Greatest Managers Do Differently, by Don Clifton. It's so, so good! There are some really crucial lessons but the one that is on my mind the most right now is - great managers do NOT follow the golden rule.

Because strong personal relationships are crucial for success, that typically means treating others as we want to be treated. But acting as if all employees have the same approach isn't realistic. In fact, the best managers reject the golden rule, and treat each person as they would like to be treated.

This allows people to be themselves, use their strengths (which is way more important than trying to coach weaknesses) and work toward outcomes in ways natural to them.

I also think it speaks more broadly to allowing people to be the fullest expression of themselves at work and that the hard lines between work and "life" are blurring. When we have friends at work and laugh and enjoy what we are doing, it shows in the results.

And as someone who sat through financial meetings dressed as Lucille Bluth from Arrested Development I can attest to the fact that you can have plenty of fun and get the job done.

Kathryn Frankson is a B2B event sales and marketing professional at UBM. A believer that 2018 communication means knowing how to get the markets attention through thumb stopping content, audience development and storytelling, she executes sales and marketing strategies in the catering, special event, cruise shipping and pharmaceutical space.

Connect: LinkedIn

Preparing New Agents for Customer Service Success

When hiring new agents, how quickly the agent can begin making a meaningful contribution is always a concern. After training, it is not logical to assume an agent is ready to begin taking phone calls. Unfortunately, managers may look at call volume, handle times and other similar metrics in making a decision to prematurely put new hires in contact with customers.

As individuals are different, we cannot assume a new hire is ready to assist customers just based on previous experiences we’ve had with other new hires.  It is important for managers to view each agent separately and begin identifying their individual needs. I have discovered that this is best done prior to bringing them in to the call center. With each new training class, I set aside time to sit in and monitor the agents. I look at how engaged they are, how quickly they grasp the material, and I keep track of the questions they ask. All of this helps create a plan that is unique to each agent before they enter the call center.

It must be noted, there is a standard plan I use when new agents are introduced to the floor. It is designed to be flexible and easily tailored to the needs of the agent. This is important as it allows the agent to learn at a pace that is best for them without feeling the pressure of trying to “keep up”.  Furthermore, it puts the agent in the best position to succeed and ensures the customer is being assisted by well trained and well equipped agents.

To ensure newly hired agents are getting off to the best possible start, try to concentrate on the following three areas:

Proper Staffing: When starting in support, allow the agent time to focus on Emails rather than Chat or Phone queues. This allows them time to review needed resources, and seek out assistance from peers or managers if necessary. In addition, this removes some of the angst felt when rushed onto the phones without thorough preparation.

Real-time Monitoring/Shadowing: Proper monitoring is the key to any new agent’s success. This should be frequent and consistent. When monitoring, observe the preparedness of the agent. Is the agent ready to assist when the interaction starts, or must the customer wait? How efficient is the agent? Evaluate their workflow to discover if there are any deficiencies in how the agent works. Minor changes here, can lead to better interactions for the agent and the customer.
Monitor a new hire for at least 30 minutes a day during their first month on the floor. This gives the agent insight into what the leadership team is looking for, and offers a chance to provide feedback on creating a great customer experience.

Timely Feedback/Coaching: Feedback should be given as swiftly as possible. To delay only reinforces bad habits and behaviors that may lead to bad customer experiences. Feedback is designed to help improve agents. Therefore, I would suggest keeping the tone positive. Rather than detailing what was done wrong, accentuate the positives and give suggestions on how to improve in those areas that are lacking. Also, seek input from the agent. They should be as invested in the process as you are. When they see you are eager to hear their opinions, it will only cause them to do better going forward.

I have over 15 years of progressive customer service leadership experience in the public, private and government sectors. I have led or consulted contact centers of various sizes across numerous industries. Additionally, I’ve implemented new technology and products, while maintaining award-winning contact centers.

Connect with me on LinkedIn and Twitter.

Why Should Core Values be Reflected in Your Customer Experience?

Core Values - The fundamental beliefs of a person or organization.

Core Values serve as the guiding light for how everyone in your company interacts, communicates and works with each other, external customers, and the community. The core values are the solid foundational building blocks on which your culture is built. They are your company's principles, beliefs, or philosophy of values.

Core Values provide the framework to help guide many business decisions. When weighing options - refer to the Core Values and the answer should become clear.

