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Building and Maintaining High Performing Teams

Anne Nickerson
Principal, Call Center Coach, LLC

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Todays Agenda

Building High Performance Teams


Determine competencies and behaviors for high performing team members Put together an interview plan to identify the best candidates to hire
Review check list of interview steps and processes

Maintaining High Performance Teams


Analyze typical team development cycle and your role as leader and facilitator How to facilitate effective meetings

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Who is On Your Team?

Supervisors

Agents

Senior Management

Other Operations

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Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Individual and Team Skills

Customer Focused Problem Solver Builds Relationships Responsive Positive Attitude Cooperation Business Savvy

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Interview Planning

Job Analysis What is required for the job? Do you have an up to date job description? Succession Plan What skills does your team need now? What skills will your team need in the future? Who could step into your shoes? Sourcing Plan Local media Employees
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February 9, 2005

Building and Maintaining High Performing Teams

Components of Interview Process Resume Profile Telephone Screen Job Aptitude Testing Background Check Interview Agenda Realistic Job Preview

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Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Resume Profile
What to Look For Objective or Career Goal Accuracy Past Results Job Record Tone and Attitude Process Paper Based Web Based Search or Hiring Firm
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Building and Maintaining High Performing Teams

Telephone Screen
What to Listen For Voice Tone Modulation Clear Communication Ability to Think on the Spot

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Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Job Aptitude Screen

Based on Job Requirements


Skills (i.e. use of computer) Problem Solving Customer Focus Psychological

Validated (proven predictor of performance)

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Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Background Check
Education Job History Criminal Record Use of Drugs

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Interview Agenda

Welcome and Introductions Review Agenda Gather Information Educational Background Work Experience Skill Evaluation Company Information Next Steps/Close Follow Up Process
Timing Training Required Probation

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Interview Questions

Behavioral
Past Performance Predicts Future Performance (Felt, Said, Thought, Did, Outcomes) Describe what you did in a situation to provide great customer service. Or Tell us about a time you had to help a difficult customer. What happened as a result of your involvement?

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Change these questions to a performance based question

Do you think that customers are always right?

Why is it important to be confident during conversations with customers?

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Legal Issues

Any question asked during an interview cannot discriminate the candidate based on:
Age Gender National Origin or Race Sexual Orientation Disability

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Polling Questions
Can this question be asked during an interview? Are you available to work night and weekends? What are your arrangements for child care? Tell us about a time you received constructive criticism. Are you a member of any clubs or organizations?
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Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Realistic Job Preview


Purpose: To tell it like it isboth opportunities and challenges Medium Options:

Videotape Employee Panel Customer Panel Side-by-Side Observation

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Train, Train, Train, Train, Train, Train, Train


Communicate, Communicate, Communicate Expectations, Expectations, Expectations Feedback, Feedback, Feedback
February 9, 2005
Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Why Teams?
Complimentary Skills Real Time Problem Solving Social Dimension 1+ 1 = 3

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Team Development Cycle

Performing

Forming

Norming

Storming

Coming together is a beginning, staying together is progress, and working together is success." Henry Ford
February 9, 2005
Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Forming Stage
What you see is Politeness Low Risk Guarded Anxiety Excitement Confusion Cautious
February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Forming Stage
What you see is Politeness Low Risk Guarded The issues are: Anxiety What is our purpose? Excitement Am I accepted? Confusion Whos in charge? Cautious What is my role?
February 9, 2005
Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Forming Stage
What you see is Politeness Low Risk Guarded The issues are: Anxiety What is our purpose? Excitement Am I accepted? Confusion Whos in charge? Cautious What is my role?
February 9, 2005

Your role:
Listen Involve others

Help set clear expectations


Facilitate setting ground rules

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Forming: Meeting Skills Helping Others Listen


Repeat both content and impact of issue

It sounds like Leo is frustrated and feels disrespected by being the only person to the meeting on time.

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Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Forming: Meeting Skills Helping Others Listen


Paraphrase and respond to the question that was asked

What I heard Sally say is


that the meeting start time is too close to the end of the sub-team meeting. Lets consider some other options.

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Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Forming: Help Set Clear Expectations


Keep track of action items to identify important details later Review with team for accuracy and clarity

Who

What

By When?
End of every day Wed

Ralph will post new call stats Send Trina list of skill strengths

Trina will create list of team skills Friday

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Ground Rules
Work as team to set ground rules of how the team will work together All team members should agree on what happens when ground rules are not followed Individuals held accountable by team Be open for ground rules to evolve

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Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Establishing Ground Rules


Rule: ___________________________ ________________________________ Reason: _________________________ ________________________________ Impact: _________________________ ________________________________
February 9, 2005
Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Sample Team Ground Rules


Encourage Questions Respect Differences of Opinions Listen Carefully Individual and Group Accountability Everyone has Air Time Clarify Roles Stay Focused Others________________

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Storming Stage
What you see is Listening to refute Feeling stuck Coalitions Confrontations Hidden agendas Competitiveness Member Isolation

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Storming Stage
What you see is Listening to refute Feeling stuck Coalitions Confrontations Hidden agendas Competitiveness Member Isolation The issues are:
Who has the power in the group?

