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February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Anne NickersonPrincipal,
Call Center Coach, LLC
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Who is On Your Team?
Other Operations
Supervisors
Senior Management
Agents
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Individual and Team Skills
Customer Focused Problem Solver Builds Relationships Responsive Positive Attitude Cooperation Business Savvy
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Components of Interview Process
Resume Profile Telephone Screen Job Aptitude Testing Background Check Interview Agenda Realistic Job Preview
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Telephone Screen
What to Listen For Voice Tone Modulation Clear Communication Ability to “Think on the Spot”
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Background Check
Education Job History Criminal Record Use of Drugs
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Train, Train, Train, Train, Train, Train, Train
Communicate, Communicate, Communicate
Expectations, Expectations, Expectations
Feedback, Feedback, Feedback
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
It is literally true that you can
succeed best and quickest by
helping others succeed
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Why Teams?
Complimentary Skills Real Time Problem Solving Social Dimension 1+ 1 = 3
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Forming Stage
What you see is… Politeness Low Risk Guarded Anxiety Excitement Confusion Cautious
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Forming Stage
What you see is… Politeness Low Risk Guarded Anxiety Excitement Confusion Cautious
The issues are:
What is our purpose?
Am I accepted?
Who’s in charge?
What is my role?
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Forming Stage
What you see is… Politeness Low Risk Guarded Anxiety Excitement Confusion Cautious
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Establishing Ground Rules
Rule: ___________________________
________________________________
Reason: _________________________
________________________________
Impact: _________________________
________________________________
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Storming Stage
What you see is… Listening to refute Feeling stuck Coalitions Confrontations Hidden agendas Competitiveness Member Isolation
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Your role:Listening
Clarifying
Help sort out skills and gaps
Determine mission, goals and measures
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Force Field Analysis
Drivers Restrainers
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Your role:Build trust
Encourage expression of ideas and thoughts
Follow through on actions and promises
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
“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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Effective Meetings
Start and End Time Stated Purpose and
Objective Introductions and Clarify
Roles Agenda Time Keeper Ground Rules Designated Facilitator
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Agenda Template
Objective Attendees Date, Time, Duration Location What to Bring Agenda
• Topic and Duration• Presenter• Facilitator• Time Keeper
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
“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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
Questions and Answers
February 9, 2005
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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
Building and Maintaining High Performing Teams
Copyright 2004, Call Center Coach, LLC
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]