Transcript People Development_Lufthansa

FYI
(characterized by)
OBJECTIVES
EXPECTATIONS
IMPORTANT
OVERVIEW
SUMMARY
INDIVIDUAL
ACTIVITY
PAIRS
ACTIVITY
GROUP
ACTIVITY
DEFINITION
EXAMPLE
HOME SESSION
COMPLETED
MODULE
ROLE PLAY
EXPECTATIONS
• Big picture – why do you think you are here?
• What are your expectations of this program?
• What do you, individually, hope to gain by attending this program?
OBJECTIVE – Day 1
Individuals will learn:
• 2 Management Principles for Contact Centre Leadership
• 2 Coaching Models for Contact Centre Development
• 15 Time Management Secrets – To Implement
OVERVIEW – Day 1
• 50% of the content and activities today is derived from
experience and best practices used in Contact Centres
• 50% of the content and activities today is derived from
research – 15 Secrets Successful People know about
Time Management - Kevin Kruse
CONTROL-INFLUENCE-DELIVER
• A MANAGEMENT PRINCIPLE DESIGNED TO GIVE YOU A WOW!!!
• WHAT’S YOUR WOW?
• WHAT’S YOUR WHY?
• WHAT’S YOUR PLEASURE & YOUR PAIN?
• THE CID PRINCIPLE ENABLES YOU TO COACH YOURSELF!!!
• HOW MANY OF YOU DO SELF-COACHING?
• WHAT TYPE OF QUESTIONS DO YOU ASK YOURSELF?
• HOW MANY OF YOU HAVE CREATED A PDP POST COACHING?
CONTROL
• WHAT DO YOU NEED IN ORDER TO BE IN CONTROL?
• WHAT SORT OF DATA DO YOU NEED TO COLLATE IN ORDER TO
BE IN CONTROL AT THE START OF YOUR DAY
• WHAT HAPPENS WHEN YOU DON’T HAVE THIS DATA
• HOW CAN YOU ENSURE YOU’LL ALWAYS HAVE THIS DATA
• WHAT ARE MY OBJECTIVES
• IN GROUPS OF 4 DISCUSS HOW YOU CAN STAY IN CONTROL
• AFTER SHARING IDEAS – DOCUMENT YOUR INDIVIDUAL
STRATEGY TO STAY IN CONTROL
INFLUENCE
• HOW DO YOU INFLUENCE YOUR DESIRED OUTCOME?
• WHAT INTERVENTIONS IN THE CONTACT CENTRE WORLD
HELP US ACHIEVE OUR OUTCOMES?
• WHAT ARE YOU DESIRED OUTCOMES?
• IN GROUPS OF 4 DISCUSS THESE INTERVENTIONS
• AFTER SHARING IDEAS – DOCUMENT YOUR INDIVIDUAL
STRATEGY TO INFLUENCE YOUR DESIRED OUTCOMES
DELIVER
• HOW DO YOU DELIVER ON YOUR OBJECTIVES?
• WHAT METHODS CAN BE USED TO TRACK EFFICIENCY
• WHAT METHODS CAN BE USED TO TRACK PROGRESS
• HOW DO WE DO WHAT WE SAY WE’RE GOING TO DO
• IN GROUPS OF 4 DISCUSS THESE METHODS
• AFTER SHARING IDEAS – DOCUMENT YOUR INDIVIDUAL
STRATEGY TO DELIVER ON YOUR OBJECITVES
CATCH THEM DOING SOMETHING RIGHT
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PROVIDE ME WITH 3 MEMBERS IN YOUR TEAM
I’LL GIVE YOU BACK 1 MEMBER
WHEN WAS THE LAST TIME YOU SAW THAT MEMBER ON SHIFT
WRITE DOWN WHAT THEY DID WRONG ON THAT SHIFT
WRITE DOWN WHAT THEY DID WRITE ON THAT SHIFT
DID YOU TELL THEM AND HOW
INSPECT WHAT YOU EXPECT
• IN GROUPS OF 4 DISCUSS AND DOCUMENT WHAT YOU EXPECT
OF YOUR TEAMS
• AFTER SHARING IDEAS – DOCUMENT YOUR INDIVIDUAL
STRATEGY TO INSPECT WHAT YOU EXPECT
• What Interventions can be used to inspect what you
expect of your team/team members
DEVELOP YOUR PEOPLE
• WHAT SKILLS OR QUALITIES DO THEY NEED TO WORK ON IN
ORDER TO IMPROVE WHAT THEY DO AND PERFORM OPTIMALLY
• LIST ONE QUALITY AND ONE SKILL EACH TEAM MEMBER
NEEDS TO IMPROVE ON
• List a quality and a skill you feel could help the team if
you helped him/her develop them
DOCUMENT EVERYTHING
• IF ITS NOT DOCUMENTED ITS NOT DONE!!
• TEAM DEBRIEFS, COACHING SESSIONS, PERFORMANCE REVIEWS
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CATCH THEM DOING SOMETHING RIGHT – NOTES
INSPECT WHAT YOU EXPECT – DOCUMENT
DEVELOP YOUR PEOPLE – DOCUMENT
DOCUMENT EVERYTHING – DOCUMENT IT!!!
