Building Maintaining High Performing Teams

Building and Maintaining High Performing Teams
Anne Nickerson
Principal, Call Center Coach, LLC
February 9, 2005
Copyright 2004, Call Center Coach, LLC
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
Who is On Your Team?
Supervisors
Agents
Senior Management
Other Operations
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 isboth 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
February 9, 2005
Why Teams?
Complimentary Skills Real Time Problem Solving Social Dimension 1+ 1 = 3
February 9, 2005
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
Forming Stage
What you see is Politeness Low Risk Guarded Anxiety Excitement Confusion Cautious
February 9, 2005
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
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
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.
February 9, 2005
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.
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?
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
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
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
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
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 others 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

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
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
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

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
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 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
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 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
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
February 9, 2005
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
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: info@callcentercoach.com
February 9, 2005

Building Maintaining High Performing Teams

Încărcat de

Informații document

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Building Maintaining High Performing Teams

Încărcat de

Drepturi de autor:

Formate disponibile

Building and Maintaining High Performing Teams

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Building High Performance Teams

Maintaining High Performance Teams

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Who is On Your Team?

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Individual and Team Skills

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Building and Maintaining High Performing Teams

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Building and Maintaining High Performing Teams

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Job Aptitude Screen

Based on Job Requirements

Validated (proven predictor of performance)

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

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?

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Building and Maintaining High Performing Teams

Realistic Job Preview

Videotape Employee Panel Customer Panel Side-by-Side Observation

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

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

Building and Maintaining High Performing Teams

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Team Development Cycle

Building and Maintaining High Performing Teams

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Building and Maintaining High Performing Teams

Help set clear expectations

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Forming: Meeting Skills Helping Others Listen

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Forming: Meeting Skills Helping Others Listen

What I heard Sally say is

Copyright 2004, Call Center Coach, LLC

Building and Maintaining High Performing Teams

Forming: Help Set Clear Expectations