Call Center Floor Management - Powerful Floor Coaching Tools for
Improving Performance Center-Wide
Improving Performance Center-Wide
Most call centers struggle to maintain high
performance levels in data base interaction,
customer service, quality and sales. The missing
link is often the floor managers and supervisors.
When properly trained, and equipped with an
effective coaching strategy, your floor
management team will quickly change and
improve center performance that may have
lagged for years.
Call Center Floor Management opens the door
to powerful floor-coaching tools that you won't
find in most management workshops.
Overview
Call Center Floor Management is a powerful coaching course for any type of call center
performance expectations. If you have your own selling or customer service performance
model, but need help with the way your managers provide coaching, Call Center Floor
Management is for you.
Whether your call center focuses on sales results, quality scores, system proficiency or
customer service, the floor manager is the secret to long-term success. Supervisors with
excellent coaching skills are able to cultivate employee performance and growth. Call Center
Floor Management helps you achieve this goal.
Floor-Coaching vs. Floor Problem-Solving:
Floor managers will always be called on to put out fires, answer questions and take
escalations, but proactive coaching is different. In most centers, floor managers spend little
time proactively observing and coaching the telephone associate’s communication skills.
All In One:
This workshop enables floor managers with proven coaching skills. Additionally, your
managers will learn how to spend more floor time each day in a true coaching capacity. The
end result? Expect more motivated and effective managers, and watch your center achieve
new levels of performance.
Call Center Floor Management will improve or eliminate the following issues.
* “Floor manager” includes managers, supervisors, team leads and anyone that should be
on the call center floor, providing coaching.
Benefits of Call Center Floor Management
A More Motivating Work Environment:
Some floor managers imagine that their associates will say, “Big brother is watching,” if they
spend too much time on the call center floor. The opposite actually occurs. Associates will
feel appreciated because their managers are trying to help them grow and develop.
Call Center Floor Management Coaching Skills Can be Used for Coaching All Types of
Performance Expectations:
Coaching sales, customer service, quality or system proficiency requires the same skills.
Call Center Floor Management includes every critical coaching skill. Your floor managers will
be great coaches for improving any important skill in the call center.
Performance Will Improve Instantly:
It’s a fact. The call center floor is the very best place for your floor managers to be. When they
“hang out” on the center floor, everyone behaves better. Customer service and sales results
improve because telephone associates do what they are supposed to do. After Call Center
Floor Management, we have heard many floor managers say, “When I was out on the floor
observing, my telephone agents did better than I thought they would.” This is because the
floor manager was in view on the center floor. And things get even better when the manager
provides effective floor-coaching!
This 3-Day Workshop Includes the Following Modules:
Day One
Participants begin the workshop with a unique activity. As part of the introduction, participants
break into teams of two and receive a “coaching problem” that they must determine how best
to solve. Upon completion of their planning time, teams demonstrate – through a one-minute
role-play – their coaching solutions. This fun, interactive activity gets the ball rolling quickly
and establishes the importance of great coaching skills.
Today’s Call Center Coach:
Today’s call center coach wears many hats, and sometimes the coaching hat is neglected.
This module offers a number of critical principles about how to develop and lead others, as
well as personality styles and thorough developmental analysis tools. Additionally,
participants learn how and when to toughen up as coaches, as well as how and when to
soften up. Managers identify their coaching strengths and learn tips for improving their
coaching skills where necessary.
Five Critical Coaching Skills:
This module covers the five most important coaching skills necessary for on-the-floor
coaching. Supervisors and managers learn how to employ the various coaching tools to
improve employee performance and morale instantly. They also learn how best to maintain
these improvements for the long-term. All skills are centered on driving employee
effectiveness and increasing the frequency of on-the-floor coaching discussions with
telephone associates.
Day Two
Motivational and Formative Feedback:
The previous module covers Balanced Feedback, the most common feedback tool used in
corporate America today. This module introduces two new feedback skills. Motivational
Feedback is used to reinforce positive telephone behavior in an extremely uplifting and
recognition-oriented conversation. Formative Feedback is used to eliminate dysfunctional
behaviors like returning late from smoke breaks, negative attitudes, using slang with callers,
etc. Formative Feedback is one of the most important tools for managers and supervisors
who tend to be too soft on and protective of their telephone associates.
10 Coaching Strategies:
Over the years we have picked up fantastic performance-generating strategies from our call
center clients. In this module we introduce the top ten. Participants break into teams of three
and develop many of the strategies for use in their centers. The best part is that each team
creates a completely different and unique plan from any other previous team. One strategy,
for example, is Motivational Only Day, when supervisors and floor managers can only give
positive, motivational feedback for the entire day. Telephone associates have a lot of fun with
this one and it creates an enthusiastic, performance-focused feeling around the center.