What alliances are there?


Compromise pre-maturely
February 9, 2005
Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Storming Stage
What you see is Listening to refute Feeling stuck Coalitions Confrontations Hidden agendas Competitiveness Member Isolation The issues are: Your role: Listening Clarifying

Help sort out skills and gaps

Determine Who has the power in the group? mission, goals and measures
What alliances are there?
February 9, 2005

Compromise pre-maturely
Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Storming: Meeting Skills


Continue to play traffic cop as needed Express your ideas and opinions Encourage others to express ideas and opinions Return to Ground Rules if needed

February 9, 2005
Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Norming Stage
What you see is

Listening to hear Giving feedback Respect others ability Conflict handled constructively Pride in team and mission Supportive and helpful Some ambivalence Trust is increasing

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Norming Stage
What you see is

Listening to hear Giving feedback Respect others ability Conflict handled constructively Pride in team and mission The issues are: Supportive and What do we stand for or helpful Some ambivalence believe in? Trust is increasing What different combinations of people work well together? How effectively do we work together?

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Norming Stage
What you see is

Listening to hear Giving feedback Respect others ability Conflict handled constructively Pride in team and mission The issues are: Supportive and What do we stand for or helpful Some ambivalence believe in? Trust is increasing What different combinations of people work well together? How effectively do we work together?

Your role: Express your ideas and thoughts

Share power
Help clarify statements Use decision making tools

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Brainstorming

Define problem and write it down Set time limit All ideas are accepted Silly ideas jump start potential realistic solutions Document all ideas

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Multi-Voting

Used to determine priorities or sort ideas into manageable few Assign a number of points to each person Each person votes using points Points can be used all on one item, or split among items

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Force Field Analysis

Drivers

Restrainers

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Performing Stage
What you see is

Communication is direct Attain goals! Group synergy High-performing Acceptance of strengths and weaknesses Commitment to new challenges

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Performing Stage
What you see is

Communication is direct Attain goals! Group synergy High-performing Acceptance of strengths and weaknesses Commitment to new challenges

The issues are:


High motivation and enthusiasm Satisfied and fulfilled

Pride expressed
Consensus decision making Risk taking, spontaneity, flexibility

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Performing Stage
What you see is

Communication is direct Attain goals! Group synergy High-performing Acceptance of strengths and weaknesses Commitment to new challenges

Your role: Build trust


The issues are:
High motivation and enthusiasm Satisfied and fulfilled

Encourage expression of ideas and thoughts Follow through on actions and promises

Pride expressed
Consensus decision making Risk taking, spontaneity, flexibility

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Transforming High Performance

Create an open climate that values difference Avoid insulating the team Foster critical evaluation of actions and decisions Focus on performance not on team-building

Discuss priorities openly Pay attention to measurements Provide development Provide career path Pay attention to turnover Succession planning

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

To Meet or Not to MeetThat is the Question!

Has a goal been set? Has an agenda been created ahead of time? Will the appropriate people be attending? Could the information be covered in an e-mail, memo, stand up chat?

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Effective Meetings

Start and End Time Stated Purpose and Objective Introductions and Clarify Roles Agenda Time Keeper Ground Rules Designated Facilitator

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Agenda Template

Objective Attendees Date, Time, Duration Location What to Bring Agenda


Topic and Duration Presenter Facilitator Time Keeper

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Common Meeting Problems

Finishing on time Cant make decisions Dominant participants Silent Participants Rehashing decisions Deal with small fires but not larger issues Key persons dont attend Lack of follow through on tasks

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Meeting Tips

Be very clear on the purpose of the meeting Begin small meetings with introductions Involve as many people as possible Make sure everyone understands whats going on Time is important Assign action items End meeting with summary of decisions and assignments
Copyright 2004, Call Center Coach, LLC

February 9, 2005

Building and Maintaining High Performing Teams

Many of us are more capable than some of usbut none of is as capable as all of us!
-quote from Tom Wilson

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Questions and Answers

February 9, 2005

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Call Center Coach, LLC is dedicated to providing call center managers and leaders with comprehensive developmental resources:
Professional Telephone Coaching Business On-Site Audit Leadership Development and Mastery Program Telephone Talk Show Call Center Insider Newsletter
February 9, 2005
Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Not by the Seat of My Pants:


Leadership Lessons for the New Call Center Supervisor by Anne G. Nickerson

To order: Phone: 888-860-2622 Fax: (860) 871-0334 Mail: Call Center Coach, LLC 76 Kibbe Road, Suite 200 Ellington, CT 06029 E-Mail: info@callcentercoach.com

February 9, 2005

Copyright 2004, Call Center Coach, LLC