Core Values should be unique to your company. Just as your culture should only be able to describe your company alone, the Core Values follow the same idea. Consider examples of Core Values of the big names in business or your niche, but don’t copy them. Don’t try to be them. Try to be as impactful and distinct as they are… in your own way. Otherwise, customers won’t be able to state what is memorable about you and the way you work with them.

Avoid Truth, Integrity, Honesty, and Ethics as stated Core Values. Yes, I went there. My explanation… only because I feel these are inherent in any honestly run business. These will also likely be included in virtually every other company’s core values as well. Get to the Core Values that really mean something in a truly non-generic way. Your company Core Values shouldn’t be able to describe any company other than your own. So don’t include the ones that come standard with every other “Core Values Workshop” mindset. Let’s assume those as a given. If they can't be assumed, then you've got bigger issues than defining other Core Values.

Use phrases or sentences as Core Values to convey the meaning. A word to summarize the intent is great - but extend it with a sentence to demonstrate the meaning within your organization in a specific way. Example - Fun: We work hard, and we play hard. Fun should be included during the work day as well as our outside team activities.

Core Values MUST be exemplified at the leadership level. As with culture, leadership must model Core Values in their actions, behaviors, thoughts, and communications for them to be believed understood and embraced by staff. Should this not be the case, you’ll be lumped into the same category as the notorious, now defunct, Enron. As little as 18 months before their demise, Enron had crafted a Core Values list that was clearly only worth its weight on paper. Had they truly personified those core values, they might still be around today.

Core Values need to be evident in practice - not just written on a document because they sound good. After a visitor spends a day within your company, they should be able to look at your Core Values statement and they are evident by how the company and staff operate as a whole and were apparent and displayed in their own personal experience.

Core Values help in recruiting and hiring decisions. While I’m a huge advocate of diverse thinking and perspectives, the Core Values of staff personalities and characteristics should hold true to the company Core Values. These Core Values, along with your defined ideal culture, should be openly shared and discussed during the interview process. Pay particular attention to how they engage in this part of the interview. Share examples of how Core Values are internally and with external customers. Prompt discussions with candidates on how they might envision the Values being exemplified in the prospective - or past - roles. Their stories will display an accurate understanding of the Core Values and their creativity in displaying them to customers.

Core Values should serve as foundation and guidance, not limitations, for the folks you believe in and invest in to best represent your company and work with your customers. Similar to using the core values to guide business decisions, staff will use them in making daily decisions in their responsibilities. When deciding upon a course of action, if there is a Core Value to support one method vs another, the answer becomes clear. The Values, as a whole, should not be limiting in nature, but provide clarity and direction.

Core Values guide performance reviews. How well your staff lives by and exemplifies the core values of your company should be coached and rewarded. Let’s say you have “Taking Creative Risks” as one of your Core Values. If you have someone who does their job very well, gets along well with others, and customers rave about them personally… yet they take few - if any - risks, they should be coached in this area. First - be certain they really understand what taking creative risks means within your company. Share a few examples of creative risks that you yourself have taken or - concealing the identity - the risks that coworkers have taken. Since risks are never guaranteed as a positive outcome, be sure to share some that did and did not turn out as planned, but keep the way the risk was created and ventured for the benefit of the company or the customer as the main focus.

Core Values are ingrained by frequent and regular discussion and relevant stories. I’m a huge fan of daily and/or weekly team huddles. Have staff share stories about how a Core Value contributed a decision or action for a coworker or customer. Stories are how people relate, internalize, and learn information and concepts. Hearing examples from those around them, staff will start to build on those or take key components and create their own way of modeling those Values.

Embed the Core Values throughout the Customer Journey and Experience. When mapping out your Customer Experience, be sure the Core Values are consistent and evident in every phase and impact point. Pick key moments of influence in the customer journey and consider how the Values can be seen and felt by the customer in each. Have the Core Values in your marketing material, on your website, in the lunch room, conference rooms, walls, feature an “Employee of the Month” who models the Core Values in a newsletter, etc. Talk about them, discuss them, challenge them, find ways to integrate them into conversations.

By intentionally identifying, setting, and modeling Core Values, the more they will become the DNA of your company, distinguish you from your competitors, and make you memorable in the minds of your customers.

It's a beautiful thing...

Article reposted with permission of author.

