Your organization's success relies on leadership that can effectively lead a team of agents to high performance. With an ever-expanding global marketplace of competitors racing to innovate their products, services, and operations, developing top-performing call center supervisors and managers is more critical than ever. As vital drivers of your company's vision, strategy, workforce, and revenue generation, your frontline leaders contribute immeasurable value daily to your organization. See if you have what it takes to cultivate a team of 5-star call center supervisors and managers that drive 39.5% more productivity in the workplace.
getinsite.io
LEADING TEAMS TO High Performance Training
Content
04
Engage the Best, Leave the Rest
08
The Best is Yet to Come
12
The Building Blocks of the Best
20
No Leader Left Behind
SECTION 1
ENGAGE THE BEST LEAVE THE REST
Enter the Experts With over 15 years of experience improving human operations environments, we’ve seen the good, the better, and the best. One of the most common questions we hear from executives is, “What sets the best apart from the rest?” To answer this question, Insite sifted through our experiences working with many big-name brands. We also surveyed 700+ contact center professionals. We not only answered the question and learned how the best get to where they are, we also discovered the path they take is a journey others can repeat. So why are the best so good at what they do, and how do they do it? Let’s face it. This question hardly ever comes up when things are going well. But in times when your employees are struggling to meet goals, you can’t help but wonder what the breakout performers have that the others don’t. It’s no secret that not every operational methodology, engagement initiative, or system of recognition and reinforcement, is going to work for every member of your organization. So, a new question arises; Is there a proven equation that successfully translates to all types of learners, personalities, and roles? If you ask our experts, the answer is, YES! We have determined that the secret is in the quality of frontline leadership, those who lead at the ground level by managing those that perform an organization’s critical day-to-day services. As the “human operation experts,” we have created a data-backed training curriculum to develop employee performance and advance your operations to achieve goals beyond your expectations. Just imagine the returns you would gain if your low performers began to operate as well as your high performers.
MAJOR CHALLENGES
1
2
3
Meeting your growth goals
Obtaining new agents
Gaining new customers
THE SECRET INGREDIENT, Secret No More
It is universally accepted that consistent and exceptional quality is a product of the best-in-class practices executed by “the best.” But this fact doesn’t do leaders any good if they lack the quantifiable, data-backed blueprint to develop and drive top-tier quality within their unique space. Determined to discover the secret ingredient to the development of high- performing supervisors and managers, our experts performed an extensive data analysis to identify and understand the DNA make up of “the best.” What does DNA do best? It replicates. Once we had this understanding, our data scientists took the reins and began developing the perfect DNA profile and the process for replication in cross-industry contact centers across the world.
SECTION 2
THE BEST IS YET TO COME
RAPID RESEARCH Rapid Results
We know that in contact centers and other operational departments, TIME IS MONEY. Thus, we adopted a quantitative research approach, focused on collecting and analyzing a significant volume of data within a rapid timeframe. Our approach eliminated the risk of information overload and enabled quick identification of critical data, allowing us to deliver this additional support to clients in record time.
Who Participated
All frontline leaders (Supervisors, Team Leaders, Managers, etc) and their direct managers across target departments
Individual scorecards for the frontline leaders provided the best analytical outcomes
Performance Data
Via email, participants were invited to provide additional input
Online Collection
We collected 94 data points to gather 3 dimensions: 1) personality styles, 2) technical skills assessment, and 3) self-skills evaluation
Evaluation Criteria
The Path Forward
As a result of our research, we developed and verified a unique training methodology and curriculum to upskill frontline leadership to successfully establish, develop, and maintain optimal performance organization-wide. Implementation of this program alone has proven to optimize operations, shifting core performance by 10% and generating savings into the millions. If you could gain that much value with the implementation of a singular program, wouldn’t you do it?
We analyzed the recurring metrics prioritized by frontline leaders across industries and were able to categorize each into one of five critical functions of these management roles: timeliness, customer experience, employee engagement, conversion, and efficiency. The successful practice of these functions is what distinguishes the high performers from their lower-performing peers.
SECTION 3
THE BUILDING BLOCKS OF THE BEST
Anatomy of a High-Pe Our research findings uncovered several significant differentiators between high-performers and low-
performers. We discovered that the best performers had 25% less exposure to other companies, the advantage being that the performer has a clean slate. Without any pre-existing bad habits picked up from other organizations, these performers can be easily molded to your company’s operational process and culture. Additionally, the highest performers were 12% more likely to be first-time leaders. New leaders contribute two key ingredients of success in ever-changing markets: fresh ideas and innovation.
erformer
Frontline Leader Pers Identifying the path to high performance was only the beginning of our research. We still wanted to know who these individuals were on a personal level. We began studying the
Using statistical data on personality style and skills mapping, we discovered that while there are some overlapping characteristics, each persona also embodies a series of its own unique traits. Our cross-industry data showed that when a frontline leader exhibited one strength within a particular persona’s characteristics, they typically demonstrated talents in all that persona’s identifying qualities. The illustration details unique qualities of each persona.
personalities of the frontline leaders that participated in our survey and gained an
understanding of the best ways to engage the strengths and motivations of each type of leader. After identifying 6 different types of personas, we pinpointed the leaders that were the top performers in their contact center.
