Agent Relationships With FG v4 - Updated

FACILITATOR INSTRUCTIONS - DO NOT PRESENT THIS SLIDE Transformation
All of the facilitator notes for this session are found in the notes section of the PowerPoint.
Materials required
● Printed facilitator notes from this PowerPoint
● Pens for participants
● White board or flip chart paper and markers
● Printed from the appendix, one copy for each participant:
− Appendix 1: : How do you feel today?
− Appendix 1: EQ Activity Sheet
− Appendix 1: How Approachable Are You?
− Appendix 1: How Approachable are you – Scoring Sheet
− Appendix 1: How Approachable are you - Score Interpretation
− Appendix 1: How Approachable are you - Look Available - Questions 2, 6, 14
− Appendix 1: How Approachable are you- Listening Skills - Questions 5, 7, 8, 9, 16
− Appendix 1: How Approachable are you - Verbal Communication - Questions 1, 4, 7, 11, 13, 15
− Appendix 1: How Approachable are you - Body Language - Questions 3, 8, 10, 12
− Appendix 1: Be Approachable – My Commitment
− Appendix 1: Truth Exercise
− Appendix 2: Leading Through Relationships
− Appendix 3: The emotional bank account - How Should You Invest?
− Appendix 4: Social Style Handout
© 2016 Convergys Corporation. All rights reserved.
Convergys Confidential and Proprietary 1
Team Leader
Development
Agent Relationships
Philippines
August 2017
How Do You Feel Today?

AGREEMENTS
● One conversation at a time

● Mobile phones on silent mode
● Moving right along
● Focus forward
● Participation
● Confidentiality

WELCOME
Getting to Know You
● Hi, my name is __________ and often people say I look like _______, but in
reality I actually look more like ______. And if I had a million dollars I’d probably
buy ___________, but I settle on doing ______ as a hobby on weekends.

AGENT RELATIONSHIPS Transformation
WORKSHOP CONTENT:
● Overview of Emotional Intelligence
− “How Approachable Are You” survey and dialog
● Team Leader Service Model
− Care
− Connect
− Credibility
− Keeping Commitments
− Unbiased Approach
Transformation
− Approachable
− Praise in Public, Correct in Private Understanding and practicing the
● Leading through relationships action planning importance of engagement will drive
retention and program metrics
● The Emotional Bank Account
● Characteristics of an effective team

BOSS VS. LEADER Transformation
We’ve all had bosses we were proud to follow — people we’d do anything for — even run
through a brick wall. On the other hand, most of us have had bosses we followed only
because, well, they’re the boss.
So what separates the leaders we want to follow from the leaders we have to follow?

FEEDBACK FROM TEAM LEADER/OPERATIONS MANAGER SURVEY Transformation

THE LEADERSHIP TRIANGLE Transformation
TASK
The Sweet Spot – Where

Leaders Adapt to the Situation
Dimensions of Success
PROCESS RELATIONSHIPS
Adapted from Interactive Associate’s model Dimensions of Success
CHECK POINT! Transformation
What Do We Know?
- We now know that based on the NPS Survey, our direct reports
wants a LEADER and not a BOSS!
- We now know that for us to be a LEADER, we need to be

in the “Sweet Spot” of the Leadership Triangle, meaning, we need to
able to “adapt to the situations”.
Dimensions of Success
How to be in the “Sweet Spot”?
YOU NEED TO BE EMOTIONALLY INTELLIGENT!

EMOTIONAL INTELLIGENCE (EQ) Transformation

EMOTIONAL INTELLIGENCE (EQ) Transformation

EMOTIONAL INTELLIGENCE – IQ VERSUS EQ Transformation
IQ: 178
EQ: 0
“Out of control emotions make smart people stupid”
“Emotional intelligence is twice as important as cognitive abilities in predicting outstanding

employee performance, and accounts for more than 85% of star performance in top leaders”
Daniel Goleman

EMOTIONALLY INTELLIGENT ORGANIZATIONS Transformation
Top Reasons for Leadership Derailment

Poor interpersonal relationships
- Being too harshly critical
- Insensitive or demanding
- Alienating colleagues
Rigidity
- Inability to accept feedback
- Inability to listen, learn and change
Inability to work with a team

- Being disrespectful
- Being uncooperative
- Not sharing information, plans or credits
Center for Creative Leadership 2005

REVIEW: ENGAGEMENT DRIVERS

EMOTIONALLY INTELLIGENT ORGANIZATIONS Transformation
Top Behaviors for Leadership EQ Success
Everyone communicates with

understanding and respect
People set group goals and help

others work toward them
Enthusiasm and confidence in

the organization are widespread.
Rate your EQ activity sheet

WHAT IS EMOTIONAL INTELLIGENCE? Transformation
Emotional Intelligence = EQ
Perceiving
Monitoring
Recognizing
Understanding Using
Emotions
Reasoning
Having high EQ means that you understand and recognize emotions and use this information to guide your
thinking and actions in a positive productive way

EMOTIONAL INTELLIGENCE DOMAINS Transformation
Self Awareness: Social Awareness:

Reading Your Self Empathizing
Emotional Self Awareness Reading the Big Picture
Accurate Self Assessment Organizational Awareness
Personal Competence
Having Self Confidence Service Orientation
Social Competence
EQ Domain competencies
Self Management: Relationship Management:
Controlling Emotions Facilitating
Demonstrating Integrity Influencing
Adaptability Developing Others
Accomplishing Cultivating Relationships
Sustaining Optimism Team Work and Collaboration
Inspirational Leadership
EMOTIONAL INTELLIGENCE – SELF AWARENESS Transformation
Accurately reading your own emotions is a basic aspect of emotional intelligence and
helps guide your decision making process
Self confidence comes from an accurate sense of your own worth and abilities. This
leads to be a belief in yourself and the ability to be a better decision maker
Always be positive
Solicit feedback
Identify strengths, weaknesses and triggers
Interpret goals and feelings
Self-observe and reflect
Record reactions and thoughts
EMOTIONS
A mental state that arises spontaneously rather than through conscious effort and
is often accompanied by physiological changes; a feeling .
Eight basic emotions
● Anger ● Fear
● Surprise ● Guilt/Shame
● Sorrow ● Interest
● Joy ● Disgust

HOW APPROACHABLE ARE YOU? - ACTIVITY Transformation
Instructions: For each statement, mark in the column that best describes you. Please answer them as you actually are
(rather than how you think you should be), and don't worry if some seem to score in the "wrong direction."
Answer Sheet Link
es
es
im
im
ys
ys
ly
ly
r
r
n
n
ve
ve
re
re
te
te
wa
wa
et
et
Ne
Ne
Ra
Ra
Of
Of
m
m
Al
Al
So
So
1 - The negative feedback I give outweighs my
9 - I empathize with my colleagues' positions.
positive feedback.
2 - I step away from my desk and walk around to 10 - I do not make eye contact when talking to
speak to my colleagues. people.
3 - I smile at people, whatever their level in the 11 - I talk to each team member the same,
organization. whether they are thick skinned or sensitive.
4 - When my colleague pitches an idea, I do not
12 - I talk with my arms folded.
provide feedback.
5 - I make time available to speak with team
13 - I do not complain.
members.
6 - I let my colleagues know where I will be if I
14 - I give team members my cellphone number.
am away from my desk.
7 - I let negative emotions show when I receive 15 - I talk about my life outside work with my
bad news. colleagues.
8 - If I am talking to a team member and the
phone rings, I halt the conversation to take the 16 - I provide a platform for ideas.
call.

HOW APPROACHABLE ARE YOU? – SCORING SHEET Transformation
Scoring Sheet Link

Question
No. Never Rarely Sometimes Often Always
1 5 4 3 2 1
2 1 2 3 4 5
3 1 2 3 4 5
4 5 4 3 2 1
5 1 2 3 4 5
6 1 2 3 4 5
7 5 4 3 2 1
8 5 4 3 2 1
9 1 2 3 4 5
10 5 4 3 2 1
11 5 4 3 2 1
12 5 4 3 2 1
13 1 2 3 4 5
14 1 2 3 4 5
15 1 2 3 4 5
16 1 2 3 4 5

HOW APPROACHABLE ARE YOU? – SCORE INTERPRETATION Transformation
Score Interpretation Link

Score Comment
You need to work on your approachability. Your attitude and demeanor are cutting
off the flow of information you receive from your team members. This might mean
that problems are swept under the carpet, or great ideas aren’t being allowed to
flourish. You may have to make some fundamental changes to how you manage,
but don’t worry: there are plenty of simple ways to get started and boost your
16-36 approachability.
You are in a great position to improve. You can be approachable, so problems may
come to you before they get serious. However, your team members may also put off
telling you when something’s up, because they’re worried about your reaction. Take
a closer look at your results and focus most on where your score is low. You may
37-58 find that a simple change to the way you manage will make a huge difference.
Well done! You are approachable, which means your team members feel relatively
little fear in coming to you when they have a problem or an idea. This is because
your reaction to bad news is measured and calm, and you treat ideas with relish
and positivity. As a result, crises develop far less often than they would do under a
more unapproachable manager, and your organization benefits from the ideas
culture that your welcoming attitude has fostered. However, there is always room
59-80 for improvement!