Kristina Evey | Ever feel that you're just one win away from a major tipping point that will help you and your business stand out as the top tier in your industry? I create that "win" for motivated C-Suite and Leadership teams. I'm a Customer Experience Strategist who loves to help Leadership Teams demystify the process of shifting operational and business priorities to the customer perspective and seeing revenue increase. I like seeing the "A-Ha!" moments at the C-Suite level when they realize how simple changes make huge impacts both internally and externally. I help B2B companies build strong connections with their customers by engaging at all levels to consistently deliver unexpected and amazing experiences customers are so delighted with that price becomes irrelevant.

Connect: LinkedIn | Twitter

Attitude: The Missing Attribute in Contact Center Hiring

Let’s face it; hiring new personnel can be a long, arduous task. Prior to announcing an opening, the job description must be created and approved. Recruiting efforts must be discussed with HR to ensure the best candidates are brought to the forefront. A lot of screening and evaluation prior to conducting the first interview must also take place.

I’ve spent countless hours mulling over applicant resumes to determine if a candidate’s skills translate into the skill set I am looking for. This scrutiny is very important and is often the most difficult of the preparation phase. After this procedure, the actual interview process can begin. I must confess I am old school by nature. As such, I focus on a few details prior to officially conducting the interview. While exchanging pleasantries, I focus on the applicant’s appearance and body language. Did they put forth a sincere effort to make a great first impression? To me, this shows a genuine desire on their part to secure the position. In addition, I look to see if they have a pen and paper. Sadly, these details are often ignored by many candidates. What better way to impress than to bring the necessary tools of the trade for an interview? As I mentioned, I am old school.

Get Away From the Resume

I will generally request the candidate provide more detail about themselves that is not on their resume. This is an ice breaker for them. This allows them to find a comfortable starting point in which to begin the interview. I firmly believe that everyone should be well equipped to speak about the one thing they should know best. For the most part, this works well in dissolving their nerves and setting them at ease. It is at this point, that I take an approach that veers from the norm.

Rather than discussing their resume, I begin by asking the candidate questions that speak to them as a person. I am curious to know the most recent book they’ve read or I the last movie they saw. The questions will vary but the goal is to determine WHO I am speaking to rather than what their skills are. It is my aim to hire the right person and teach the skills, versus hiring the skills and having the wrong person. To do so, I must discover what soft skills they possess, which are best defined as “The character traits and interpersonal skills that characterize a person’s relationships with other people.”
   
It is my aim to hire the right person and teach the skills, versus hiring the skills and having the wrong person.

For my line of business, attitude ranks high on the list of soft skills. At the heart of customer service, is a desire to assist others with empathy and kindness at all times. I constantly remind myself and those in my charge that we are one call away from disaster should we deviate from exceptional customer service. This could be the loss of a customer, the loss of revenue, public embarrassment to the business, and at worst, termination. Therefore, the majority of my focus is not on someone’s technical acumen. Instead, I want to know who they are and how they handle pressure.

Therefore, the majority of my focus is not on someone’s technical acumen. Instead, I want to know who they are, and how they handle pressure.

I’ve heard it said, “What you say or do in difficult situations reveals who you are.” Now, I recognize we all make mistakes, and at times handle ourselves in a less than stellar manner, therefore I do not apply 100% certainty to this. However, I believe there is some truth in that statement. Tough times reveal our true character. Let’s face it; the contact center agent will be placed in stressful, difficult and upsetting situations. How they handle it is not based on the technical skills they posses. On the contrary, the interpersonal skills will come to the forefront.

So, what can be done to determine one’s character? I believe there are two easy approaches:

1.  Give an assessment/personality test
   
   This is a great way to identify personality traits. There are a variety of tests available such as DISC assessment, Newcastle Personality Assessor, and The Winslow Personality Profile. Each is designed to reveal character or psychological makeup. I would suggest that any such testing programs be under the control of the Human Resources. This is to ensure issues of privacy are not violated and to be certain the overall control (testing and the results) of the program is consistent across the entire organization.
2. Focus on past behaviors
   
   Offer scenarios that require the candidate to discuss how they behaved in the past under difficult circumstances. I use customer interactions that have occurred in my contact center and place the candidate in the role of the agent. The goal is not to frustrate them, or test their knowledge but to assess their behavior. The assumption is their past actions will likely manifest thereby giving you a personal, real-time observation of what you may expect from this person.

