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The Coach in the contact centre
The series started by highlighting the six leadership styles in non face-to-face environments:
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Dictator |
Field Marshall |
Conductor |
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"Move now!"
"Do as I say!"
"Take no prisoners."
Best in crisis, to kick-start a
turnaround or work with
problem employees.
Overall Impact: Negative |
"Come WITH me!"
"I have a vision!"
Self confidence, empathy, change catalyst
Best when changes require a new vision or when a clear direction needed.
Overall Impact: Most strongly positive of all styles |
"People come first!""Let's make music."Builds emotional bonds with empathy, builds relationships & sensitive communication.Best used when rifts or disagreements are apparent in a team or where people need to be motivated through stressful circumstances.Overall Impact: Positive |
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Balancer |
Pacesetter |
Coach |
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"What do YOU think?"
"Let's work together."
Forges consensus
Collaboration, team-ness, clear communication
Best to build buy-in or consensus, or get valuable input from valuable employees
Overall impact: Positive |
"Come on, keep up!"
"Reach for the stars!" |
"Here's how, you can do it!"
"Just keep trying!" |
There's renewed interest in coaching, mentoring, apprenticeships, etc, within businesses nowadays. The concept is as old as business itself, but the results from these efforts have sometimes been seen as impractical in a world focused on quick, short-term, "for-this-quarter-only" gains. Sadly, this has resulted in a weak pool of leaders and high turnover of people in leadership rolls (average of 18 to 24 months). In a contact centre this has a significant negative effect.
Staff grow best under "The Coach" and businesses do as well or better under their leadership. Basically, coaches help staff identify their strengths and weaknesses and balance personal and career aspirations within these parameters. They are masters at encouraging employees to establish long-term goals for the department and working with them regularly, one-on-one or in groups, to help them achieve through sensible plans, healthy dialogue and sincere positive feedback for a job well done.
These leaders are skilled at delegation and provide staff with interesting, challenging and stretching assignments and are patient even with delays. For them, short-term failure is no problem when they can see the long-term positive results.
To be effective, however, staff must believe in the concept, be eager to cultivate their strengths and abilities, have the ambition to make a contribution and be "teachable". The most difficult part about coaching is the requirement for patience. Many potentially great leaders and organisations can't envision the results from long-term staff development. However, coaching, if done well, always guarantees a positive business result and high staff loyalty.
Next week Darlene will look at "How To Mix & Match Styles for Success"
 Darlene Richard specialises in reviewing and improving telephony-based sales and service channels. She has over 20 years practical experience building, managing and consulting with organisations dependent upon non face-to-face business helping them produce results that are effective, business smart and most of all, people practical.
She's an educator and frequent speaker on relationship marketing and call centre sensibility. Read more about her new book, The Customer Response Management Handbook and order it on-line today. Just click here. | 