HOW APPROACHABLE ARE YOU? – LOOK AVAILABLE - QUESTIONS 2, 6, 14Transformation
It seems obvious, but looking available is one of the most effective steps we can take toward breaking down physical barriers, reducing
power distance, and keeping lines of communication open. Not much says "leave me alone" more than keeping your office door
closed, not talking to team members because they're less senior than you, or expecting people to address you differently from
everyone else!
If you don't have an office, improve your visibility by getting up from your desk and walking around. Your desk is your turf, and this can
make it hard for team members to approach. So, go and speak with people at their desks, where they feel comfortable, or talk to them
somewhere neutral, like at the water cooler. Use this informal time to recognize good work, and to gain feedback. You'll be amazed
how much people like to share their thoughts when they're asked!
Hewlett Packard® founders William Hewlett and David Packard famously used this approach in their company. Since then, the term
MBWA – Management by Walking Around – has become popular. But it takes more than simply strolling through your office or around
your site. You must make a determined and genuine effort to talk to and understand your team members, to find out what they do,
check they have what they need, make sure they're happy, and to take action where necessary to correct things that are going wrong.
And don't just talk about work; indulge in a little personal disclosure. Sharing information about yourself is important when you're in a
leadership role because it shows others you are empathetic, compassionate and authentic. Speak about your family, what you did at
the weekend, and your hobbies. Build rapport with others by finding out about their lives outside work, too. (If you share information
and take time to chat, you'll probably find that you end up liking the people you work with – that's great, and mutual liking and mutual
respect can be hugely powerful!)
If you're in and out of meetings a lot, let your team know where you'll be and when you'll be back. Tell everyone how to contact you if
there are any problems, and make sure you're available. Should you not be able to respond immediately, reassure people that you'll do
so at the first opportunity you get.
Link to Look Available
HOW APPROACHABLE ARE YOU? – LISTENING SKILLS - QUESTIONS 5, 7, 8, 9, 16Transformation
Put simply, if your team members think you are not listening to them, they won't want to approach you.
Good listening is not about hearing what someone is saying and waiting for him or her to finish so you can
have your "two cents." You have to engage your eyes, as well as your ears, give the other person your full
attention, and draw on your emotional intelligence. Being switched on in this way builds trust and respect,
both of which are important for increasing approachability.
Engage in Active Listening. This is the process by which you pay attention to the words someone is saying,
and understand the complete message that he is sending. Listening in this way is important, because it
shows you are paying attention, so your colleagues feel engaged and valued.
Another approach is Empathic Listening. This can help you win your team members' trust and get to the root
of any issues they may have. Do this by identifying key points and repeating them back to the speaker to get
her to open up. What's important is to pay attention to what's not being said, as well as what is – the
absence of words can often be telling.
Link to Listening Skills

HOW APPROACHABLE ARE YOU? – VERBAL COMMUNICATION - QUESTIONS 1, 4, 7, 11, 13, 15 Transformation
There is a huge crossover between appearing approachable and being positive, and this is especially important when
we consider what comes out of our mouths. What we say is a crucial part of approachability, because good verbal
communication helps us build trust and a strong team spirit.
Few people will want to engage with you if everything you say is negative. Although it will always depend on the
circumstances, team members will have more confidence in approaching you with ideas or problems if they are not
fearful of the outcome. With this in mind, make sure you acknowledge ideas from your team and give credit where it's
due.
(You don't have to go over the top. Try to give much more positive feedback than negative (because people take
negative feedback much more to heart than positive feedback – a simple "thanks for the suggestion" encourages
people to contribute again.)
If an idea is great, make sure you give your team member the recognition he deserves. Research shows that receiving
praise raises our dopamine levels – the neurotransmitter associated with feelings of joy and satisfaction – which helps
us establish good working habits. But if an idea is not so good, you need to explain why. Failure to do so may leave your
team member feeling like his input is not wanted, and this can stifle future creativity.
Responding positively to good ideas is the easy part. It's how you react to bad news that's the real test. Self-regulation,
which is an important part of emotional intelligence, isn't always easy but problems can fester if team members are too
scared to come to you with their issues. Appreciate that it takes courage to speak up when something is wrong, so
always thank the person for letting you know.
Link to Verbal Communication
HOW APPROACHABLE ARE YOU? – BODY LANGUAGE - QUESTIONS 3, 8, 10, 12 Transformation
Your team members could be sitting on ideas that could transform your organization but previous
experiences, when you've seemed disinterested, may have put them off telling you about them. And you
could be none the wiser!
We know that positive managers tend to have happy teams, and they are naturally far more approachable
than those with a negative outlook. Positivity shines through all communication, including our posture, eye
contact, hand gestures, speech, and tone of voice. And how we hold ourselves determines the way people
act toward us.
Using the right body language is a vital yet simple way of increasing your approachability. Smile more,
unfold your arms, look your team members in the eye when you talk to them, and speak slowly in a
moderate to low tone. Take your time when you're walking to and from your desk – even if you're in a hurry
– and remember to look around rather than straight ahead or down at the floor.
Link to Body Language

BE APPROACHABLE – MY COMMITMENT Transformation
Compare the results from your quiz to the tips provided to be approachable.
Take 5 minutes and write down three things that you will do differently to be more
approachable with your Agents in the four categories.
Look Available
Listening Skills
Verbal Communication
Body Language
Be specific and creative!

Link to My Commitment
CHECK POINT! Transformation
How do I feel now?
How do I Feel Now?