While there are pros and cons to each, what is important is that you find the method that bests fit you personally as well as that of your company. Identify the company values, work as a team across departments and utilize the expertise of your HR staff. By doing so, you increase your chances of selecting the right candidate who will not only help the company grow, but they will also grow with the company.

I have over 15 years of progressive customer service leadership experience in the public, private and government sectors. I have led or consulted contact centers of various sizes across numerous industries. Additionally, I’ve implemented new technology and products, while maintaining award-winning contact centers.

Connect with me on LinkedIn and Twitter.

What Makes A Great Leader?

By Kathy Holdaway

Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.
- Warren G. Bennis

Leadership is an art and a science. It is an art because it continually evolves, changes form, and requires creativity. It is a science because there are certain essential principles and techniques required. A good leader knows when it is time to change shape because they are highly attentive to those around them. Coming from a position of strength, a great leader takes risks by freeing up the creative genius in their followers to build their capability and multiply the talents of the organization. This leads to community and greatness. By powerfully communicating a vision that animates, motivates, and inspires followers, a great leader is able to transform his or her organization. A good leader needs to be able to laugh; a great leader needs to be able to laugh at oneself. What kind of leader are you? What makes a great leader?  

What qualities do leaders routinely exhibit? What do your followers want to know in order to believe in you? What are the words that lead them to believe you?

Consider the following as a beginning list of Qualities:

Cooperation Collaboration Consistent Creative Conscious Caring

Capable Courageous Innovation Understanding Integrity Sense of humor

Consider the following questions that relate to those qualities:

• Do you cooperate with the best in your people or do you demand from them?

• Do you routinely work with them to bring innovation and best practices to your organization or do you push your ideas on them?

• Are you consistent in demonstrating the principles of leadership you wish others to emulate, or do you vacillate in your own modeling?

• Do you encourage creativity with brainstorming or are your ideas the only ones that work?

• Are you conscious and present with your employees, or are you in a conversation in your head while with them?

• Do you balance caring in the choices you make that effect your organization or are you only interested in the bottom line?

• Are you the only one capable in your company, or do you unleash capability by empowerment through equality in responsibility and authority?

• How courageous are you? What does risk look like to you? Does your organization go through frequent paradigm shifts continually advancing your corporate vision?

• Do you foster a collaborative working environment or does your leadership style reflect mainly "telling?"

• Do you balance understanding with expectations on deadlines when the circumstances dictate?

• Do you model integrity? What does integrity look like to you?

• Are you able to laugh at yourself and laugh freely and openly with your leadership team?

One of the joys of coaching emerging leaders, is the well-spring of ideas that surfaces in the coaching conversation. I find that both new and the existing leaders understand the dynamics of leadership required for today's complex business environment. Many of them emulate the qualities covered above. Where do you stand?

I facilitate leaders to live into their highest capacities, build high performing teams and develop creative solutions to their challenges. The best leaders of today understand the necessity of being in a state of transformation to accommodate the changing landscape of the teams and companies they lead. It begins with how they represent themselves within and without their organization. If they seek to influence, have impact and create change, then being authentic, having an open mind and an open heart are foundational. LinkedIn | Twitter | Website

"Follow the Leader", Featuring Michael Sherlock

What are some guiding principles you follow, when developing new leaders?

I believe the most important element to the development of a leader is their ability to practice engaged active listening. It is so easy to think that you have (or have to have) all of the answers. And many people rise to a leadership position because of their abilities in this area. But when you operate as if you are the only one with the answers, you do yourself, and especially your team, and incredible disservice.

In order to lead others, you must be committed to their professional development. And that means ensuring that they have the opportunity to solve problems, and make mistakes, without fear. You can guide them, support them and ease their journey, by three simple steps: 

1. LISTEN fully, with your ears and your eyes 
2. Help them to UNPACK the problem or challenge
3.  Facilitate a SOLUTION that makes sense 

Rather than jump quickly towards an answer, use the "Tell Me More" principle of asking enough questions that your employee releases all key pieces of information. This requires patience on your part, and the mindset of an investigator. It takes more time, but is well worth the effort, especially when your employee works through the overall issue. Sometimes this process alone highlights that there really is no problem.

Once all the key pieces of information are brought to light, look at them objectively. Imagine a suitcase that was stuffed so full you couldn’t zip is shut, even if you sat on it. You have to take everything out to see if it can all fit if repacked. And sometimes that means leaving some things behind, like unnecessary emotions.

