1. Coaching for Performance
Executive Workshop

2. Our Goal
Improve our up-sell/cross-sell ability
Ensure our customers were aware of the products
and services we have to offer
Increase the value Customer Care brings to the
Company
Increase skills and knowledge to assist both the
CSR and the customer
2

3. Program Overview
Help Desk &
Feedback Tool
Organizational Increased Revenues
Structure
Real Time Increased Quality
Sales Tracking
Tool Increased Productivity
Increased CVI
Performance Sales Incentive
Management Program Increased EVI
Decreased costs
Call Listening &
Analysis Tool
3

4. The Performance Model
•Lead
•Support
•Develop
4

5. Call Flow
5

6. Outcome
In years 1 & 2 increased units/100 calls 20% each year
Customer satisfaction with CSR- moved the delight
factor to be consistently above 75%
Met the needs of both the Business and the Customer
6

7. The Performance Improvement Model
Expect Coach Expect
Inspect
Analyze
Analyze Inspect
Coach
7

8. Coaching to Performance
Good coaching and communication
takes place at every step in the
Performance Improvement process.
During the:
Expect step - clearly describe
Coach Expect
desired behaviours and outcomes
Inspect step –review results that
indicate performance opportunities
Analyze step – look beyond the
results to the underlying behaviours
that drive the performance
Analyze Inspect
opportunities
Coach step – work with your Agent
to identify the desired behaviours
that will improve performance and
jointly make action plans to improve
them
8

9. What is Coaching?
Coaching is a dialogue between people that aims to transform a
behaviour, problem, situation, or opportunity into improved work
performance and increased personal satisfaction
Coaching activities are those designed to change behaviours of
others. This is different from giving training or simply answering
Agents questions
Time, energy, commitment and dedication will be required to
make performance improvement a part of the culture of the
organization
If you are not talking behaviours then it is not coaching!
9

10. Coaching Partnerships
Coaching partnerships are
built on a foundation of
trust and respect. When
both people in the
partnership support each
other’s goals and
demonstrate competency,
the result is enhanced
performance and renewed
commitment
The (80/20) rule: Good
coaches spend 80% of
their time listening and 20%
speaking
10

11. Goals of a Coaching Relationship
Build understanding and alignment with
organizational goals
Inspire continuous, high level of performance
Foster ongoing education and learning
Encourage personal responsibility, creative problem
solving and independent thinking
11

12. Building Relationships
12

13. Building a Strong Working Relationship
Attributes of a positive/productive relationship with an
Agent:
Open and honest two-way communication
Based on mutual respect and trust
Clear expectations
Shared vision
Focused on doing our jobs
Blend of “shop” and “personal”
13

14. Benefits
Better communication
Better focus on the job
Higher productivity
No hidden agendas
More relaxed, less stressful atmosphere
Higher job satisfaction
Better environment for coaching (more
receptiveness)
14

15. Challenges
Finding the time (too much else to do)
Gaining the trust of the Agent
Dealing with disinterest (or “stone walls”) on the
part of the Agent
Retaining authority while being friendly and
getting to know the Agent (defining and
maintaining appropriate boundaries)
15

16. How To?
Listen actively and consistently
Encourage open and two-way communication
Show interest in the Agent
Treat the Agent with respect
Build trust
16

17. Working Relationship Recap
A positive working relationship
is not necessarily the same as
a friendship.
Building positive working relationships does not mean or require that
you become “friends” with all your direct reports
In fact, one of the challenges is to define and maintain appropriate
boundaries (limits) in your relationship, because after all, you are the
Coach and you are accountable for the Agent’s performance
You need to keep the line between “friend” and “boss” very clear in
order to be an effective Coach to the Agent
Recognize that the shift between Agent to Coach can be difficult, new
Coaches often experience a sense of loss during this transition
because their relationship with people change (as they move from peer
to coach)
17

18. Coaching & Leadership Styles
18

19. Coaching Styles
A key partner in the coaching partnership is of
course the coach. The effectiveness of the coach’s
effort is directly related to his/her style in various
situations. With coaching styles, it is critical to
understand that:
There are various styles of leadership
You will be most comfortable with one style
Some styles are more effective in a given situation
You must be aware of times when you need to
adjust your style
19

20. Different Coaching Styles
Types of behaviour include:
 Directive Behaviour involves clearly telling
people what to do, how to do it, where and when
to do it and then closely supervising their
performance (Task Oriented)
 Relational or Supportive Behaviour involves
listening, providing support and encouragement,
facilitating people’s involvement in problem-
solving (Support Oriented)
20

21. Four Leadership Styles
Directing: Coach provides specific instructions and closely
supervises task accomplishment
Coaching: Coach continues to direct and supervise task
accomplishments, but also solicits suggestions, clarifies why
they are suitable or not suitable and supports progress
Supporting: Coach facilitates and supports the efforts
toward the Agent’s accomplishments and shares
responsibility for decision-making
Delegating: Coach turns over responsibility for decision-
making and problem-solving to the individual
21