EMOTIONAL INTELLIGENCE – SELF MANAGEMENT Transformation
Controlling emotions is the fundamental competency in this domain. The ability to

manage your emotions allows you to keep negative feelings and impulses under
control, deal with stress and channel positive and negative emotions productively
Techniques to control emotions:
Interpret negative patterns

Reduce stress
Talk things through
Write down your feelings
EMOTIONAL INTELLIGENCE – SELF-MANAGEMENT
EMOTIONAL TRIGGERS
● Are either internal (e.g. thoughts) or external (e.g. events that happen
around us) factors that can elicit an emotional response.
● For example, I thought (trigger: internal) my TL was mad at me that’s why I
got scared (emotion: fear) and it reflected in the way I responded to the
customer
● The man cut the line (trigger: external) and I got mad (emotion: anger)
Trigger Emotional Response

EMOTIONAL INTELLIGENCE – SELF-MANAGEMENT
EMOTIONAL TRIGGERS
Expressed
Trigger INTERPRETATION Emotional Response
“Moment of Choice”
We can choose how to interpret

T.R.U.T.H EXERCISE
Use the T.R.U.T.H Exercise activity sheet provided
Think of a time that you jumped to a conclusion and said or did
something you regretted.
Structure your responses based on the following points:
Trigger Event (what happened):

Reference (how you incorrectly evaluated the situation):
Unhealthy Response (what was your emotional response?
What did you say or do that you now regret):
Truth (what was really going on):
Healthy Response (what you can do or say better the next time):
Truth Exercise
EMOTIONAL INTELLIGENCE – SOCIAL AWARENESS Transformation
Empathizing and reading the big picture, being able to read the big picture facilitates an understanding
of relationship networks, trends and politics of larger groups and Organizations. A high Level view
allows you to see the reality of things, not just how you would like them to be. Awareness of social
surroundings can be built through empathizing, which is sensing and taking interest in other people’s
emotions and perceptions
Improve your empathy:
Listen first – really listen

Stand in their shoes
Find common ground

EMOTIONAL INTELLIGENCE – RELATIONSHIP MANAGEMENT Transformation
Facilitating, influencing, developing others, cultivating relationships, team work and

collaboration and inspirational Leadership will help you foster and maintain healthy
relationships
Build and strengthen relationships:
Build bonds & trust

Communicate
Team work and collaboration
Coaching and developing others
SOCIAL STYLES
Your Relationships
• Focused on the details • Focused on the

• Accurate end result
• Data driven • Decisive
• Serious • Problem solver
• Independent
• Focused on the • Focused on

relationship the big picture
• Dependable • Catalyst
• Team player • High energy
• Patient • Optimistic
EQ BENEFITS Transformation
High EQ enhances productivity, retention, better employee engagement

and adaptability.
People feel comfortable in sharing ideas and making collaborative

decisions leading to reduced stress and less conflict, better heath and
satisfaction.
High EQ comes handy in our personal and professional lives.
The concepts discussed here can be used with your colleagues,

subordinates, boss and even with your spouse, friends and relatives. It
helps in improving relationship.

REVIEW Transformation
• Overview of Emotional Intelligence (EQ)

• Boss Versus a Leader
• What our Agents are telling us (TL NPS Survey)
• The Leadership Triangle
• IQ versus EQ
• What is Emotional Intelligence (EQ)
• Four Domains of Emotional Intelligence
• Eight Basic Emotions
• How Approachable are you Activity
• Emotional Triggers (Internal versus External)
• The Moment of Choice and T.R.U.T.H. Exercise
TEAM LEADER SERVICE MODEL Transformation
1. Care
2. Connect
3. Credibility
4. Keeping Commitments
5. Unbiased Approach
6. Approachable
7. Praise in Public, Correct in Private

CARE AND CONNECT – DO I HAVE THE TIME? Transformation
We’ll show you simple, fast easy ways you can connect.

CARE AND CONNECT Transformation
● Learn about their hobbies, goals, and dreams

● Take time to get to know names of team members’
spouses, kids, and pets
● Remember birthdays, anniversaries, and other
important dates
Get to Know Your Team

CARE AND CONNECT - APPRECIATION Transformation
● Appreciate them in your team meeting

● Get your manager to appreciate them,
hand over chocolates, flowers or small gifts
as token of appreciation
● Make a buzz
● Dine with the leadership
● Hall of Fame- Create a team board and
paste their picture/ brief talk about them
that will uplift their morale. Family pics etc.

CARE AND CONNECT - WITH YOUR PEERS (ACTIVITY) Transformation
After the 5 minutes, come

together and share with
Find a partner and spend
the larger group 3
5 minutes getting to know
interesting facts you
each other
learned about your
partner

CREDIBILITY Transformation
● Responsive leaders will be perceived as more credible and

trustworthy
● Leaders who know when to interact face-to-face (rather than, let's
say via email) will be seen as more credible
● A leader who is consistent with his/her expressed values
● A leader who builds expertise over time strengthens credibility
● A credible leader builds trust by fulfilling promises and
commitments
● A credible leader maintains an unbiased attitude in the team

ROLE PLAY - CREDIBILITY Transformation
Scenario:
Your OM has confidentially shared that the program you are currently on will no
longer be supported by Convergys. During a one on one with an Agent, she tells you
that she heard the program will be pulling out of the site.
How do you respond?

KEEP YOUR COMMITMENT Transformation
Do I understand what I am promising to do?
Can I fulfill the promise within the specified time?
Do I have the skills and tools to complete the request?
Write the promise down and set a reminder
Create a concrete plan to fulfill the promise

KEEP YOUR COMMITMENT Transformation
Communicate with the other party
Ask others for support and encouragement
Focus on keeping your promise

KEEP YOUR COMMITMENT - ACTIVITY Transformation
Scenario 1 Coaching Conversation:
After your coaching conversation, you (TL) and your agent create an action plan.
How do you (as a TL) keep your commitments?