Finally, when all the facts are seen clearly, you can help guide your employee to a solution that makes sense. But let them see it, come up with it, and agree to their plan. You can still help guide and direct if their solution seems incorrect, but they opportunity to see a path for themselves will build their confidence and experience.

If you’ve always been the one who has the answer and makes the smart moves, how much will your team benefit from being able to show you what they are made of? And what will THEIR success mean to your own?

Michael Sherlock is a business writer, author, speaker and podcast host. As a Vice President of US Sales for two multi-national medical device companies, Michael has managed net revenue exceeding $50 million and managed as many as 500 employees at a time.

Mrs. Sherlock provides corporations and business leaders with engaging presentations and actionable strategies on leadership, employee development, customer experience, and sales transformation. In addition, Michael hosts the Shock Your Potential podcast where she highlights the best in leadership, sales and customer experiences. The Shock Your Potential Podcast is available via iTunes, Google Play, Stitcher and your favorite podcast apps, as well as online.

Connect: Website | LinkedIn | Twitter | Facebook | Instagram

Follow the Leader", Featuring Jeff Toister

How do you encourage front line staff to take ownership of the contact center vision?

I recently spoke with a contact center leader who was frustrated that his agents weren’t really excited about the vision. He shared with me that he had come up with the vision on his own and then communicated it to the team. Well, no wonder agents weren’t excited about the vision since they had no part in creating it!

Frontline staff should be included in creating the contact center vision. When I work with organizations to create a customer service vision, I always insist multiple stakeholders take part including frontline staff, middle managers, and executive leadership. This immediately instills a sense of ownership and helps ensure the vision feels authentic to everyone.

It’s then up to contact center leaders to continuously encourage ownership. This means leading by example, discussing the vision with agents on a regular basis, and helping agents find ways to overcome obstacles and live the vision in their daily work. Contact center agents tend to understand something’s importance by how often you talk about it, so leaders need to talk about the vision a lot of they want to see their team taking it to heart.

Jeff Toister is an author, consultant, and trainer who helps customer service teams unlock their hidden potential. He’s the bestselling author of The Service Culture Handbook: A Step-by-Step Guide to Getting Your Employees Obsessed with Customer Service. More than 140,000 people on six continents have taken on of his training courses on LinkedIn Learning (a.k.a. Lynda.com). Jeff has been recognized as a Top 50 Contact Center Thought Leader by ICMI and one of the Top 30 Customer Service Professionals in the World by Global Gurus.

Demonstrate Value in Your Role

By Chris Truitt

Early in my career I learned of the importance of showing value. I survived numerous acquisitions due to my willingness to take on more responsibility and build a skill set that was scarce. Whenever I saw an opportunity I took it. If there was an app or a tool that was useful for my team, I read up on it, watch video tutorials and took available training. I’ve written wiki articles and if no one saw value in my contribution, I wrote the article anyway and saved it on my own cloud drive. I didn’t seek credit or reward for my contribution, at least not at first.  It just needed to be done and I knew in time someone would inquire about a process that I would have some insight to. Initially my motives for taking this action were not out of ambition or giving 100%. In truth, they were out of self preservation. But through difficult times often comes opportunity, which eventually allowed me to bring my skill set and business philosophy into a leadership role.

My initial thinking of what makes a good manager was to look back on all the managers that I didn’t like or things that were done or said that I would say or do differently. The things that I didn’t like or find helpful, I wouldn’t do. Seemed pretty simple at first, but I had primarily managed processes at the time. Processes can be challenging, but processes don’t have a bad day or bring their home problems to work. Processes don’t require one on ones or empathy. Processes won’t challenge you or require you to come out of your comfort zone. People will! They will not all share your business philosophy, no matter how obviously correct you believe yourself to be. It was my responsibility to serve my team, to ensure that I clearly articulate the corporate vision and that they understand our direction. Their failure was my failure and their success was due to their own contributions, and I did what I could to see that they were recognized for it.

My philosophy to show or demonstrate value never changed. I brought it with me as I moved up. But not everyone understood or supported this creed. A team member once vented his frustration that our team was a dumping ground for things people don’t understand or don’t want to do. My response was "Yes, but we are still here. We may be the only ones here that are capable of handling this task. We are developing an understanding that is scarce and holds value and people are taking notice."

