"Follow The Leader", Featuring Janet Poklemba

How do you create actionable goals from the knowledge acquired at a conference? 

I’ve always considered conferences to be valuable experiences that allow me to learn more about our industry, and to stay on top of trends, technology and innovation. Connecting with peers is one of my favorite aspects of conference attendance, as we share wins and struggles of often relatable challenges. After a conference, I consider it very important to share the experience to help demonstrate how the investment pays off for our team.

Below are three tips to keep in mind to ensure your conference attendance results in action that helps to inspire, inform and move your business forward.

1. Aspiration! Many sessions I attend are aspirational. They help cultivate a vision of where our team could be in the future. I carry these ideas back to work to contribute to long term strategy sessions. I’m always interested in how other organizations are creating better insight, navigating new technology or providing proactive and predictive service. This helps to build the path to the contact center our team needs to be to help our customers.
2. Inspiration! Taking time to focus on my field is always inspiring to me. Customer Service people are awesome! There is so much information provided during a great conference that it can be difficult to remember so I’ve used Twitter to help me capture my moments of inspiration. Along with note taking during sessions, I tweet the key ideas that resonated with me. At the end of the conference, I review the tweets, pop them in a PowerPoint, and use them to help remember and share that inspiration with my team.
3. Collaboration! Connecting with peers in other industries is valuable in building your network ,and they are generous with their insight and experience. This network of peers is critical when you are looking at innovation in your own contact center. Having a trusted colleague to reach out to, and ask about technology choices or services you want to pilot in your call center, helps you to make better choices more quickly. It also lends credibility to your decisions by leveraging industry leaders that have been successful with similar initiatives.

I’ve met amazing people, who do great work for companies all around the world. If you have a chance to go to a conference, take that opportunity to learn, grow and share the inspiration and ideas with your team. Better yet, bring a few team members with you, and take advantage of more sessions, connections and collaboration!

Janet Poklemba has been in the business of customer service for over 20 years in a variety of call center leadership roles working both sides of the BPO model and managing in-sourced teams. She is passionate about the Customer Experience and all things digital to help reduce customer effort and bring the voice of the customer to the decision making table. Janet is experienced in multiple industries including telecommunications, satellite TV, home warranty, HVAC and consumer products.

Connect: LinkedIn | Twitter

Empathy, and the Recipe for Chocolate Cake

Once upon a time, (isn’t that how they always start), a young woman took a leap, and accepted a position in a customer service role. This is a new adventure, how exciting!!

The young woman had no experience in customer service, but was up for the challenge. She thought should could figure it out. She could talk to anyone; how hard could this be? I mean, they are just people, right? Friends had always told her she could talk to anyone, she was an expert in her previous field, and she wasn’t afraid of anything,

She had a new team to work with, and colleagues with different skill sets. They all seemed like they knew what they were doing. She plugged in her headset and started her day.

Things are going well. "How can I help you?" "Can you please tell me what happened?" "Thank you for calling! I am happy to have helped you!" It seemed like a breeze. Day one done.

Day two, started out the same, until the call came in, that she wasn’t prepared for. "How can I help you?" The reply was simple, “I am not sure you can.” Really?

"Can you please tell me what happened?"

The customer stated, "I have a huge problem. Your office told me that I wouldn’t have to enter in all of this data. I can’t believe all of this happened! I am so mad, and I need to talk to someone who can help me!"

She is having a moment of crisis. Could I help her? Do I know what happened? What did she say she needed on her previous calls? What did we tell her? When did this happen?

Realizing the woman on the phone was mad already, and asking her to hold could only irritate her more, she  was focused on diffusing the situation and finding out what happened. How can she make this better? How can she make this right?

Things aren’t going well. She is trying to listen, trying to research, and trying to figure out how this went so horribly wrong.

Many thoughts came to mind. "Where do I look to find this?"  "Who can help me, help her?"  "Did she make the mistake?"  Then, she remembered something her colleague said to her at lunch, "if you list it out, you willl figure it out."

So, she had the customer start from the beginning, to understand how this happened. She assured the customer that she'd make things right.

The customer took her back to the beginning. She went back to when she didn’t understand what needed to happen, back to when she called the service team to make sure she was doing the right thing.

The service agent was able to list it out, step by step, documenting each situation while the customer was explaining. During this process, while she was listening to the customer, she felt empathy.