KEEP YOUR COMMITMENT - ACTIVITY Transformation
Scenario 2 Changes to Targets:
After a meeting with your OM, you are tasked to communicate a change of target (e.g. AHT will
significantly increase in target in the next 2 months) through your Team Meeting.
How do you (as a TL) communicate and stick to your commitments during and after your Team
Meeting?

UNBIASED APPROACH Transformation
H elpful — supporting the employee’s performance

U nbiased — firsthand, truthful, credible, and
nonjudgmental
B alanced — empathetic with a firm sense of reality
S pecific — note observed behaviors, the results that
occurred, and the impact

UNBIASED APPROACH - ACTIVITY Transformation
Scenario:
Two of your agents are in the bottom two in the Net Promotor Score (NPS) OM cluster
stack rank. One of your agents is fresh out of Transition, and the other agent is tenured
(more than two years in the program).
How do you provide unbiased approached to your agents?

PRAISE IN PUBLIC, CORRECT IN PRIVATE Transformation
Handling disputes, problems, and constructive feedback privately
● The Right Approach

● The Right Time
● The Follow-Up

PRAISE IN PUBLIC, CORRECT IN PRIVATE Transformation
:
Highly performing teams -> the leaders provide a 5:1 ratio. That means 5 utterances of
positive reinforcing feedback to every 1 utterance of constructive feedback.
● The Appropriate Approach

● The Appropriate Time
● The Follow-Up

PRAISE IN PUBLIC/CORRECT IN PRIVATE - ACTIVITY Transformation
Scenario 1: English Only Policy
You are currently conducting a team meeting on the production floor, and ask an Agent to
share best practices. Your Agent shares best practices, but in vernacular, and in front of
new hires that are on the other side of the stations Y-connecting with tenured agents.
How do you handle the scenario in front of the team, and then correct privately?

PRAISE IN PUBLIC/CORRECT IN PRIVATE - ACTIVITY Transformation
Scenario 2: Agent Behavior
While remotely monitoring an Agent on one of the calls, you are able to observed that the
Agent is exhibiting the right behavior you recently talked about in your “coaching to
improve AHT”, avoiding being too chatty. The Agent was consistent as well on the next two
calls you have remotely observed.
How do you praise this Agent’s behavior?

BUILDING RELATIONSHIPS Transformation
Think You Don’t Have the Time?????
YOU DO!
RELATIONSHIP BUILDING IDEAS Transformation
Make EVERY Touchpoint Count!

 Say “Hi” when you enter the floor
 Ask what plans someone has for the weekend
 And, then follow-up on Monday to ask how it went
 Spend your break with 1-2 Agents….. And don’t talk about work
 Have lunch with 1-2 Agents a week
 Schedule a monthly birthday celebration with a potluck

BREAK Transformation

The Emotional Bank Account
THE EMOTIONAL BANK ACCOUNT Transformation
Emotional Bank Account

6 MAJOR WAYS TO MAKE DEPOSITS Transformation
1. Understand the individual

2. Keep commitments
3. Clarify expectations
4. Attend to little things
5. Demonstrate personal integrity Emotional Bank Accounts
A deposit or withdrawal is made
6. Sincerely apologize when you make a “withdrawal” during every interaction with another
person.
Deposits – build (or repair) trust

Withdrawals – reduce trust
THE EMOTIONAL BANK ACCOUNT – TRUST
 Understand the individual

 Keep commitments
 Clarify expectations
 Attend to little things
 Demonstrate personal integrity
Emotional Bank Account  Sincerely apologize when you
A Relationship with Trust make a “withdrawal”

THE EMOTIONAL BANK ACCOUNT
Withdrawal
Deposit
“I can’t believe you’d
expect me to give you
“How was your weekend?” PTO with only 1 day
“I wanted to check in to see if your notice!”
daughter is feeling better.”
“Great job earlier today helping Gina
“Get out of the way, I’m trying to come
find the tools she was looking for!”
through.”
“I brought you a new pen since you
lost your favorite one.”
“Who is the idiot who forgot to pick up
“I made some cupcakes for the team
their documents from the copier?”
– Happy Friday!”
XXXXXXXXXXXXXXXXXXXXX
THE EMOTIONAL BANK ACCOUNT - ACTIVITY
Withdrawal
Deposit
XXXXXXXXXXXXXXXXXXXXX
THE EMOTIONAL BANK ACCOUNT - HOW SHOULD YOU INVEST? ACTIVITY
sit
sit
e
e
Na t
Na t
en
en
m
m
po
po
Ag
Ag
De
De
THE EMOTIONAL BANK ACCOUNT
Emotional Bank
Account Activity

Characteristics of an Effective Team
TEAM BUILDING Transformation

WHY IS TEAM BUILDING IMPORTANT? Transformation
● Team building is essential to bring out the best in every team member
for continuous growth.
● It encourages positive and open communication, it helps develop

leadership potential, and it brings the team together as one.
CHARACTERISTICS OF AN EFFECTIVE TEAM Transformation
 Clear communication among all team members

 Regular brainstorming sessions with all
members
 Consensus among team members
 Problem solving done as a group
 Commitment to team goals and to the other
team members
 Regular team meetings that are productive and
inclusive
 Positive, supportive working relationships
among all team members
 A sense of pride to help with strong
performance!