• AUDO Book and Group Discussion
• By Kevin Kruse
STEP 1: Set an agenda that promotes
engagement.
STEP 2: Ask probing questions to promote
self awareness.
STEP 3: Use 70/30 rule to keep agent
engaged.
STEP 4: Recap session (Coachee reads)
STEP 5: Gain genuine commitment (Verbal
or Written).
1. Models for improving call based results
2. Models for difficult behaviours and career
development
3. Coaching Process
4. Coach the Coach and Documentation against
coaching KPI’s
5. Tools to assist with the process
 IDEAL
5 Steps to coaching for call based results
Allows your coachee to find solutions with the support of the coach
Enables the coachee to discover their underlying potential
Enhance performance
Self discovery is essential in the process of self development of our people
 BASIC
B - Build Rapport
A - Asking the right questions
S - Sell or Service
I - Identify concerns
C - Closing techniques
Fundamental areas – master to deliver perfect calls
Coachee decides which area they would like to develop or improve
 GROW
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Focuses on more difficult behaviours and competencies
Attitude, Attendance, Lateness and Career development are key areas
Coach uses this model with all his/her staff
Expand on the acronym:
Goal, Reality, Options and Wrap up or Way forward
 Personal Development Plans (PDP)
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PDP follows GROW form
Document and track performance against goals and actions
Coachee owns and takes accountability for all actions in plan
Coach’s responsibility to support and own the process
Coaching is about the Coach owning the process and the Coachee owning the content
Coach selects
Appropriate
model
& method of
coaching
FIRST STEP
Coach initiates
Coaching
Session
Coach’s coach
Observes
coaching
session
FINAL STEP
Reward &
Recognition
Coaches
document
Work in
Coaching log
sheets
CIDD
Direct line
Reports
Audit
Work done
 Coaching Observations
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Line manger inspects what they expect from their coachees
Track and measure the effectiveness of the coaching
Observation forms designed to give the Observer the opportunity to measure effectively
Clear guide as well as an opportunity for a “Coach the Coach” session
Coaching Targets: Decide what is effective
 Coaching Log Sheets
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All coaching is documented
Only manage what you can measure
“If it is not documented then it is not done”
Use performance as a metric to determine effectiveness & feedback from coaches on log sheets
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“Call Listening App”
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Coach can listen to a call and feedback to improve on NEXT call
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Used in conjunction with BASIC and IDEAL
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Select method of coaching which would be either side-by-side/live -monitoring/role-plays
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Coaching Training
• Operations/Training ensures continuity of the coaching process
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Coaching Buddies
• Ensures that each floor has a coaching contact point
• Identified by Training department/CCM as the best coach on the floor
• Assists with informing training/Ops about new areas of focus for coaches
• Process feedback and identifying great coaches or coachees
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Reward and Recognition
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Monthly Award ceremonies for Best Coaches/Team Leaders
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Most improved Coachees in the business
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Reward people for great personal development and accomplishments
Coaching Form Example 1
Coaching Form Example 2
Coaching Form Example 3
Coaching Form Example 4
Coaching Form Example 5
Coaching Form Example 6
Includes Productivity Stats
Coaching Form Example 7
Audio Book and
Group Discussion
Dale Carnegie
• Difference between “Listening” & hearing
• Listening well = a two street
• Listening requires conscious practice
• Listening creates atmosphere of trust, honour & respect
• Listening achieves a win-win communication
• Listening well helps with establishing rapport with customer
Why be a good listener?
Needs of the customer….
• To be recognized and remembered
• To feel valued
• To feel appreciated
• To feel respected
• To be understood
• To feel comfortable about a want or a need
• Listening is the most powerful form of acknowledgement – a way of saying
“you are important”
• Listening builds stronger relationships – it creates a desire for customer to
co-operate because they feel accepted and acknowledged
• Listening promotes being heard - ”Seek first to understand, then to be understood”
……(Steven Covey)
• Listening creates acceptance and openness - conveys the message “ I am
not judging you”
• Listening leads to learning - openness encourages personal growth and
learning
• Listening reduces stress and tension - minimizes confusion and
misunderstanding, eliminating related stress and tension
• Listening is critical in conflict resolution - much conflict comes from the
need to be heard
Barriers to listening
• External noise
• Mentally preparing the response
• Language / Culture differences
• Pre-occupied or pre-conceived ideas
• Own personal concerns
• Day dreaming
• Listener thinks they know more than the speaker
• Listener is anxious to input their own ideas
Bad listening habits
• Criticizing the subject or the customer
• Only listening to the facts
• Allowing emotional words to block the message
• Allowing or creating distraction (listening music etc)
• Not taking notes or outlining everything
Active listening
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Listen (actively)
Question
Reflect – Paraphrase
Agree
Step 1 - Listen
• Listen to feelings as well as words
• Demonstrate that you are listening
• Gather information – makes notes
• Clarify
Step 2 - Question
• Ask open-ended questions
“Tell me more”
“When did it happen”
“What information was given to you”
Step 3 - Reflect - Paraphrase
• Reflect what was said in your own words
• Clarify
• Ask customer to confirm once you have paraphrased
• Capture the essence of the communication
• Move towards problem solving (be honest/transparent)
Step 2 - Agree
• Agree on what you can do & time-line
• Be open, honest & transparent
• Don’t over promise and under deliver
• Inform customer of the “next steps”
Why is communication important?