Overcoming Associate Resistance:
Most floor managers deal with resistance from telephone associates on new methods and
procedures. In this module, managers get some needed relief in the form of a great process
for dealing with employee resistance. Supervisors that use this process will still get their
way, but without angering employees or turning others against them.
Conducting "On-The-Fly" Role Plays:
Rather than waiting for employees to start using their telephone skills correctly, smart
supervisors supplement coaching discussions with on-the-fly role plays. These role plays
are staged by the supervisor and require the telephone associate to demonstrate one or
more telephone skills. This tool can be used as part of a meeting or delivered
spontaneously. Managers learn the best ways to facilitate these on-the-fly role-plays.
Day Three
Developing a Coaching Strategy:
The final day is dedicated to building coaching strategies. These strategies incorporate
various analysis tools and an easy-to-use worksheet. The goal of this module is to develop
strategic thinking and coaching mindsets for supervisors, not extra paperwork. Supervisors
and managers that correctly use this process will plan much more useful coaching events
for their telephone associates and will see improvements manifest quickly.
Making A Coaching Plan:
Participants use all their new analytical tools as well as all the coaching skills from Days
One and Two to build a thorough strategy for several of their employees. They implement
these new strategies as soon as they return to the center floor.
* Please See What You Get When You Buy
If you are also interested in powerful selling skills designed specifically for call centers, read
more about Telephone Sales Mastery This program shows telephone professionals how to
maximize their sales opportunities by utilizing a unique sales approach when speaking with
callers.
performance levels in data base interaction,
customer service, quality and sales. The missing
link is often the floor managers and supervisors.
When properly trained, and equipped with an
effective coaching strategy, your floor
management team will quickly change and
improve center performance that may have
lagged for years.
Call Center Floor Management opens the door
to powerful floor-coaching tools that you won't
find in most management workshops.
Overview
Call Center Floor Management is a powerful coaching course for any type of call center
performance expectations. If you have your own selling or customer service performance
model, but need help with the way your managers provide coaching, Call Center Floor
Management is for you.
Whether your call center focuses on sales results, quality scores, system proficiency or
customer service, the floor manager is the secret to long-term success. Supervisors with
excellent coaching skills are able to cultivate employee performance and growth. Call Center
Floor Management helps you achieve this goal.
Floor-Coaching vs. Floor Problem-Solving:
Floor managers will always be called on to put out fires, answer questions and take
escalations, but proactive coaching is different. In most centers, floor managers spend little
time proactively observing and coaching the telephone associate’s communication skills.
All In One:
This workshop enables floor managers with proven coaching skills. Additionally, your
managers will learn how to spend more floor time each day in a true coaching capacity. The
end result? Expect more motivated and effective managers, and watch your center achieve
new levels of performance.
Call Center Floor Management will improve or eliminate the following issues.
- Floor managers* do not spend enough time on the floor
- Floor managers spend too much time with escalation requests from customers and
other “fires” that seem to require their help. - Telephone associates prefer to get answers from floor managers, rather than finding
the answers for themselves - Floor managers do a lot of floor problem-solving (e.g. helping an agent fix a system
problem) but no proactive floor-coaching - Floor managers don’t coach because they have not done the telephone associate’s
job, or because the job has changed since the floor manager was in that position - Floor managers try to go on the floor and provide coaching, but they are inundated
with help requests from telephone associates. - Floor managers are much too soft when they provide floor-coaching
- Floor managers are much too hard and directive when they provide floor-coaching
- Floor managers have too much paper work to be on the floor
* “Floor manager” includes managers, supervisors, team leads and anyone that should be
on the call center floor, providing coaching.
Benefits of Call Center Floor Management
A More Motivating Work Environment:
Some floor managers imagine that their associates will say, “Big brother is watching,” if they
spend too much time on the call center floor. The opposite actually occurs. Associates will
feel appreciated because their managers are trying to help them grow and develop.
Call Center Floor Management Coaching Skills Can be Used for Coaching All Types of
Performance Expectations:
Coaching sales, customer service, quality or system proficiency requires the same skills.
Call Center Floor Management includes every critical coaching skill. Your floor managers will
be great coaches for improving any important skill in the call center.
Performance Will Improve Instantly:
It’s a fact. The call center floor is the very best place for your floor managers to be. When they
“hang out” on the center floor, everyone behaves better. Customer service and sales results
improve because telephone associates do what they are supposed to do. After Call Center
Floor Management, we have heard many floor managers say, “When I was out on the floor
observing, my telephone agents did better than I thought they would.” This is because the
floor manager was in view on the center floor. And things get even better when the manager
provides effective floor-coaching!
This 3-Day Workshop Includes the Following Modules:
Day One
Participants begin the workshop with a unique activity. As part of the introduction, participants
break into teams of two and receive a “coaching problem” that they must determine how best
to solve. Upon completion of their planning time, teams demonstrate – through a one-minute
role-play – their coaching solutions. This fun, interactive activity gets the ball rolling quickly
and establishes the importance of great coaching skills.