CHARACTERISTICS OF AN EFFECTIVE TEAM Transformation
Here are some team activities that promote building an effective Team:
● On Team Meetings – Have one team member share (10mins) something interesting
about him/herself (encourage creativity during sharing…like show
pictures/ppt./etc.).
● Schedule All Hand meeting with your Team to discuss critical communications and
changes to your program.
● Conduct regular Focus Group Discussions with your TLs and/or Agents.
● Regular rewards and recognitions activities.
● Follow your TL cadence of “walking the floor”.
● When planning to conduct team building, you can check GOM or in our Leadership
Development portal go to Building Leaders and go to Skill Pack - Team Building
for Team Leaders. You will find activities there you can use for Team building.

STAGES OF TEAM DEVELOPMENT

STAGES OF TEAM DEVELOPMENT: LEADER ACTIONS

STAGES OF TEAM DEVELOPMENT: LEADER ACTIONS
Assess your current team:

• What stage are they at?
• What are the “symptoms” that point to your assessment?
• What specific actions can the leader take to address/support
the team at this stage?
TEAM LEADER DEVELOPMENT Transformation
Thoughts, Comments, Questions

WRAP UP – DAY ONE Transformation
● Emotional Intelligence
● Team Leader Service Model
− Care
− Connect
− Credibility
− Keeping Commitments
− Unbiased Approach
− Approachable
− Praise in Public, Correct in Private
● Leading through relationships action planning Transformation
● The Emotional Bank Account Understanding and practicing the
● Characteristics of an effective team importance of engagement will drive
retention and program metrics

APPENDIX

Back 1
Activity 1: How do you feel today? Participant Name:_______________________ Back 2
Instructions: Please answer the questions as honestly as possible.
Part 1 : How do you feel today?

_______________________________________________________________________________________________
_______________________________________________________________________________________________
Part 2 (to be answered later): How do you feel now?
_______________________________________________________________________________________________
_______________________________________________________________________________________________
How come you felt that way? What happened earlier?

INTERMISSION
_______________________________________________________________________________________________
_______________________________________________________________________________________________
How do you know when you're feeling a feeling?
_______________________________________________________________________________________________
_______________________________________________________________________________________________
Can you stop or change your feelings? Increase your feelings?
_______________________________________________________________________________________________
_______________________________________________________________________________________________
Rate your Behaviors – this is private and only for your reference and development Back
Item 1 2 3 4 5
Never Rarely Sometimes Often Always
Being too harshly critical