22. When are different styles appropriate?
Directing: when people lack competence or understanding.
Their confidence or commitment to the task may be high or
low.
Coaching: when people have some competence and
understanding. The person can be committed to the task
and can be self-confident or not.
Supporting: when people have competence but lack
commitment or self-confidence. With competence, they
need no task comments but can benefit from support and
praise to boost self-confidence.
Delegating: when people have both competence and
commitment or self-confidence.
22

23. Coach – The final step in the Performance
Improvement Process
Once you’ve set your expectation, inspected and
analyzed results, observed with a purpose – you are
now ready to take the next critical step – coach your
Agent!
But first…
Not only must we be able to give feedback by
describing the behaviour that needs to be changed,
we must also get that employee’s buy-in or
agreement to change. WHAT we say, and HOW we
say it is very important!
23

24. Communication Skills & Techniques
Listening
Feedback
Handling Conflict
Communicating the Expect and the Why
24

25. Effective Coaching Feedback
Feedback describes specific behaviour about what the
Agent is doing, or what you want him/her to do. The purpose
of feedback is to positively influence future behaviour based
on lessons from the past. The key is to give feedback in a
way that fosters learning and performance improvement.
Effective feedback has the following characteristics:
 Clear and concise
 Based on what you “saw” or “heard”
 Non-judgemental
 Respectful (adult-to-adult)
 Regular
 Immediate
25

26. Coaching Feedback Tool
1. State the specific behaviour you’ve observed, without
judgment
2. Explain the impact of the behaviour
3. Agree on the performance gap:
a) Make assertive invitation
b) Solicit response
c) Share information
d) Gain agreement
4. Make suggestions for improvement and clarify
expectations
5. Gain commitment to improvement
6. Reinforce support and rewards
26

27. Handling Conflict
Steps to take when a conflict exists:
Ask to meet with the other person in a non-threatening place, such as a conference
room or break out room
Begin by defining the purpose of the meeting, such as “Helen, I asked to meet with
you today to discuss the disagreement we are having over following the proper ACD
states. I want to work through any questions or issues you may have so we can
serve our customers efficiently.”
Ask what’s important to the other person and why. Explain what’s important to you
and why
Explore ideas to find a mutually-beneficial solution. Evaluate the possibilities
together, listing pros and cons. Remember your goal is to work with the person to
find the best possible solution for both of you. Remain objective and explore several
possibilities
Commit to a solution with the other person. Clearly state the solution and develop a
plan to execute it. List the specific action steps, assign responsibility, and set
completion dates for each step
Develop a plan for future follow-up meetings or discussions to evaluate how things
are going. Provide positive feedback when things are working well
27

28. Communicating the Expect & the Why
In order to perform effectively, individuals first need to understand what is
expected of them.
What are the:
Goals
Standards (as defined in the Use of ACD States, Sign-On Agreements,
Call Coding, etc)
The desired behaviours
Set the expectation…it is your job to:
Define the expectation in specific and clear terms
Ensure understanding
Obtain the Agent’s commitment to the expectations
Clear expectations include:
What will be accomplished
When the results are to be accomplished
28

29. Do’s and Don’ts of Coaching
DO …
☺Probe through questioning DON’T …
☺Be patient  Be judgmental
 Rush or attempt to pace
☺Challenge  Assume
☺Help clarify goals &  Interrupt
expectations
 Solve the problem for others
☺Keep focused  Coach everyone in the same way
☺Listen fully and attentively  Do other things while coaching
☺Maintain confidentiality  Get angry/upset
☺Follow-up as promised  Coerce or use position to
☺Work with the individual’s influence
timeline and agenda, not yours
☺Seek agreement
29

30. Time to Practice!
Purpose: To provide an opportunity for you to practice applying your coaching
knowledge and skills in a realistic situation and safe environment.
Coach:
Think through how you would apply each step of the Coaching Model in the
situation
Be open to feedback and suggestions after the role play
Agent:
Base your behaviour during the role play on specific examples identified as case
studies, as well as, your own insights and experiences in dealing with Agent’s
Play your role as realistically as possible, without making it too difficult of
complicated for the Coach
Stay in your role throughout the role play
Observer:
Listen carefully and objectively
Write down your observations
Be prepared to share your comments with both your individual group and the
group as a whole
30

31. Instructions
Step 1: At your table of 6, break into 2 groups of 3
(Agent, Coach & Observer)
Step 2: Read the Case Study for your role (Agent &
Coach)
Step 3: Prepare for your role, make it realistic!
Step 4: Coaching Session between Agent & Coach.
Observer makes notes.
Step 5: Group Discussion – Observers share feedback
31

32. Key Learnings...Time to Reflect & Plan
Results and measures give us an indication of performance gaps,
however, finding the root cause behaviour addresses them
Improved results are a natural outcome of coaching to the underlying
behaviour
All Agent’s are different
All Coaches are different
There is power and influence in the leadership style you use – adjust
and adapt wisely to the situation and the Agent
Coaching is a powerful motivation for your Agents
Do not underestimate your personal power and influence…you are a
role model…your actions and commitment lead the way
32

33. Thank You
33