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Trindent consulting active management training

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Trindent consulting active management training

  1. 1. Active Management Training Andrea Romanczuk November 11, 2018
  2. 2. What is the cost of not managing the Crawford business? • Poor Customer Service • Excessive Cost Overruns • Poor Resource Utilization • Poor Employee Productivity • High Rates of Lost Time and Waste • High Costs of Expediting, Rework and Fire fighting 2 Profit & Competitiveness
  3. 3. What does “Implementation” mean? The organization at all levels should be able to answer : • What are your required results for productivity? • Are we on track? • If we are not on track, what are the major variances? • What are the action plans to address these variances? 3
  4. 4. Three phases of installing change 4 1. Compliance 2. Understanding 3. Ownership
  5. 5. Phases of Installing Change Normally change occurs in three phases : 1) Learning the mechanics of the system (compliance) 2) Understanding the mechanics, and the “intent” behind the mechanics, and using them as a “tool” (understanding) 3) Complete comprehension and eventual upgrading of the system (ownership) 5
  6. 6. Change brings an emotional cycle that must be managed 6 Enthusiasm Time Failure Manage the Depth Manage the Length • “We are finally going to fix things.” • “This is not what I had in mind.” • “I’m losing what I had and don’t know what I’m getting.” • “Will I be able to do things the new way?” • “They are stealing our ideas, and taking all the credit.” • Rumors and misinformation • Stirring the pot, fomenting fear, anger • Apathy (it won’t affect me) • “I’m starting to understand it.” • “This might actually work well.” • “It won’t get better if I don’t try it.” What do Leaders do? • Stand tall through difficulties - confident - calm - resolute • Appeal to the best in people • Focus on the end result • Be honest • Be visible and consistent - actions and words Uninformed Optimism Informed Optimism (ownership)
  7. 7. Possible employee reactions due to change • Absenteeism may suddenly increase • Employees may slow down and fail to meet objectives • Employees may become careless and not produce quality at previous levels • Opposition and verbal expression of resentment • Low productivity - less than previously produced • May refuse to work overtime 7
  8. 8. Possible reactions from leadership – Active resistance • Voicing doubts, objections or resentment in front of employees rather than in privacy of their office • Often done deliberately to show employees that they are on the employee’s side • Blaming anything and everything that goes wrong on the system • Using the system as a scapegoat for current and past problems • Not keeping problems internal but voicing to other departments, or worse, customers • Failure to communicate with other departments 8
  9. 9. Possible reactions from leadership – Passive resistance • Too busy” or “Can’t do it right now” attitude • Little attempt to keep momentum or morale high • Unwillingness to actively supervise • Failure to accept the system and it’s data as Crawford’s • Failure to analyze or determine true facts before jumping to conclusions, reacting, or verbally expressing themselves 9
  10. 10. What is required for “CONFORMANCE”? 1) Management must know their “numbers” 2) Required results, not “hoped for” results 3) Must understand method changes and controls 4) Management must “decide” to make change happen 5) Management must ensure employees follow the new methodologies 10
  11. 11. What is Active Management? Regular, scheduled Leader interactions with staff to: • Connect with people as individuals to truly understand each member of the team and what motivates him/her • Monitor how each member of the team is progressing on required business goals • Take necessary action in order to ensure required business results are met • Promote and reinforce great performance 11
  12. 12. What is Active Management? Active Management by definition is two people interacting with each other. Interpersonal basics are imperative: • Clear communication • Active listening • Assertiveness • Appropriate tone of voice and body language • Interested in staff as a whole person, not just a “machine” completing a piece of the process 12
  13. 13. Active Management vs. Micro Management Micro Management: Management with an excessive level of control or attention to detail Manager Typically: • Wants to possess control and avoids delegation of decisions • Pays excessive attention to activities and detail rather than overall results Result: • Suggests lack of trust to employees, triggers staff disengagement • Prevents a Manager from spending time on strategic activities 13
  14. 14. Active Management vs. Absent Management ‘Absent Management’: management with an insufficient level of control or attention to detail Source: • Metrics may not be available to allow productive discussion on results attainment • Perception that employees, as professionals, do not generally need or want a Manager’s attention • Manager may be unsure of how to approach employees without appearing to micromanage Result: • Suggests lack of engagement and support, triggers staff disengagement • Hinders a Manager’s ability to achieve results and his/her velocity to respond to problems as they arrive 14
  15. 15. Active Management vs. Absent and Micro Management 15 Management Involvement Absent Management “My team knows what is expected and how to do it, I don’t need to explain” “They know where to find me if they have problems” “My team knows that I appreciate them, I don’t need to tell them.” Active Management “I clearly explain expectations and the results that are required and how to get to those results.” “I follow up with my team frequently to see if they have achieved required results so I can act quickly on variances and acknowledge performance.” “I work with my team to problem solve variances.” Micro Management “To get anything done right, I either end up doing it myself or watching people closely as they do the work.” “There is no point in coaching my employees, they will never be able to do the work as well as I can.” “I solve all the problems in my department, I know best.”
  16. 16. Active Management vs. Absent and Micro Management • Active Management through Schedule Checks is designed to be the optimal path between ‘Micro-Management’ and ‘Absent Management’ • It’s not silence, it’s not aggression, it’s an active and value-added presence in a process the manager is responsible for 16
  17. 17. How do we “Actively Manage”? • Review each Agent’s stats from the previous day • Determine whether the following are within ‘standard’: • AHT – Is their ACW more than 60 seconds? • AHT – Is their ATT abnormally high for non-claim calls? • Lates – Has a pattern emerged in attendance/lates? • Logged Out Early – Is this happening frequently? • Visit staff on a daily basis • Acknowledge good performance, asks questions about poor performance • Monitor trends going forward • Attend Daily Stats Review meeting to discuss team’s results 17