Insensitive or demanding
Alienating colleagues
Inability to accept feedback
Inability to listen, learn and change
Being disrespectful Hand out: Rate your EQ behaviors found in the appendix
Being uncooperative INTERMISSION
Not sharing information, plans or credits
Everyone communicates with understanding and respect
People set group goals and help others work toward them
Enthusiasm and confidence in the organization are widespread.
My Notes
Back
How Approachable Are You?
Instructions: For each statement, mark in the column that best describes you.
Please answer them as you actually are (rather than how you think you should be), and don't worry if some seem to
score in the "wrong direction."
es
es
im
im
ys
ys
ly
ly
r
r
n
n
ve
ve
re
re
te
te
wa
wa
et
et
Ne
Ne
Ra
Ra
Of
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Al
Al
So
So
1 - The negative feedback I give outweighs my
9 - I empathize with my colleagues' positions.
positive feedback.
2 - I step away from my desk and walk around to 10 - I do not make eye contact when talking to
speak to my colleagues.
3 - I smile at people, whatever their level in the INTERMISSION people.
11 - I talk to each team member the same,
organization. whether they are thick skinned or sensitive.
4 - When my colleague pitches an idea, I do not
12 - I talk with my arms folded.
provide feedback.
5 - I make time available to speak with team
13 - I do not complain.
members.
6 - I let my colleagues know where I will be if I
14 - I give team members my cellphone number.
am away from my desk.
7 - I let negative emotions show when I receive 15 - I talk about my life outside work with my
bad news. colleagues.
8 - If I am talking to a team member and the
phone rings, I halt the conversation to take the 16 - I provide a platform for ideas.
call.
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How Approachable Are you - Scoring Sheet
Question
No. Never Rarely Sometimes Often Always
1 5 4 3 2 1
2 1 2 3 4 5
3 1 2 3 4 5
4 5 4 3 2 1
5 1 2 3 4 5
6 1 2 3 4 5
7 5 4 3 2 1
8
9
5
1
4
2
INTERMISSION
3
3
2
4
1
5
10 5 4 3 2 1
11 5 4 3 2 1
12 5 4 3 2 1
13 1 2 3 4 5
14 1 2 3 4 5
15 1 2 3 4 5
16 1 2 3 4 5
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Score Interpretation
Score Comment
You need to work on your approachability. Your attitude and demeanor are cutting off the
flow of information you receive from your team members. This might mean that problems
are swept under the carpet, or great ideas aren’t being allowed to flourish. You may have
to make some fundamental changes to how you manage, but don’t worry: there are plenty
16-36 of simple ways to get started and boost your approachability.
You are in a great position to improve. You can be approachable, so problems may come
to you before they get serious. However, your team members may also put off telling you
when something’s up, because INTERMISSION
they’re worried about your reaction. Take a closer look at
your results and focus most on where your score is low. You may find that a simple change
37-58 to the way you manage will make a huge difference.
Well done! You are approachable, which means your team members feel relatively little
fear in coming to you when they have a problem or an idea. This is because your reaction
to bad news is measured and calm, and you treat ideas with relish and positivity. As a
result, crises develop far less often than they would do under a more unapproachable
manager, and your organization benefits from the ideas culture that your welcoming
59-80 attitude has fostered. However, there is always room for improvement!
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Look Available - Questions 2, 6, 14
It seems obvious, but looking available is one of the most effective steps we can take toward breaking down physical
barriers, reducing power distance, and keeping lines of communication open. Not much says "leave me alone" more than
keeping your office door closed, not talking to team members because they're less senior than you, or expecting people
to address you differently from everyone else!
If you don't have an office, improve your visibility by getting up from your desk and walking around. Your desk is your turf,
and this can make it hard for team members to approach. So, go and speak with people at their desks, where they feel
comfortable, or talk to them somewhere neutral, like at the water cooler. Use this informal time to recognize good work,
and to gain feedback. You'll be amazed how much people like to share their thoughts when they're asked!
Hewlett Packard® founders William Hewlett and David Packard famously used this approach in their company. Since
then, the term MBWA – Management by Walking Around – has become popular. But it takes more than simply strolling
through your office or around your site. You must make a determined and genuine effort to talk to and understand your
team members, to find out what they do, check they INTERMISSION
have what they need, make sure they're happy, and to take action
where necessary to correct things that are going wrong.
And don't just talk about work; indulge in a little personal disclosure. Sharing information about yourself is important
when you're in a leadership role because it shows others you are empathetic, compassionate and authentic. Speak
about your family, what you did at the weekend, and your hobbies. Build rapport with others by finding out about their
lives outside work, too. (If you share information and take time to chat, you'll probably find that you end up liking the
people you work with – that's great, and mutual liking and mutual respect can be hugely powerful!)
If you're in and out of meetings a lot, let your team know where you'll be and when you'll be back. Tell everyone how to
contact you if there are any problems, and make sure you're available. Should you not be able to respond immediately,
reassure people that you'll do so at the first opportunity you get.
Back
Listening Skills - Questions 5, 7, 8, 9, 16
Put simply, if your team members think you are not listening to them, they won't want to approach you.
Good listening is not about hearing what someone is saying and waiting for him or her to finish so you can
have your "two cents." You have to engage your eyes, as well as your ears, give the other person your full
attention, and draw on your emotional intelligence. Being switched on in this way builds trust and respect,
both of which are important for increasing approachability.
Engage in Active Listening. This is the process by which you pay attention to the words someone is saying,
and understand the complete message that he is sending. Listening in this way is important, because it
shows you are paying attention, so your colleagues feel engaged and valued.
Another approach is Empathic Listening. This can help you win your team members' trust and get to the root
of any issues they may have. Do this by identifying key points and repeating them back to the speaker to get
INTERMISSION
her to open up. What's important is to pay attention to what's not being said, as well as what is – the
absence of words can often be telling.
Back
Verbal Communication - Questions 1, 4, 7, 11, 13, 15
There is a huge crossover between appearing approachable and being positive, and this is especially important when
we consider what comes out of our mouths. What we say is a crucial part of approachability, because good verbal
communication helps us build trust and a strong team spirit.
Few people will want to engage with you if everything you say is negative. Although it will always depend on the
circumstances, team members will have more confidence in approaching you with ideas or problems if they are not
fearful of the outcome. With this in mind, make sure you acknowledge ideas from your team and give credit where it's
due.
(You don't have to go over the top. Try to give much more positive feedback than negative (because people take
negative feedback much more to heart than positive feedback – a simple "thanks for the suggestion" encourages
people to contribute again.)
If an idea is great, make sure you give your teamINTERMISSION
member the recognition he deserves. Research shows that
receiving praise raises our dopamine levels – the neurotransmitter associated with feelings of joy and satisfaction –
which helps us establish good working habits. But if an idea is not so good, you need to explain why. Failure to do so
may leave your team member feeling like his input is not wanted, and this can stifle future creativity.
Responding positively to good ideas is the easy part. It's how you react to bad news that's the real test. Self-
regulation, which is an important part of emotional intelligence, isn't always easy but problems can fester if team
members are too scared to come to you with their issues. Appreciate that it takes courage to speak up when
something is wrong, so always thank the person for letting you know.
Back
Body Language - Questions 3, 8, 10, 12
Your team members could be sitting on ideas that could transform your organization but previous experiences,
when you've seemed disinterested, may have put them off telling you about them. And you could be none the
wiser!
We know that positive managers tend to have happy teams, and they are naturally far more approachable
than those with a negative outlook. Positivity shines through all communication, including our posture, eye
contact, hand gestures, speech, and tone of voice. And how we hold ourselves determines the way people act
toward us.
Using the right body language is a vital yet simple way of increasing your approachability. Smile more, unfold
your arms, look your team members in the eye when you talk to them, and speak slowly in a moderate to low
tone. Take your time when you're walking to and from your desk – even if you're in a hurry – and remember to
INTERMISSION
look around rather than straight ahead or down at the floor.
Back
My Commitment to being Approachable
Instructions: Compare the results from your quiz to the tips provided to be approachable. Take 5 minutes and
write down three things that you will do differently to be more approachable with your Agents in the four
categories. Be specific and creative
My Commitments to being more Approachable
1 2 3
Look Available
Listening Skills INTERMISSION
Verbal
Communication
Body Language
Back
INTERMISSION
Leading Through Relationships - TL Name_____________ To be completed by Date: ___________ Back
•Before you can comment on performance, your employee should feel you know and care about them. Remember, people don’t care how much you know until they know how much you care.
•Instructions: in a natural way get to know your people by finding the answers to these five questions, then report your finding back to your OM by the above date.
Where did you grow up? What are your hobbies? What do Who is the most important person or What are you passionate about? What is What do you want to do with
Where are you from? you like to do when not people in your life? You should know something besides work that you are your life? Help the
Where are your roots? working? This is important the individual’s spouse, kids, and passionate about? It may be the same as individual to see a vision
This provides for you to be able to even the dog’s name, if those are the hobby, but it could also be a particular for what’s beyond the
common ground for reference when talking with the people who are important to the cause that the individual really cares about. current role, and how
Agent Name
you to connect with the individual to make a individual. Make sure to ask about This is something you can plug into to help can you help them get
the individual. connection. these people regularly. motivate and energize the individual. there.
INTERMISSION
Leading Through Relationships - TL Name_____________ To be completed by Date: ___________ Back
•Before you can comment on performance, your employee should feel you know and care about them. Remember, people don’t care how much you know until they know how much you care.
•Instructions: in a natural way get to know your people by finding the answers to these five questions, then report your finding back to your OM by the above date.
Where did you grow up? What are your hobbies? What do Who is the most important person or What are you passionate about? What is What do you want to do with
Where are you from? you like to do when not people in your life? You should know something besides work that you are your life? Help the
Where are your roots? working? This is important the individual’s spouse, kids, and passionate about? It may be the same as individual to see a vision
This provides for you to be able to even the dog’s name, if those are the hobby, but it could also be a particular for what’s beyond the
common ground for reference when talking with the people who are important to the cause that the individual really cares about. current role, and how
Agent Name
you to connect with the individual to make a individual. Make sure to ask about This is something you can plug into to help can you help them get
the individual. connection. these people regularly. motivate and energize the individual. there.
INTERMISSION
The emotional bank account - How Should You Invest? Write each of your Agents name and list one “deposit” you will Back
make in their emotional bank account.
sit
sit
e
e
Na t
Na t
en
en
m
m
po
po
Ag
Ag
De
De
INTERMISSION
Social Styles Handout
• Focused on the details • Focused on the