I began to understand the mindset of my team, and in time I understood the mindset of the leaders I reported to. I would take notes on every question that was asked of me and try to anticipate these types of questions when creating reports and demonstrations. Value is to a degree subjective, and there are certainly people that work very hard that have experienced layoffs or have not gotten the recognition they deserve. I find that extending oneself out of the comfort zone, building a skill set and doing what one must to stand out from the pack will prove to beneficial more often than not.

Chris Truitt is an Email Deliverability Manager with over 11 years of experience. During this time, Chris has consulted with many clients, large and small on best practices and provided strategic guidance on improving inbox placement. His objective is to help businesses on realizing their full marketing potential by first understanding the customer’s needs and interests and structuring alignment of the marketing campaign to meet those needs. As a pragmatist, Chris has an analytical, result oriented approach to business. He believes a dive into data and historical performance can lead us to making well informed decisions. In his new role he has had an opportunity to offer insight to executive leaders and contributed to key decisions and business strategy. Chris resides in Raleigh North Carolina where he lives with his wife and their two sons.

Connect: LinkedIn | Twitter

Leadership in Action

By Linda Sydow

When building high performing teams, it is important to include the members of the team in the building process. If they do not feel included, the results will be less than stellar. They will either leave the team, or become disconnected, and distant. 

When I work on projects, I select individuals to work as specialists to assist in the success of the project. They are free to open thoughts, offer ideas, and take us to new doorways of thinking. Unless you’re in the trenches doing the work they do, many of their insights will be hidden from you. 

Leaders tend to fail when we do not involve employees. They need to know that there is a value in what they are doing, and they need input into they work we are doing, particularly if it impacts the work they will do. If you don’t invest any time listening to your staff, it is likely they will not listen to you, or do the work at the level that is needed to be successful. As leaders, we are the example they will follow. 

Your team is very observant. They hear what you say, but they focus on what you do! Therefore, it is imperative for leaders to gives their team members the tools required to be successful. One such tool is autonomy. Allow your staff to be experts in their role. Take their advice, solicit their feedback, and include them in your decision making process. 

Let me give an example of the damage a disconnected leader can cause. I worked with someone who was extremely frustrated with the lack of leadership they received. They became disconnected from the team, and mistrust of the manager soon set in. This person became ineffective. This was a very intelligent employee, who had a lot to offer, but was not receiving the personalized leadership and coaching by the team manager. I was asked to step in and lead the team for a short time while. 

I found the team to be distant, lacking confidence, and unaware how important their role was to the overall success of the company. They were afraid! 

I spent time with them as a group and individually. We discussed business processes, career goals, and at times, the personal challenges they were facing. There was a lot investment in training, coaching and feedback sessions. Getting their input was critical, as they felt they did not have a voice. 

Over time, the team started supporting one another. Their performance and attitudes improved significantly. I am often asked what did I do that was so different. I simply invested time in them. I was humble, yet firm. I was empathetic and sympathetic. However, I was able to utilize my experience, and be an example to them. I became their advocate, and I was present. 

I still have still the "Thank You" card they gave me. It serves as a reminder that leadership is not easy, but the reward of serving others, is worth the effort. It's easy to perceive leaders as being in the spotlight, or receiving numerous accolades. When done correctly, leadership is not as pretty as it seems. No one sees the hard work behind the scenes, or are privy to the many conversations required to develop excellent team members. Perhaps, that is point of leading.

Linda Sydow is a versatile and innovative leader motivated to improve process, streamline operations and increase revenue. She is well versed in all aspects of operations management, from scheduling and finance, to production and marketing.

Connect with Linda on LinkedIn.

What Makes You a Good Leader?

By Jessica Menapace

On Sunday our Senior Manager of Training and Development, John Kusinski, sends out "Leadership Reflections" to everyone on the leadership team of our organization.  I get bogged down with the hustle and bustle of call center management, but I do my best to read them. When I do read them, I find myself in deep thought about my growth and development, and it empowers and reenergizes me for the week.

This week, I didn't read it until Wednesday, and when I read it ,I wish I would not have waited.  This week we had an opportunity to get career and leadership advice from our CEO. The topic was "If Only I Knew Then What I Know Now". I was intrigued and excited to hear the wisdom and lessons that our CEO had learned from his career.