In that moment, "I know how to talk to people, or I’m excited about the new opportunity", didn't matter.  It was upsetting, being in this position. "How would I feel if it was me?" "Who would help me, after I called several times before?" Does anyone  in this organization care?"

In those moments, when don’t have the right information, directions, and resources, things can escalate out of control. You have the wrong ingredients.

Give you staff the recipe for success:

1. Train them in the details
2. Address their concerns
3. Give them resources
4. Do the right thing
5. Be human
6. Utilize empathy and sympathy
7. Actively listen 
8. Be available, be present, be real
9. Empower your staff to make the BEST decisions for customers

In the end, the above story worked out. I'm sure by this point, your are wondering about the chocolate cake. Well, I needed something to keep your attention.

I love what I do. I love my industry. I love the long hours and weekend set ups, concrete floors to flights of fancy, coffee runs and changes on the fly. My goal: delivering client needs on budget, and on time.

Connect: LinkedIn | Twitter 

"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

Do You Have The Right BLEND For Sales?

By Michael Sherlock

“Do you care about the environment?”  he asked while trying to step in front of me politely while I attempted to entre Whole Foods.  Damn!  I made eye contact.

“Do you care about saving homeless starving dogs?” she asked, while I tried to get across the street before the light changed.  Damn!  I made eye contact again.

“Your shoes are awesome!” he said while I moved rapidly through the mall on the way to meet one of my clients.  “Why thank you!” I responded.  And left buying his eye cream that I didn’t need.

I work often with teams that have the tough job of cold calling.  Cold calling on the phone.  Cold calling on people on the street outside of businesses.  Cold calling while walking into offices.  They deal with rejection numerous times, but often that rejection is based on their own strategy.  After all (and I hate to admit this), sometimes I just want to say “No, I don’t care about the environment OR starving dogs!”

Neither of those statements would be true.  I care about both.  But the questions tend to baffle me.  Is this working somewhere other than 2am infomercials?  What makes us cringe when we see the people on the corner raising money for a worthy cause or trying to get us to switch our energy provider?

You may think that the gentleman who complimented my shoes got me because he made a personal comment.  Well, the answer is both yes, and no.  What he really did to shock me was give a genuine compliment in a way that forced my natural response.

You may think that the other two people only provided me with a Yes or No (closed) question, or that they were too scripted.  Again, the answer is both yes, and no.  They backed me into a corner from which I felt that fight or flight were my only options.  And they treated me like a number instead of a customer.

In my upcoming book, out this fall (I am still arguing with my editor over the title), I look at sales by what I call the BLEND principle.  When you blend these 5 ingredients, you have a successful sales opportunity:

   B – Be immediately and fully present

   L – Listen with your ears AND your eyes

   E – Ensure that you have asked all of the right questions

   N – Never let your customer feel like a number

   D – Deliver an exceptional experience

In a rush to make fast sales, we forget that a sale is not just an exchange of goods or services for something of value.  It is an emotional exchange as well.

Each of the 5 elements above require you to slow down and truly concentrate on each customer at a time.  Before you dial the phone or walk into an office, have you done your homework?  Do you know who you are calling, why you are calling and what is important to them?

I know.  Right now, you are reading this saying “Michael, you are crazy!  I need to make 100 calls a day!  I need to close 10 new sales!  I need to make 5 new connections!”

But where is it written that homework has to take hours?  Sometimes the mental preparedness is a 5-minute meditation before the first dial.  And then being so confident in your script that you remember that the script is only worthwhile if someone allows you to talk to them.  And if you listen.

Being immediately and fully present requires you to look and/or listen to the person you want as a customer.  Are they open?  Are they guarded?  Do they care about your product, service or mission?  You can tell if you really look. 

Listening with your eyes AND ears means that you are not just focused on delivering your message in a rush.  You care whether or not the message resonates.  If it doesn’t, and you try to force it, you just broaden the chasm.

You can’t ensure that you’ve asked all the right questions if you don’t ask any questions.  And be prepared for push-back, disbelief or disagreement.  Their thoughts and opinions matter on your way to a sale.

No one wants to be the “next in line” person.  Even if you are on dial 97 of 100, it is more important for you to make that sound like your first call than to hit 100.  And if you ask me the same question on the street in the same way you have asked the other 200 people who went by, I will know it.  And feel it.  And keep walking.