• Accurate end result
• Data driven • Decisive
• Serious • Problem solver
• Independent
INTERMISSION
• Focused on the • Focused on

relationship the big picture
• Dependable • Catalyst
• Team player • High energy
• Patient • Optimistic

Agent Relationships With FG v4 - Updated

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FACILITATOR INSTRUCTIONS - DO NOT PRESENT THIS SLIDE Transformation

How Do You Feel Today?

● One conversation at a time

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The Sweet Spot – Where

- We now know that for us to be a LEADER, we need to be

YOU NEED TO BE EMOTIONALLY INTELLIGENT!

© 2016 Convergys Corporation. All rights reserved.

© 2016 Convergys Corporation. All rights reserved.

“Out of control emotions make smart people stupid”

“Emotional intelligence is twice as important as cognitive abilities in predicting outstanding

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Top Reasons for Leadership Derailment

Inability to work with a team

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Top Behaviors for Leadership EQ Success

Everyone communicates with

People set group goals and help

Enthusiasm and confidence in

Rate your EQ activity sheet

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Self Awareness: Social Awareness:

Having Self Confidence Service Orientation

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Answer Sheet Link

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Scoring Sheet Link

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Score Interpretation Link

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Link to Listening Skills

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Link to Body Language

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Be specific and creative!

How do I feel now?

How do I Feel Now?

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Controlling emotions is the fundamental competency in this domain. The ability to

Techniques to control emotions:

Interpret negative patterns

Trigger Emotional Response

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Trigger Event (what happened):

Improve your empathy:

Listen first – really listen

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Facilitating, influencing, developing others, cultivating relationships, team work and

Build and strengthen relationships:

Build bonds & trust

• Focused on the details • Focused on the

• Focused on the • Focused on

High EQ enhances productivity, retention, better employee engagement

People feel comfortable in sharing ideas and making collaborative

High EQ comes handy in our personal and professional lives.

The concepts discussed here can be used with your colleagues,

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• Overview of Emotional Intelligence (EQ)