Today’s Call Center Coach:
Today’s call center coach wears many hats, and sometimes the coaching hat is neglected.
This module offers a number of critical principles about how to develop and lead others, as
well as personality styles and thorough developmental analysis tools. Additionally,
participants learn how and when to toughen up as coaches, as well as how and when to
soften up. Managers identify their coaching strengths and learn tips for improving their
coaching skills where necessary.
Five Critical Coaching Skills:
This module covers the five most important coaching skills necessary for on-the-floor
coaching. Supervisors and managers learn how to employ the various coaching tools to
improve employee performance and morale instantly. They also learn how best to maintain
these improvements for the long-term. All skills are centered on driving employee
effectiveness and increasing the frequency of on-the-floor coaching discussions with
telephone associates.
Day Two
Motivational and Formative Feedback:
The previous module covers Balanced Feedback, the most common feedback tool used in
corporate America today. This module introduces two new feedback skills. Motivational
Feedback is used to reinforce positive telephone behavior in an extremely uplifting and
recognition-oriented conversation. Formative Feedback is used to eliminate dysfunctional
behaviors like returning late from smoke breaks, negative attitudes, using slang with callers,
etc. Formative Feedback is one of the most important tools for managers and supervisors
who tend to be too soft on and protective of their telephone associates.
10 Coaching Strategies:
Over the years we have picked up fantastic performance-generating strategies from our call
center clients. In this module we introduce the top ten. Participants break into teams of three
and develop many of the strategies for use in their centers. The best part is that each team
creates a completely different and unique plan from any other previous team. One strategy,
for example, is Motivational Only Day, when supervisors and floor managers can only give
positive, motivational feedback for the entire day. Telephone associates have a lot of fun with
this one and it creates an enthusiastic, performance-focused feeling around the center.
Overcoming Associate Resistance:
Most floor managers deal with resistance from telephone associates on new methods and
procedures. In this module, managers get some needed relief in the form of a great process
for dealing with employee resistance. Supervisors that use this process will still get their
way, but without angering employees or turning others against them.
Conducting "On-The-Fly" Role Plays:
Rather than waiting for employees to start using their telephone skills correctly, smart
supervisors supplement coaching discussions with on-the-fly role plays. These role plays
are staged by the supervisor and require the telephone associate to demonstrate one or
more telephone skills. This tool can be used as part of a meeting or delivered
spontaneously. Managers learn the best ways to facilitate these on-the-fly role-plays.
Day Three
Developing a Coaching Strategy:
The final day is dedicated to building coaching strategies. These strategies incorporate
various analysis tools and an easy-to-use worksheet. The goal of this module is to develop
strategic thinking and coaching mindsets for supervisors, not extra paperwork. Supervisors
and managers that correctly use this process will plan much more useful coaching events
for their telephone associates and will see improvements manifest quickly.
Making A Coaching Plan:
Participants use all their new analytical tools as well as all the coaching skills from Days
One and Two to build a thorough strategy for several of their employees. They implement
these new strategies as soon as they return to the center floor.
* Please See What You Get When You Buy
If you are also interested in powerful selling skills designed specifically for call centers, read
more about Telephone Sales Mastery This program shows telephone professionals how to
maximize their sales opportunities by utilizing a unique sales approach when speaking with
callers.
| Customization We start with proven best practices and then customize your training to fit your call flows, industry and company culture. You get the convenience of off-the-shelf training without sacrificing applicability. |
Call Center Training that Works!
| Want more Information on this program? Phone us at 940-725-0057. |
| Studies have shown that training alone increased productivity by 22.4%, while training plus coaching increased productivity by 88%. Source: International Personnel Management Association A Xerox Inc. study showed a paltry 13 percent of skills were retained by trainees six months after training if managers failed to provide coaching and support as the skills were being applied. The Clemmer Group "35% of call center employees who don't receive regular coaching look for another job within 12 months. But just 16% of those with good coaches expect to jump ship" Business Week |
| How Important is Coaching Training? |
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| has been Delivered in hundreds of organizations ADT Security Systems Austrian Airlines AT&T Communications American Express AvMed Health Care Bank Atlantic Bell Atlantic British Airways Cathay Pacific Airways Cable & Wireless MediaOne Dean Witter Reynolds Gruntal & Company HBO Lucent Technologies Lufthansa Airlines Medimmune Inc. Fleet Bank QANTAS Sprint Canada Sprint SmithKline Beecham Swissair USAirways Verio WorldCom Communications |
| 'Our results exceeded our expectations due to your passion for knowledge of call center environments; a commitment to understand and 'own' our challenges; and a high degree of professionalism as a training solutions provider.' |