Finally, regardless of the outcome, provide an exceptional experience that transcends product and company.  Reach me as a human and I will remember you, your product and company forever.

Ignore the first 4 concepts and I will also remember you, your product and company forever.

“Ma'am, if you are interested in a healthier energy company, I’d love to share some information with you.” 

“Sir, if you are passionate about animals, I can make your day.”

“Pardon me ma'am, but those bags under your eyes and those dark circles make you look so old and tired!  Try my eye cream!” Damn!  I made eye contact…

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.

In 2016, Michael published her first book, Tell Me More, to promote her highly effective approach to employee empowerment, building team skills and confidence, accelerating productivity, and rapidly growing top-line revenue at any company.  Her second book is due Fall 2018.

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

Building a Training Strategy

By Elaine Carr, CPLP

Several years ago while interviewing for my job at ICMI, an employee asked me, “What’s the biggest training obstacle for contact centers?” I thought for sure this must be a trick question. The answer is just so obvious. When I answered, “Getting people off the phones to do training,” the interviewer threw her hands in the air indicating I scored a touchdown. I would still answer the question the same way today. One thing that will help, though, is having a training strategy.

A training strategy is a plan for what training is needed and an action plan for how that training will be accomplished. It should be part of a greater corporate strategy, or at least the contact center strategy. It should encompass all employees, and not just new hires or just agents. Too often contact centers resort to just providing new hire training and then—maybe—additional training only when things change (like procedures, systems, new products, etc.) or when performance slips quite a bit. A training strategy helps the focus remain on improving skills at all points and keeping performance improving rather than only reacting when it slips.

To create a training strategy, begin by understanding your business. I don’t mean understand training or understand contact centers, although both are important. You need to understand the entire business in which the contact center exists. Look at it’s mission, vision, and goals, and its strategic plan. Make sure you understand what they really mean, what the organization is trying to accomplish, and how the organization makes money. Your training strategy needs to be aligned with what the organization is trying to accomplish and what the contact center is trying to accomplish. Training should be a major enabler in achieving the organization’s goals, so you have to understand those goals thoroughly.

The next step is too look at what the contact center needs in order to help the organization achieve its goals. What skills are missing? What skills aren’t needed now but might be needed in the future? Work with other leaders to assess their major concerns, understand your customers’ evolving needs, and know the existing competency levels of employees. This is a basic needs analysis conducted on a wider scale than just a single course or single program.

You will also need to assess what training resources you have. What training staff do you have and what are their capabilities? Consider facilities, open social networks, employee engagement, subject matter experts available, supportive leaders, and supportive learning technologies. Also consider external resources that you might be able to bring into play. Be realistic here. If your training staff doesn’t have the skills to train effectively or you don’t have much support from other managers and leaders, you will not be able to accomplish as much and may have to scope your strategy differently, beginning slowly and developing the support and resources that you need.

You probably have more on your list of needs than you can realistically accomplish, or at least can’t accomplish all at one time. So you have to prioritize your efforts. Where is the need the greatest or where will filling the gap be most impactful? What are some easy wins that might help you get more support? Where might you be able to recombine resources to make them more effective or to spread them out further? Prioritizing means being creative and realistic about what you can do. It creates focus.

Be sure to include other leaders throughout the contact center in making your priorities. This will help them support your final action plan. The action plan should include back-up plans and approach how and when training will be provided, and what happens when volume requires training to be stopped or delayed. That’s where real creativity is required! Can you do a series of short 10-minute elearning units so that agents don’t have to be away from work for very long at one time? Can you create blended learning that involves several types of instruction broken into smaller bits? Instead of doing training, can you develop a job aid that will help fill the gap? Can you incorporate some of the training into the team’s huddle meetings? Will providing resources to supervisors for better coaching address the need? Be sure to consider everyone and not just the agents. New and experienced supervisors have very different training needs that often get overlooked. Managers and business analysts also have different training needs.

Be sure to think about the future and not just the present. Otherwise, by the time you execute the training strategy it will be outdated, and you will no longer be addressing current needs. That reminds me of the freeway construction that never ends – once one end is finished, they start all over again at the other end because traffic has outgrown the infrastructure. We aren’t fortune tellers, but we do have to be thinking ahead and making educated guesses about what the workforce will need tomorrow.

When you have an action plan in place, make sure to distribute it and make it known. If you can come up with a visionary statement to summarize and focus people on the training strategy, all the better. Get it put on some signs, on the intranet, and wherever else it can be visible so that everyone is focused on it.