As I began to read, the very first subject caught my attention, and I haven't stopped thinking about it since. Tip #1 was "Know What You Want First". You can't lead others if you don't know how to lead yourself. Force yourself to think about what being a leader really means, and how you should behave to be a good one.  This statement made me dig deep and try to identify the type of leader I am.

When I thought what being a good leader really means, I couldn't find an answer that satisfied the question. I dug deeper and asked myself some deeper questions. 

What type of leader are you?

What are the key characteristics of your leadership abilities?

Why do you want to be a leader?

I didn't choose to be a leader. Being a leader chose me. I enjoy seeing people succeed. I love seeing people have the "ah ha" moment when they finally get it. I want to know what my employees goals are, and provide guidance and tools to help them reach them. I set the example, and push my people to do better at creating a better work and home life. I genuinely care about the well being of my employees, and work every day to show that to them. I'm committed to my employees, so they become committed to me, and support the vision I have for my department.

When you ask yourself the above questions, what answers do you come up with? Are the things you do as a leader getting you commitment, or compliance to the processes you are putting in place? If you are getting short term results, you may want to reconsider the leadership style you are using.

Are you a leader or are you a manager? 

.

While managing an outbound call center I pride myself in effectively managing 3 team leads and approximately 80 outbound representatives. I work to meet and maintain staffing needs, revenue goals, budget and program hours for the outbound department, with effective coaching, mentoring, leadership, and problem solving skills.

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1-2-3 Engagement is the Key

By Sean Hawkins

If you want your staff to be engaged, they must first be involved! I constantly seek opportunities to allow people to work and grow in areas other than their current role. We often talk about removing silos between departments, yet many employees remain siloed in their roles. That should not be the case.

1. Get them involved

On a daily basis, I am given a suggestion of some sort. In times past, I would dedicate time to act on the feedback. I soon realized I was spending a considerable amount of time doing this. Instead, I found it helpful to both myself and staff, to include them in the process. After all, if they an idea, they likely had thoughts on implementation. These "projects" have become quite successful over the years. In fact, they have been helpful in shaping (and changing) my opinion on things, that I once was reluctant to entertain.

Being inclusive allows the team member an opportunity to develop new skills, provides more exposure, and it leads to new opportunities for them. In addition to suggestions, pilot programs, and process improvements can be projects that your team can assist on.

Involve staff when establishing processes or procedures that directly impact them. Doing so shows them you respect their opinions, and it also ensures that you get all the input possible in your decision-making process. More so, it's an easy way to ensure adoption, buy-in, and success. 

Those doing the work, are often the one's to identify the best solutions for improvement. In areas where they are the subject matter expert, they know what works. It makes sense to include them!

2. Provide meaningful feedback

One of the best ways to keep employees engaged is through feedback. In its most literal sense, feedback means to give food back. Feedback then, is the process and act of providing, or giving nourishment. Doing so fosters growth, good health and wellness. These are important to each of us, and most often these are the things we seek most in life. However we fail to take this approach in the workforce.

Most often, employee feedback occurs when someone hasn’t performed well or it is time for their annual performance review. Feedback, in the context of our conversation supplements development. It is aligned with professional growth and should take on the form of mentorship or an advisory role.

I like to utilize my 1-on-1 or monthly feedback sessions with staff as an engagement opportunity. In addition to discussing matters related performance and addressing any concerns they may have, I incorporate feedback. Benefits of feedback:

• Increases self-awareness
• Provides a balanced view
• Leverages Strengths
• Uncovers Blind spots
• Develops skills

Once feedback is incorporated, reinforce it by rewarding employees.


3. Acknowledgment

Everyone has different motivators. Therefore, acknowledgment must come in a variety of flavors. Make it personal!

Some individuals will view acknowledgment as superficial and inauthentic, if it personal. As a result, they may respond with skepticism, cynicism and sarcasm. Employees want to see something more substantive, such as individual attention or quality time with their boss and/or colleagues, acts of service that make their jobs easier (offering to pitch in on a project or do a favor), tangible gifts or bonuses, or physical touch in the form of high-fives, fist bumps or handshakes, depending on the company culture.

The point is this; true acknowledgment touches the core of the person, by understanding their needs and making a valid attempt at meeting them! And that is what engagement all about.

I have over 15 years of progressive call center leadership and experience in the public, private and government sectors.

I have led or consulted contact centers of various sizes across numerous industries. Additionally, I’ve implemented new technology and products, while maintaining award-winning contact centers.

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