building maintaining high performing teams

February 9, 2005

Building and Maintaining High Performing Teams

Copyright 2004, Call Center Coach, LLC

Anne NickersonPrincipal,

Call Center Coach, LLC

February 9, 2005



Today’s 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



Who is On Your Team?

Other Operations

Supervisors

Senior Management

Agents

February 9, 2005



Individual and Team Skills

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

February 9, 2005



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

February 9, 2005



Components of Interview Process

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

February 9, 2005



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

February 9, 2005



Telephone Screen

What to Listen For Voice Tone Modulation Clear Communication Ability to “Think on the Spot”

February 9, 2005



Job Aptitude Screen

Based on Job Requirements• Skills (i.e. use of

computer)

• Problem Solving

• Customer Focus

• Psychological Validated (proven

predictor of performance)

February 9, 2005



Background Check

Education Job History Criminal Record Use of Drugs

February 9, 2005



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



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



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



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



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?

February 9, 2005



Realistic Job Preview

Purpose: To tell it like it is—both opportunities and challenges

Medium Options:• Videotape

• Employee Panel

• Customer Panel

• Side-by-Side Observation

February 9, 2005



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

Communicate, Communicate, Communicate

Expectations, Expectations, Expectations

Feedback, Feedback, Feedback

February 9, 2005



It is literally true that you can

succeed best and quickest by

helping others succeed

February 9, 2005



Why Teams?

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

February 9, 2005



Team Development Cycle

Forming

StormingNorming

Performing

Coming together is a beginning, staying together is progress, and working together is success." Henry Ford

February 9, 2005



Forming Stage

What you see is… Politeness Low Risk Guarded Anxiety Excitement Confusion Cautious

February 9, 2005



Forming Stage


The issues are:

What is our purpose?

Am I accepted?

Who’s in charge?

What is my role?

February 9, 2005



Forming Stage


The issues are:

What is our purpose?

Am I accepted?

Who’s in charge?

What is my role?

Your role:

Listen

Involve others

Help set clear expectations

Facilitate setting ground rules

February 9, 2005



Forming: Meeting SkillsHelping 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.”

February 9, 2005



Forming: Meeting SkillsHelping 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. Let’s consider some other options.”

February 9, 2005



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?Ralph will post new call stats End of every day

Send Trina list of skill strengths Wed

Trina will create list of team skills Friday

February 9, 2005



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

February 9, 2005



Establishing Ground Rules

Rule: ___________________________

________________________________

Reason: _________________________

________________________________

Impact: _________________________

________________________________

February 9, 2005



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



Storming Stage

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

February 9, 2005



Storming Stage


The issues are:

Who has the power in the group?

What alliances are there?

Compromise pre-maturely

February 9, 2005



Storming Stage


The issues are:

Who has the power in the group?

What alliances are there?

Compromise pre-maturely

Your role:Listening

Clarifying

Help sort out skills and gaps

Determine mission, goals and measures

February 9, 2005



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



Norming Stage

What you see is…

Listening to hear Giving feedback Respect other’s

ability Conflict handled

constructively Pride in team and

mission Supportive and

helpful Some ambivalence Trust is increasing

February 9, 2005



Norming Stage

What you see is…






The issues are:

What do we stand for or believe in?

What different combinations of people work well together?

How effectively do we work together?

February 9, 2005



Norming Stage

What you see is…






The issues are:

What do we stand for or believe in?

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



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



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



Force Field Analysis

Drivers Restrainers

February 9, 2005



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



Performing Stage

What you see is…





The issues are:

High motivation and enthusiasm

Satisfied and fulfilled

Pride expressed

Consensus decision making

Risk taking, spontaneity, flexibility

February 9, 2005



Performing Stage

What you see is…





The issues are:

High motivation and enthusiasm

Satisfied and fulfilled

Pride expressed

Consensus decision making

Risk taking, spontaneity, flexibility

Your role:Build trust

Encourage expression of ideas and thoughts

Follow through on actions and promises

February 9, 2005



“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



To Meet or Not to Meet—That 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



Effective Meetings

Start and End Time Stated Purpose and

Objective Introductions and Clarify

Roles Agenda Time Keeper Ground Rules Designated Facilitator

February 9, 2005



Agenda Template

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

• Topic and Duration• Presenter• Facilitator• Time Keeper

February 9, 2005



Common Meeting Problems

Finishing on time Can’t make decisions Dominant participants Silent Participants Rehashing decisions Deal with small fires but not

larger issues Key persons don’t attend Lack of follow through on

tasks

February 9, 2005



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 what’s going on

Time is important Assign action items End meeting with summary of

decisions and assignments

February 9, 2005



“Many of us are more capable than some of us…but none of is as capable as all of us!”

-quote from Tom Wilson

February 9, 2005



Questions and Answers

February 9, 2005



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



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: [email protected]

building maintaining high performing teams

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