Committing To A Coaching Culture In The Contact Center Wins Significant Rewards

By Brad Baumunk, President and COO, Robert C. Davis and Associates

I have had a love-hate relationship with my TV/internet/home phone and mobile phone provider for 10 years. Yes, they provide all-in-one billing and one company to call for any issue, and you get discounts for having multiple services bundled. This also makes for a challenge, because every time I need to call, I get transferred from department to department to resolve what I think is a simple issue. What’s more, the monthly bill is very long and difficult to understand, and it fluctuates monthly.

With the IoT, my house is very connected to my provider. Through connected apps, I can control each device, the TV, light switches, speakers, the irrigation system in the yard, my garage doors and much more. I love it, but I hate having to re-do everything If I change providers. 

A maddening process

I give you this background because recently, I decided to switch. I called the other provider in my area. (I have two choices, and neither is good). When I spoke to the sales person, it was a 25-minute process. At the end of the call, I said, “I am going to give this some thought and get back to you.” The sales person let out a huge sigh, told me all the data would be lost, and said I would have to go back through the maddening process again. 

Do these providers really care about their customers and prospective customers? Do they care about and invest properly in their employees? Are they too big for their own good? I believe they care, but they are not putting enough internal emphasis on the front-line supervisors and agents. These people are the true face of a company. Collectively, in some instances, they are speaking with millions of customers and prospective customers each week.

Ample time, proven tactics and Quality Conversations

An excellent customer experience comes down to having Quality Conversations and providing supervisors with enough time, and the right tools, to coach and develop their team members. 

Using RCDA’s exclusive Quality Conversation approach and coaching and development tactics would benefit both companies in my market tremendously.

We define The Quality Conversation as a meaningful and mutually rewarding dialog that occurs when a person takes and clearly conveys a genuine interest in the wants, interests and needs (WINs) of the other person or organization. It goes beyond building a relationship and making a connection to establish real trust. Practicing The Quality Conversation with authenticity and proper skills shows others that you truly care and are genuinely interested in them and the needs of their business. This includes the conversations between supervisors and agents as well as between agents and customers or prospects. 

Furthermore, supervisors should spend at least 50 percent of their day coaching and developing their team members, transferring skills and driving achievement to goals. Toward this end, they should use monthly performance reviews, weekly side-by-side coaching and a robust huddle process that includes a group skill transfer.

Making the commitment, reaping the rewards

Are you willing to make this type of commitment in your contact center organization? I’m talking about a non-negotiable commitment to The Quality Conversation on every interaction, internal and external. I’m talking about supervisors spending at least 50 percent of each day working individually with agents to improve their skills to drive performance, the customer experience, and ultimately, the company’s success. If you are ready to make a commitment to a building a coaching culture and helping your supervisors become master coaches who are comfortable with coaching and developing their team, you will reap the rewards. To get started, contact Robert C. Davis and Associates (http://robertcdavis.net). We’re ready to assess your current environment and a present a proposal to take your organization to the next level of success.