Teacher
Entrepreneur
Accountant
Explains People person Positive
Passionate Open minded Desire
Generates reports Comfortable in Excel Remembers numbers
Promoter
Therapist
Firefighter
Team oriented Strong spirit Competitive Motivation
Interpersonal Inspires hope Optimistic
Passionate High integrity Active Flexible/adaptable
sonalities
Our team categorized the nature of frontline work into two focuses: real- time agents and delayed/complex agents, enabling the identification of the optimal persona(s) for both environments. Within the real-time agent environment, the “Accountant” persona was the most effective, followed by “Teachers,” and third, the “Firefighters”. For frontline leaders managing delayed/complex agents, the highest performing personas, in descending value, were the “Entrepreneurs”, the “Accountants,” and the “Firefighters.” We could now definitively say that frontline leadership personality types have a direct impact on frontline success. A leader’s personality type influences their performance level capability and the ways they communicate and engage with peers in the workplace. While the significance of these findings is critical, we discovered that personality is not the most powerful driver of high performance. Skill level is.
Real-Time Agent Environment
Delayed/Complex Agent Environment
How to Win High-Perf AND INFLUENCE PEOPLE Our analysis concluded that while personality type does exert some influence on performance results, it’s really the skills of those individuals that made the difference. This discovery is exciting because skills can be taught. To better understand which skills set the “best” above the rest, we analyzed data relating to a comprehensive set of skills demonstrated by proven successful leaders. We identified the following list of critical skills frontline leaders must exhibit to be a top performer. Once we established these core competencies, we could move on to gauge the representation of each skill within an individual operation’s leadership team. This approach identifies the priority of training opportunities based on how many leaders are lacking any given skill.
Customer Engagement How to measure, analyze, and improve customer effort.
Metrics & Relationships What metrics to manage and how they interrelate to each other.
Operational Economics Examining the financial impact for operational decisions and outcomes.
Employee Engagement How to enable employee engagement when interactions can be stressful.
formers
Operational Analytics Practical analytics to identify variation, outliers, and meaningful root causes.
Coaching How to interact with staff using personality.
Operational Efficiences How to drive operatinoal efficiences without negatively impacting customer engagement.
Timelines Metrics The science behind calculating staff requirements by interval.
Performance Improvement Methods Using a partical improvement methods to identify root cause and improvement performance. Business Process Management Designing and improvement processes the are customer friendly while being efficient.
SECTION 4
NO LEADER LEFT BEHIND
THE IMPACTS OF Leadership Underdev
As the Human Operations Experts, we can conclusively identify leadership roles as being one of the most influential positions in these types of work environments. With such powerful influence over staff and customers, it is difficult to digest the enormity of the lack of development provided to these leading roles. If frontline leadership has the greatest ability to impact an organization’s performance, the cost of underdevelopment surely outweighs the cost of training and development by a longshot. We’ve seen firsthand how this can be a huge detriment to the success of operations. When asked how many management training opportunities were offered by their organization within the last year, 47% of frontline leaders reported receiving nearly zero training hours or class offerings. Furthermore, 76% of respondents reported having been promoted internally from an agent to a leadership role, without any prior management experience. This leaves nearly 36% of all frontline leadership trying to successfully operate with zero training or experience in their role. Considering all that is at stake, contact centers must answer the call to provide their frontline leaders with the training required to be “the best.” However, all too often, we encounter businesses that don’t understand how to switch focus and prioritize this dire training need. That’s where we come in.
47% Zero Training
SUPERVISOR IM
160,000 Customer Interaction
12-20 Employees
velopment
CURRENT LEADERSHIP
92% HR Training
49% No Degree
76% 1 st Time Leader
MPACT
MANAGER IMPACT
$480,000 Labor Budget
$2.4 M Labor Budget
810,000 Customer Interaction
100 Employees
REPLICATING THE DNA: Frontline Leadership Training as a Solution
We guide your supervisors in establishing benchmark goals, identifying operational trends, and pinpointing the outliers. Not only does this identify low performers, but it also provides an understanding of your top performers’ behaviors and how to replicate those practices in the rest of your team. Equipping your supervisors with analytical leadership skills and tools ensures they have the proper training on how to coach low performers. As a result, your low performers begin to show improvement, as does overall core performance. By leveraging tools and methods that drive accountability and immediate application, we ensure quality is the priority of your frontline leadership. Developing your best performers now allows for the transfer of their skills and knowledge to other employees, promoting both short and long-term organizational success.
Leadership training has a trickle-down effect on the rest of your organization. With over 15 years of experience improving business operations and workforces, we have mastered the supervisor training process and have produced a protocol and curriculum proven to deliver rapid optimal results. Our approach focuses on 4 key elements: content, accountability, tools, and delivery. We set your leaders up for success by providing a flexible delivery model that ensures success despite individual learning and/or operational needs. Our supervisor training content is comprised of analytical methodologies to help determine what, when, and how to coach in order to drive performance across the metrics that matter to your operations. After aligning on the metrics that are your top priority, we customize our content and develop materials that speak to your team leads using their data. In addition to addressing your unique metric focus, we provide guidance on the 5 key metrics that apply to nearly every operating environment. These include employee retention, efficiency, customer experience, sales/retention, and service time.
THE GREATER THE PRODUCTIVITY, The Higher the Quality
93%
88%
88%
56%
5.2 Points Higher Quality
39.5% More Productive
Many managers think that if their staff works faster, the quality of their work will go down. Our research busted this misconception by proving top performers can deliver high productivity and quality at the same time! One client’s data showed that top performers deliver a productivity rate of 39.5%, significantly higher than that of their peers. Furthermore, the application of our training shifted core performance by 10% and positively efficiencies to deliver quality that was 5.2 points greater than other teams .
What’s the Key to Creating More Top Performers? OUR CASE STUDY REVEALS THE ANSWER...
VIEW CASE STUDY
getinsite.io | connect@callinsite.com | 239.284.7529 | 1336 SE 47th · Cape Coral, FL 33904
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