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Contact Center Leadership Strategies

Popular presentation and workshop on creating and maintaining effective Leadership in contact center

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Contact Center Leadership Strategies

  1. 1. <ul><li>Leadership Strategies for High Performance Contact Centers </li></ul><ul><li>Colin Taylor </li></ul><ul><li>The Taylor Reach Group, Inc. </li></ul>
  2. 2. The Taylor Reach Group <ul><li>Call/Contact Center Consultancy, </li></ul><ul><li>Offices Toronto, Atlanta, Sydney, </li></ul><ul><li>Contact Center assessment, design, improvement and operational management, </li></ul><ul><li>16 consultants in North America, </li></ul><ul><li>30+ awards for excellence in contact center operation, </li></ul><ul><li>14,000+ agent desktops operating under TRG designed operational models globally, </li></ul><ul><li>Publisher of Customer Reach ® a contact center newsletter distributed to 10,000 senior contact center executives globally 10 times a year. </li></ul>
  3. 3. Colin Taylor <ul><li>CEO TRG, </li></ul><ul><li>33 years in call/contact center operations, design, sales and executive management, </li></ul><ul><li>More than 20+ awards received on two continents, </li></ul>
  4. 4. Agenda <ul><li>What is a High Performance Contact Center, </li></ul><ul><li>Universal Truths </li></ul><ul><li>Building Teams </li></ul><ul><li>Optimizing your Center </li></ul>
  5. 5. What is a High Performance Contact Center? <ul><li>“ A center that consistently meets or exceeds the goals and targets set for it” </li></ul><ul><li>Generally they are also calmer, better employers, have better morale and have lower attrition </li></ul>
  6. 6. Universal Truths <ul><li>Everything is connected </li></ul><ul><li>‘ Always On’ </li></ul><ul><li>Customers judge you based on what they want </li></ul><ul><li>Teams are People too </li></ul><ul><li>Technology is a tool </li></ul><ul><li>Contact Center Karma </li></ul><ul><li>Measure what matters </li></ul>
  7. 7. Everything is Connected
  8. 8. Everything is Connected <ul><li>Leadership points: </li></ul><ul><li>Understand and appreciate connectivity and touchpoints, </li></ul><ul><li>Map your processes, </li></ul><ul><li>Align your staff responsibilities across the four primary elements: </li></ul><ul><ul><ul><li>People, </li></ul></ul></ul><ul><ul><ul><li>Process, </li></ul></ul></ul><ul><ul><ul><li>Technology, </li></ul></ul></ul><ul><ul><ul><li>Methodology, </li></ul></ul></ul><ul><ul><li>Establish teams to champion each area </li></ul></ul><ul><li>Understand the Chaos theory, </li></ul>
  9. 9. ‘ Always On’ <ul><li>Contact centers live in the now, </li></ul><ul><li>A ringing phone must be answered, </li></ul><ul><li>Fighting Fires stops Fire Prevention, </li></ul><ul><li>Meetings: A nice alternative to work, </li></ul>
  10. 10. ‘ Always On’ <ul><li>Leadership points: </li></ul><ul><li>Realize you can’t be everywhere and do everything…only gods are omnipotent and omniscient, </li></ul><ul><li>Create a Fire Brigade of key staff to address crisis' as they arise, </li></ul><ul><li>Create a fire prevention team to analyze the root causes of the ‘fires’ </li></ul><ul><li>Act Now- you won’t have any more free time later </li></ul>
  11. 11. Customers Judge you <ul><li>Based on what they want to have occur and what they expect will occur, </li></ul><ul><li>In the space between these two points you can delight the customer </li></ul><ul><li>Remember: </li></ul><ul><ul><li>Customers don’t care about your internal metrics (SLA, ASA, Abandon %, FCR etc), </li></ul></ul><ul><ul><li>They want what they want and they want you to help them get it, </li></ul></ul><ul><ul><li>You are the Advocate for your customers within your organization…who better to assist them </li></ul></ul><ul><ul><li>Be fair, be reasonable and be honest </li></ul></ul>
  12. 12. Teams are People Too <ul><li>In any community you will have; </li></ul><ul><ul><li>Fine upstanding citizens, </li></ul></ul><ul><ul><li>The town drunk, </li></ul></ul><ul><ul><li>The busybody, </li></ul></ul><ul><ul><li>The gossip, </li></ul></ul><ul><ul><li>The flirt, </li></ul></ul><ul><ul><li>The anarchist, </li></ul></ul><ul><ul><li>The class clown, </li></ul></ul><ul><ul><li>Do you know who plays these roles in your center </li></ul></ul>
  13. 13. Team Players or Team Builders? <ul><li>Which would you rather have? </li></ul><ul><li>Which term will better characterize a successful contact center? </li></ul><ul><li>How do you build effective teams? </li></ul><ul><ul><li>Understand the barriers or traditional Dysfunctions </li></ul></ul>
  14. 14. Hierarchy of Dysfunctions †
