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The "Conductor" 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." |
"Come on, keep up!"
"Reach for the stars!" |
"Here's how, you can do it!"
"Just keep trying!" |
"The Conductor" style is best when a department or business is stressed but not under critical time pressure, when there is confusion, especially from sudden, unexpected change, and where individuals and their unique contributions and emotions must be catered for in order to proceed forward safely - such during a trade union conflict.
Conductors build consensus, collaborate, get people's ideas and buy-in, and thereby build trust, respect and commitment (re-commitment). They encourage staff to participate in decisions that may affect their goals and future by building flexibility and responsibility. They know what needs to be done to keep morale high and actually listen to their team members, peers and managers.
This style also works well when the leader is uncertain about the right direction and needs the people to help provide ideas and guidance (when they are confident of the vision and direction they are excellent at playing "devil's advocate" to generate a wealth of fresh ideas).
Drawbacks to a Conductor's style of management include: a tendency to hold too many meetings where ideas are considered, inspected, argued, defended and consensus sought (sometimes used to delay the inevitable), they may also avoid making critical decisions, hoping others will "magically" discover the solution themselves; ultimately has a negative impact on staff who feel confused and leaderless, which leads to increased conflict and burnout. This style is ineffective during a crisis or when staff are new, not competent or informed enough to offer sound advice.
Next week Darlene will look at "The Balancer".
 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. | 
