misty hall - developing leadership in a contact center · after call work percent of transferred...

Misty Hall

VP Operations Chase

6th Annual Customer Contact 2010, West: A Frost & Sullivan Executive MindXchange

Do You Have What It Takes? Developing True Leadership in the Contact Center

Misty HallVice President, Operations

Chase

Key Take-Aways:

•Success Factor: your future leadership team is as important as the one you have

today

•Action item: why you should build leadership development into your capacity model

•Lessons learned: create transparency, align people, set direction, empower

•Outcomes: promote conflict and be willing to break the rules

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Do you have what it takes? Developing true leadership in the contact center

Vision of Contact Center

Leadership

� Looking at Today

� Service Agreements and Leadership

� Contact Center Rules

� Making it intentional

� Programs that Empower

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Current State

� Leadership at the Sr. Level

� Your Leadership Attributes

� The Biggest Weaknesses

� Talent

� Service Level

� Quality

� Attrition

� Existing Leadership Programs

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Performance Transparency

� Fear of Perceived Failure

� Vulnerability leads to Transparency

� Take Risks – Put it in Writing

� Ask for Help and Gain Agreement

� Give Back

� Communicate “Real Time”

� Make it about both: Customer & Team

� Create Reviews Built on Partnership


Contact Center

Commandments� Unscheduled Time

� Tardy

� Cell Phones

� Calls Per Hours

� Quality Assurance

� After Call Work

� Percent of Transferred Calls

� Dress Code

� Schedule Adherence

� Average Handle Time

� Productivity

� Compliance

� Hold Time

� Food at Desks

� Music


Principles of LeadershipUS Army, 1983

� Know yourself and seek self-improvement

� Be technically proficient

� Seek responsibility and take responsibility for your actions

� Make sound and timely decisions

� Set the example

� Know your people and look out for their well-being

� Keep your workers informed

� Develop a sense of responsibility in your workers

� Ensure that tasks are understood, supervised, and accomplished

� Train as a team

� Use the full capabilities of your organization

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Planning to Create Leaders

� Time in the capacity planning process

� Agreement

� Organization of Programs

� Defined

� Structured

� Communicated

� Open (not an exclusive club)

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Leadership Development

Program Ideas - Ambassador

� Front-line staff

� Diverse Styles

� Self Managed

� Improve Business� Products/Process

� Employee Satisfaction

� “suggestion box”

� Recommendations to Leadership

� Presentations to Peer Groups

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Program Ideas – Job Swap

� All Employee Groups

� Define Career Goals

� Set Expectation of Skills Needed

� Measure Results

� Align and Schedule a Swap

� Benefits Multiple Parties

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Program Ideas – Solutions Team

� Demonstration of Performance Warranting Consideration for Advancement

� Representation of Multiple Layers

� Specific Business Objective

� Clear Timeline

� Access to Resources

� Measured on Success

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Program Ideas – Mentoring

� Based on Performance

� Clear and Defined Pre-requisites

� Clear Timeline

� Multiple Leadership Programs� Analysis/Reporting� Management

� Quality Assurance� Workforce Support

� Real-Time Management

� Training

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Even the best programs fail if they stand

alone. Leadership is by and large

developed in our daily actions.

� Incorporate leadership training in your staff

meetings, keep it simple.

� Hold at least one leadership training program for your existing leaders each

quarter.

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Key Take-Aways

� Build transparency with your operational

performance

� Rules have their role; build teams who

welcome disagreement and conflict on

rule application

� Make time for formal leadership

programs

� Leadership happens now

misty hall - developing leadership in a contact center · after call work percent of transferred...

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