  15. 15. Teams <ul><li>Leadership Points: </li></ul><ul><li>Understand your staff community, </li></ul><ul><li>Foster open and effective teams (how many dysfunctions do your teams have?), </li></ul><ul><li>Identify your team builders versus team players (Skills and Competencies isn’t just for agents), </li></ul><ul><li>Set SMART goals (Specific, Measureable, Attainable, Realistic and Timed) </li></ul><ul><li>Delegate, Empower, Watch, Mentor and Hold Accountable, </li></ul>
  16. 16. Technology is a Tool <ul><li>Technology is a tool that supports our actions and interactions, </li></ul><ul><ul><li>Don’t lose sight of who is in control </li></ul></ul><ul><ul><li>Don’t expect to achieve vendor stated ROI’s </li></ul></ul><ul><ul><li>Make sure it supports your needs, </li></ul></ul><ul><ul><li>Plan for sustainability, </li></ul></ul><ul><li>Good technology will not fix a dysfunctional process, </li></ul><ul><ul><li>Fix processes, then apply technology </li></ul></ul><ul><li>In our experience, there is not always a correlation between technologically sophisticated centers and High Performance centers, </li></ul>
  17. 17. Technology is a Tool <ul><li>Leadership points: </li></ul><ul><ul><li>Direct key managers to oversee technology initiatives, </li></ul></ul><ul><ul><li>Cross functional teams can better assess impact on the center than a single person representing a single discipline, </li></ul></ul><ul><ul><li>Create conservative ROI’s and business cases, </li></ul></ul>
  18. 18. Contract Center Karma <ul><li>Karma is the belief that good outcomes and events are the result of good actions and deeds in the past, bad outcomes or events are similarly the results of bad actions or deeds in the past. </li></ul><ul><li>You get what you deserve rather than what you want. </li></ul>
  19. 19. Contact Center Karma <ul><li>Remember this before you, </li></ul><ul><ul><li>Set goals and targets, </li></ul></ul><ul><ul><li>Design call flow processes, </li></ul></ul><ul><ul><li>Complain about your customers, staff, technologies, superiors etc. </li></ul></ul>
  20. 20. Call Centre Karma <ul><li>Leadership Points: </li></ul><ul><ul><li>Don’t do half measures, any deficiency will come back to haunt you, </li></ul></ul><ul><ul><li>You will make mistakes, but if you always make new mistakes you will keep learning and improving, </li></ul></ul><ul><ul><li>Create positive Karma with your staff, superiors and customers, </li></ul></ul><ul><ul><li>Alignment and Connectivity are keys to creating success…and good Karma </li></ul></ul>
  21. 21. Measure What Matters <ul><li>Measure what aligns with goals not what is easy </li></ul><ul><li>Measure agents for what they can influence: </li></ul><ul><ul><li>CSAT, </li></ul></ul><ul><ul><li>Quality, </li></ul></ul><ul><ul><li>FCR, </li></ul></ul><ul><li>Understand that your Quality program should mirror your CSAT program, </li></ul><ul><li>Retain historical view </li></ul>
  22. 22. Measure what Matters <ul><li>Leadership points: </li></ul><ul><ul><li>Create a short list of KPI’s, </li></ul></ul><ul><ul><li>Ensure that everyone knows what we are measuring and why, </li></ul></ul><ul><ul><li>Set SMART improvement goals and hold staff accountable to attain them, </li></ul></ul><ul><ul><li>Align goals with corporate and departmental goals, </li></ul></ul><ul><ul><li>Align internal Quality with CSAT </li></ul></ul>
  23. 23. Leadership Points <ul><li>Cross functional teams improves visibility and scope </li></ul><ul><li>Assess skills and competencies for all staff, </li></ul><ul><li>Delegate, Empower, Mentor, Manage, Watch and Hold Accountable, </li></ul><ul><li>Set SMART Goals for center and all direct reports, </li></ul><ul><li>Align individual goals and objectives to that of the organization, </li></ul>
  24. 24. So What about Outsourcing <ul><li>Most outsourcing initiatives are judged by the clients to be less than successful, </li></ul><ul><li>Transactional activities with low repurchase profiles are best suited to offshore outsourcing, </li></ul><ul><li>Cultural context is often the biggest single problem encountered with offshore outsourcing </li></ul>
  25. 25. Successful Outsourcing <ul><li>Requires: </li></ul><ul><ul><li>A detailed understanding of your business, processes and customers, </li></ul></ul><ul><ul><li>A partner that views your requirements as unique and builds what you require rather than repackages what they already have, </li></ul></ul><ul><ul><li>A Partner that can help you innovate to succeed, rather than just cut costs, </li></ul></ul><ul><ul><li>A partner that can help you improve your loyalty, repurchase performance while enhancing the customer experience </li></ul></ul>
  26. 26. Questions?
  27. 27. Contact Details <ul><li>Colin Taylor </li></ul><ul><li>CEO </li></ul><ul><li>The Taylor Reach Group, Inc. </li></ul><ul><li>416-979-8692 ext 200 </li></ul><ul><li>[email_address] </li></ul><ul><li>www.thetaylorreachgroup.com </li></ul>