Of course, we work in contact centers, so we are never done with an action plan. Our work requires flexibility, so we must have back-ups plans and we must regularly re-assess and re-plan as circumstances change. I would look at the training strategy at least quarterly and annually do a re-assessment and overhaul.

People and the needs of the contact center (and thereby, the needs of the organization) are at the heart of a good training strategy. Having one helps move training from hit or miss efforts with new hires to an effective approach for all employees. Training is one of those things that has proven very effective at increasing employee engagement, and a good training strategy helps make effective training with engaged employees a reality.

A professional in the training arena for more than 25 years, Elaine has 18 years’ experience in the contact center industry. She has both outsourced (domestically and internationally) contact center services and worked in companies doing the outsourced work. The variety of business that she has experienced in the contact center world includes financial services, incentives, transportation, government, healthcare, insurance, retail, and utility services, giving her a wide-ranging view of the industry. She is a Certified Professional in Learning and Performance (CPLP) and holds a Master (Level 3) Gamification Certification from Sententia. Currently, Elaine utilizes her contact center and training experience at ICMI and HDI as the Group Instructional Design Manager.

Connect: LinkedIn | Twitter

Knowledgeable Agents Are Key to Great Customer Service

By Sean Hawkins

I recently spoke with an agent for my insurance company, in the hopes of clearing up a misunderstanding concerning my policies. Well, things didn't go as easily as expected. For starters, I called the wrong the number. It seems the contact number on my statement was not the correct for me to call. Mind you, it was correct, but having two policies in two different states seems to cause some internal confusion on their part. I'm used to this though.


Unfortunately, the problem was compounded when the agent attempted to answer my questions. It was apparent to me, the information was not correct. After I questioned the validity to the response I received, I was transferred to someone else. I could tell the agent escalated for THEIR sake and not mine.


Sadly, the agent had been placed in the uncomfortable position of not knowing the answer, nor was he capable of finding the proper resource to assist him in providing resolution. He was looking to bail as quickly as possible once things became difficult. While I was upset, I couldn't blame him. Having worked on the front lines, with limited training and resources, I KNOW that feeling!

Knowledge, in my opinion, is probably the most important factor in providing excellent service. This is not to suggest their aren't others, there are. What I do suggest, is at the moment of truth, the best aid a support agent can have in their repertoire, is a deep understanding of their role, product and/or service, processes, and company policy. In the event they are lacking in these areas, they should know where to go, to get the answer. Better yet, they should not be assisting customers. It leads to frustration on the part of the representative and the customer, and quite possibly results in losing a customer.

Agent knowledge is key in three areas:

1. Trust- Customers will trust you, when you provide accurate information. When your staff is fully trained, they are better prepared to give customers the correct answer. In the event they encounter an issue they've not faced, proper training and procedures will point them in the right direction to find an effective and timely resolution. Trust makes no excuses, it finds solutions.
2. Great Experience- I get excited, when in the course of assisting a customer, the agent transitions to the next step in the customer's journey. This could be a simple notification of what is to come, advise on a product that will meet additional needs, or anything else of value to reduce the customer's effort.
3. Improved KPI's/Metrics- In almost every instance, a well trained, knowledgeable agent, will have a positive impact on metrics. Whether it is satisfaction, handle time, quality, or first contact resolution, the agent's expertise IS the prevailing factor in achieving high marks.

I know it is fashionable to have the latest software solutions, unlimited data with incredible insights, and specialist doing cutting edge, innovative work. Who wouldn't want that? Yet, from the customer's perspective, none of this is important, if the representative was not helpful, courteous, and knowledgeable, at the moment of truth.

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.

Connect with me on LinkedIn and Twitter.

Make Sure Your Learning and Knowledge Management Systems Really Work

By Cyndi Chadwik

Learning no longer requires participants, including an instructor, to be cloistered in one room at the same location. The development of Learning Management Systems (LMS) and associated Knowledge Management System (KMS) provide employers an opportunity to present information to staff that is consistent, easily digestible, and convenient.

However, the LMS/KMS is only as good as its accessibility, how searchable it is, and whether or not it returns accurate and useful information. “The things that happen in a learning management system are less than ten percent of the activities that real people pursue when they want to learn something,” says Tim Martin, a co-founder of Rustici Software. “If you want to learn something, you don’t go to an LMS, whether you have access to it or not—you usually go to Google or a co-worker.” Developing and maintaining systems that deliver useful materials to employees when they actually need it is imperative. Everyone must be actively engaged in ensuring the correct information is available at all times.