  18. 18. How do we “Actively Manage”? 18 Employee Type High Performer Average Performer Low Performer Misses One Day's Results • Don't sweat it! It's only one day • Focus on and acknowledge the good results from that week "Wow, looks like you had a great day on Thursday. Thank you" • Don't sweat it! It's only one day • Focus on and acknowledge the good results from that week "Wow, looks like you had a great day on Thursday. Thank you" • Don't sweat it! It's only one day • Focus and acknowledge the good results from that week "You finished off the week really strong, good work" • Try to identify training opportunities Consistently Misses Results • This could happen - with new processes and metrics some high performers may struggle. Remember, this will be frustrating for them, and they will want to imrove • Be supportive and encouraging • Take it offline and find out what they are struggling with "I know it's hard getting used to doing things differently, but this will make your job easier in the long run, and you even better at it! Don't be hard so hard on yourself, it will take some time to get used to" • Remember, there is a learning curve involved and some staff will pick up on it faster than others • Make sure they know that you are there to help them improve "I know it will take some time to get used to this. What can we do to help you get there?" • Installation is a great time to start fresh. Remind them that this is new to everyone on the team • Take it off line and work together to put a plan in place to get the required results "You're not alone. Everyone is learning to do things a little differently. I know you can do it, and you will see that this will actually make things easier for you. "What kind of extra coaching or training would help you now?" Achieves Results • Don't forget to acknowledge the always reliable, high performers. Everyone likes positive feedback! "Another great day; good job!" "What tips or tricks do you have that we can share with the rest of the team?" • Acknowledge good work. This keeps people motivated and helps build their confidence "Good job, your results look great for yesterday." "Another solid performance, you are on track to having a great week." • Low performers can turn around and shine with new processes; encourage and energize them "You've come along way in the last few weeks, keep up the good work" "I always knew you could do this. Let me know if there is anything I can help you with" TypeofVariance
  19. 19. Agent Stats Report - EXERCISE • Select one Agent below • Review their stats • In 30 seconds or less, demonstrate what you would discuss with the Agent during a daily visit 19
  20. 20. Agent Stats Report - EXERCISE 20 Change Time Measure, Observe & Follow up Lack of follow up leads to the failure of any change What do Leaders do? • Educate & communicate • Set clear expectations • Coach • Measure & observe • Follow up • Apply appropriate consequences • “This is really nothing new.” • “This will eventually go away.” Measure, Observe & Follow up Measure, Observe & Follow up “This is different” “We have improved, but we can be better” “We are good, but we want to be the best”
  21. 21. Active Management FAQ’s (By Staff) 1) You know how I am doing; you can see all of my stats and you know what tasks I am working on. Why do you need to check up on me? You are right, I know what you are working on, but that alone does not indicate why you are struggling, or why you are doing so well, and just looking at the stats doesn’t give me a chance to help you or tell you in person what a good job you have been doing. 2) My results are always good, shouldn’t you spend your time with people who aren’t hitting their numbers or are not achieving as much? Active Management is just as important for strong performers as it is poor performers. You deserve as much attention as someone who is struggling, and understanding why your results are always good is important. Maybe we can learn some shortcuts or tricks from you that we can share with others. 21
  22. 22. Active Management FAQ’s (By Staff) 3) This is just part of your new Supervisor training; you won’t be doing this forever right? No, this is permanent, it’s not just going to go away. It’s a cultural shift for the company. We are moving to a state where everyone is more accountable for their work. You are because you know how you are doing and what is expected of you. I am more accountable for the results of my team, and that’s why we are doing this; I need to know what is happening so I can make sure we are all doing our best. 4) I don’t have any stats for you to look at and discuss, so why bother doing a schedule check with me? You know what I am doing all day, so why not just let me do it? While I may not have stats to use to monitor your performance, simply understanding how much work you are doing on a daily basis will help me plan the team’s workload better. This should prevent backlogs from developing or stressful situations from arising in which we do not have enough resources to get the work done. 22
  23. 23. Active Management FAQ’s (By Supervisors) 1) I know how my team is doing, and how each person performs, why do I need to do this? Because as a leader, your job is not just to review performance, but to drive it. Knowing that someone knows what you are doing, and what you can do drives performance. 2) If I have staff that are always on track and doing well, do I need to do this with them as well? Yes! This is not meant to be punitive, and only checking in on individuals who may be struggling sends that message, and will then make this activity something your staff dreads. It’s an opportunity to acknowledge your strong performers, and who doesn’t want recognition for hard work? 23
  24. 24. Active Management FAQ’s (By Supervisors) 3) I am really busy, how will I find the time to do this everyday? Once you get used to it, it doesn’t take that much time. It could be as quick as 30 seconds with an employee. If there is more that needs to be addressed, you are likely saving time by addressing tings early on, as opposed to trying to fix problems that have persisted. It’s an investment, you put a little time in and get more back in the future. 4) How do I set expectations and push staff who are already exceeding targets? Just like with a new employee; you slowly raise their targets, the same should be done for high performers. If there is no one else to compare them against, challenge them to beat their own personal best records. Although financial rewards are always appealing, personal recognition is often rated as one of the most powerful motivators in the workplace, and use this time to recognize them and challenge them. 24

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