>>How
do we get call center agents to buy-in to a quality call
monitoring and coaching program?
Hi.
We're looking for ways to create buy-in among our call
center agents for our quality call monitoring program.
Myra's
answer to How
do we get call center agents to buy-in to a quality call
monitoring and coaching program?
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truly want to gain the skills, smarts, and strategies to
most effectively supervise, coach and progressively
discipline employees, then my Boot Camp for Call Center
Managers is going to change your life forever. Read
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You're in for a treat for this
response because I've taken a segment right out of my
Supervising, Coaching & Progressive Discipline
Webinar and I'm sharing secrets lawyers use in the
courtroom -secrets supervisors can apply immediately to
prepare for difficult conversations with employees.
1.
Give evidence of performance to employee. In
litigation, prosecutors are required to turn all of
their evidence over to the defense. In order to be fair
to employees, supervisors need to do the same thing.
Tony frequently received disturbing memos from his
district manager about his poor performance on sales
calls. "You failed to cover the Five Points for
Sales Excellence with a customer last month. This is
unacceptable." Tony never received a monitoring
sheet spelling out the discrepancies, never heard a tape
of a recorded call, and he didn't even have the
opportunity to defend himself because the cowardly
manager simply shot her message off in a cold blunt
memo.
Giving
feedback the way Tony's district manager does is
dangerous. It certainly isn't motivating Tony to
improve. Moreover, because the manager has provided no
proof of the calls - no score sheet, no recording of the
call, no date or time, and not even one specific
statement about Tony's alleged ineffectiveness - Tony
can't even defend his performance.
When
monitoring and coaching employees, ALWAYS turn over the
evidence of the call to them. This
evidence may include a recorded call, Mystery Shopper
score sheet, detailed notes from customer's account,
etc.
2.
Prepare for employee performance meetings in advance. No
attorney would conduct a direct examination or cross
examination without thoroughly and carefully pre
planning their questions. I always prepare a loose
script prior to meeting with employees about problem
performance, even though I don't actually read from my
script. Writing the discussion out reinforces it in my
mind and allows me to be less concerned with covering
all the basis and more concerned with my employee.
3.
Ask open-ended questions. Asking
a juror if they are for the death penalty yields a yes
or no answer, but asking her how she feels about the
death penalty gives the attorney the opportunity to
learn more. Just the same, asking your employee if she
thought the phone call in question was good will yield a
yes or no answer, but asking her how she thought the
call went gives her the opportunity to expound. My
favorite open-ended coaching questions include: "If
you could do this call over again, would you?"
"Tell me about that caller." "Is there
anything else about this call/customer that I haven't
asked, but need to know?"
4.
Don't allow the "Twinkie Defense." In
court, defendants may stand behind a theory of the case
called the "Twinkie Defense." This theory
tries to throw the jury off the trail by blaming the
client's bad actions on something else - he ate too many
Twinkies, for instance, and was on a sugar high when he
killed/robbed/raped/molested and therefore is not
responsible for his actions. You may have encountered
the Twinkie Defense with your employees: "I was
late because traffic was unusually heavy and then when I
got here the elevator was broken, therefore my tardiness
is not my fault." Decide that employees will be
held accountable for their actions and don't allow them
to hide behind the Twinkie Defense. In response to the
Twinkie Defense, you respond with, "This is about
individual responsibility - not trying to hide behind
excuses."
Imagine
tomorrow you have to meet with an employee to discuss
the fact that she's been tardy six times in the last two
weeks. The employee is known to be defensive and
difficult, you've had this conversation numerous times,
and now you're at the critical pivotal moment. Are you
100% confident you can handle this situation?
If
not, I've got the perfect program for you.
Simply click
this link to see what it's all about.
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I
was very pleased with Myra' presentation, but even more
so, I was left with a sense of new energy and desire to
put her recommendations to use. I
can't wait for Monday!
Tim
O'Laughlin
The
Coca-Cola Company
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