Coaching The "five-inch Connection"

By Author: Anne Nickerson
Total Articles: 2
Comment this article

Managing and coaching the performance of customer service representatives is one of the most critical jobs for call center managers and supervisors today. Much time is spent training the theory and steps to satisfy customers; however it comes down to being able to connect the concepts in our heads to what comes out of our mouths-or as a colleague once shared, making that "five inch connection." Spending one-on-one time with representatives to focus on behaviors, offer solutions, and model what the behavior sounds and looks like will increase confidence and productivity. A successful coaching program involves a combination of immediate side-by-side coaching, as well as off-line performance reviews. Tools and technologies available today enhance tracking and calculating overall performance, but do not replace the important one-one time spent between coach and employee. A rule of thumb is to set an expectation that key supervisors and managers conduct coaching at least 75% of their time, with at least half of that time on the floor side-by-side. Specific goals, one behavior at a time, are established for each employee. ...
... Follow-up coaching, within 48 hours, to listen to and note improvement will reinforce positive behavior. We know that taking inbound or making outbound calls is a stressful job; all the more reason to offer specific, consistent and clear feedback. Put yourself in the shoes of a customer service representative experiencing the next 30-60 seconds of feedback. Which feedback would you best benefit from? And which do you think would get the best results? Feedback #1: "I'm really concerned about how you're missing great opportunities to sell more. You really need to work on improving sales conversions if our team is going to be successful. Your voice gets too soft, and you don't sound like you really believe in any of the services-so how do you think the customer will? I want you to really talk our additional services up, and I'm counting on you to lead our efforts this month to reach our team goals. " Feedback #2: "I've just listened to your last three calls and noticed you're having a difficult time sounding confident about the benefits of our additional services. The customer will pick up on this, and thus be less likely to purchase anything more. A hint that works for me is to remember these three points-safety, security and sanity. You can tie each service to one of these benefits. I'd like you to try using these three reasons-I'll be listening over the next few days, and look forward to some additional sales from you! In the above examples, #2 provides focuses on one specific behavior, identifies the "WIIFM" (What's In It For Me) and WIIFC (What's In It For The Customer), offers a model for what to do differently, and gives a specific time frame for expected change. An additional hint is to remember to celebrate the growth of those we coach. It is a natural tendency to focus on only those things that are going wrong. When representatives begin to see the investment we're making in them, they will no longer have a negative reaction to feedback, and often begin seeking and welcoming it.