Organizational change is easier to track, than departmental. One small shift in procedure may seemingly only affect immediate members of a group, but if a KMS article outlining the procedure is linked to others in a way that does not enable trickle-down updates, the user is ultimately presented with conflicting and confusing information. Their confidence in the information wanes, and the potential for them to bypass the KB/LMS altogether for the alternative (Google or a co-worker) increases.

The key is remaining on top of change management, and making sure the content in your LMS/KMS always reflects current and useful information.

1. Provide LMS/KMS that encourages and provides easy feedback mechanisms
2. Engage those who can quickly validate content accuracy and identify related material for incorporation
3. Ensure the content is easily editable and available for immediate publication

Ultimately, a knowledge management system is built in an environment which encourages individual ownership, provides immediate communication and successfully provides consistent and accurate tools to its workforce.

Cyndi Chadwik is creative and analytical. She has a proven track record of resourcefully meeting challenges to reach the best solutions.

A natural leader, Cyndi is unafraid to assume the role of to being the go-to person, yet knows the value of being a great team player to develop effective cross-functional processes.

Connect with Cyndi on LinkedIn.

"Follow the Leader", Featuring Lauren Lomb

What are some fun and creative ways to train staff during down time?

There are many fun and creative ways to train staff during down time. One way, is to create a  crossword puzzle with the questions and answers related to the organization’s mission, values, and of course, product knowledge.

Set a time limit, say two hours, for all to be turned in. All agents with perfect scores are entered to win a $25 or $50 gift card. Or, they can simply be named a “Champion of the Week”. What’s great about this option is it’s easy, fun, and reinforces all the right information without it feeling like a task or chore to the agents. 

There are free bingo websites online, that allow you to enter your own criteria. You can enter, “Found newest product on the website” or “Called a former customer just to check in”. As they perform the tasks they write in specific information that they found or did, and work towards BINGO. We’ve also done short, 10 question quizzes on QA content, and grammar. Surprisingly these are very well received and can even get competitive!

Lauren Lomb has a passion for people and life! She is a Corporate Trainer & Leader specializing in customer service, customer experience, contact centers,  employee engagement & workplace culture. Lauren was recently named one of ICMI’s Top 50 Thought Leaders of 2017.

Follow the leader: LinkedIn | Twitter 

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.

Connect with me on LinkedIn and Twitter.

"Follow the Leader", Featuring Elaine Carr

What is your top priority, when implementing a training team? The thing I look for the most are people who want to grow and develop themselves, try out new things, experiment, and make things better—no matter how good things are already. So often training folks focus on developing other people and they get stale doing the same old things all of the time. While I want the team to be grounded in the basics of training, basing whatever they are doing on well-supported, researched-backed findings about learning, I even more want people who are constantly looking to get better at their jobs themselves and who can model that for their learners. It is about what I already know and do, but it’s even more about what I’m learning about and thinking about trying out next.

Elaine has been designing and delivering training and managing the training function for more than 25 years. She is a Certified Professional in Learning and Performance (CPLP) and is currently the Training & Development Manager at ICMI. What is she learning next? Elaine is working on her Level 3 (Master Tradesman) Gamification certification from Sententia and expects to have it completed before the end of 2017.

Follow the leader: LinkedIn | Twitter

Who's Responsible for Professional Development?

By Sean Hawkins

A few years back, EdAssist conducted a study on the perceptions of managers and employees regarding professional development. They questioned over 1000 employees and managers, with disparities between the two groups:

• Most workers, 74%, believe it is employers who is responsibility for career development.
• Most managers, 98%, believe employees are responsible for their career development.

I believe personal growth is the primary responsibility of the individual. But, it benefits employers to aid in their endeavor. However, professional development and growth, is a shared responsibility between employee and employer.

Employees are hired with a certain set of skills, knowledge, and abilities. However, if their role and/or responsibilities change, the employer has a responsibility to provide the necessary training to for the worker. Employees are investing in their companies by working longer hours, handling evolving tasks and assuming increased responsibilities. Is it fair to expect the employee to also assume the cost of their professional development?

What do you think?

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.Connect with me on LinkedIn and Twitter.