DEFINITION
“It is the art and technique of using words effectively to impart information or ideas”
• It allows people to share ideas & interests
• It develops & strengthen relationships
• It allows for common understanding between people
• Without communication businesses cannot operate
• It allows you to share your thoughts, feelings and ideas
• It is like a bonding agent (glue)
HOW WE COMMUNICATE
CAUSES OF COMMUNICATION DIFFICULTIES
Studies indicate that 70% of mistakes in the workplace is a direct result of
poor communication.
Possible Causes:
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Lack of information & Knowledge
No explanations offered to customers
Not understanding fully and failing to ask questions
Not listening
Mind is made up – preconceived ideas
Not understanding others’ needs
Jumping to conclusions
Bad mood
Failing to explore alternatives
RESULTS OF POOR COMMUNICATION
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Loss of business
Mistakes, inefficiencies
Lowers productivity
Poor co-ordination and co-operation
Damaged personal or company image
Frustration and hostility
Dissatisfaction with others
Low morale
Conflicts & arguments
Relationship failures (customer & business)
Drop in self esteem and confidence
BASIC COMMUNICATION PRINCIPLES
• Everything we do is communication
• The way we begin our message determines
the outcome
• The way is delivered – affects the way message
is received
• Real communication is message received –
not message intended
• Communication = 2 way street (You have to give & gather)
THE SIX C’S
• Use precise, memorable and powerful
words
• Support your words by painting a
mental picture with your customer
• Give a demonstration by using a
hypothetical or actual example
• Provide examples if necessary – refer to an ex customer of yours
• Use the “other” persons language
POSITIVE PRINCIPLES FOR GOOD COMMUNICATION
• Say what you do want, not what you don’t want
• Focus on the future – not the past
• Share information – do not argue or accuse
Assertive Communication:
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Make statements that are honest, clear, brief and to the point
Use the “I” statement : “I’d like”, “I appreciate”, “I think”
Ask – don’t tell
Offer suggestions – don’t command
Ask questions to find out thoughts and feelings of others
Respect the rights of others
ASSERTIVE COMMUNICATION
Manage your body language:
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Use open gestures and body language
Focus your attention exclusively on the customer
When at credit counter, lean slightly forward to show interest
Maintain appropriate eye contact while listening
Do not cross your arms – gives impression you are not interested
Come across as relaxed and balance – makes communication easier
Gather information with your EARS
E - Explore by asking questions
A - Affirm to show that you are listening
R - Reflect your understanding
S - Silence – listen more
• Many people spend more time working with other people than they do with
processes or products.
• This means that they need to communicate well with others, and this makes
communication skills some of the most important skills in the workplace
• Message barriers:
• These occur when the person communicating fails to communicate
clearly.
• If you find that you often confuse people, then a good starting point for
fixing this is to figure out what you want to say. Do you want to
persuade? Are you trying to motivate? Are you simply informing? Or are
you attempting to build a relationship? The purpose of your
communication will largely determine what you say and how you say it
Receiving barriers:
• These barriers occur on the receiver's end of the communication, and they typically
result from ineffective listening. We hear and understand faster than we speak, and this
can lead to boredom and a wandering mind when on the listening end of
communication.
• To combat this you should try to listen actively to what the speaker is saying. When you
engage active listening you respond in a way that makes it clear that you understand the
feelings and intent of the speaker
Decoding barriers:
• The real message is not fully grasped or translated because of misperceptions,
misinterpretations or missing information.
• The most common problem here is with mismatched non-verbal communication. A
lot of non-verbal communication is unconscious – meaning that the sender isn't
aware of the messages he or she is sending, yet these messages can reveal a great
deal of someone's true thoughts.
• If you can learn to understand people's non-verbal communication, you can
improve your people skills significantly
• People can seem to disagree about almost anything – what caused a problem,
how to solve it, what values are right, what values are wrong, what goals
should be pursued; the list goes on! On top of this, you have the personal,
non-job-related differences between people that lead to obvious differences
in outlook and approach.
• Because of this, respecting and managing the differences between people can
be one of the most important skills you can develop! Indeed, it can be a huge
advantage if you learn to celebrate and enjoy differences, and make them
work to your advantage.
• Key to this is recognizing that, in many cases, conflict is not "bad". In fact,
conflict often causes significant, positive change. It spawns creative and novel
approaches to problem solving, and can actually improve organizational
performance if managed properly
• When resolving conflict, it helps a lot if you can understand other people's
needs and points of view – this can often help you find solutions that may
otherwise not have occurred to you. And when you take the time to
understand another person's perspective, you are demonstrating your
willingness to work together to find a solution
• Finally, you need to be appropriately assertive if you're going to manage
differences effectively.
• Aggression is clearly counter-productive if you're trying to resolve conflict, but
also, if you fail to recognize your own needs in a situation, you run the risk of
agreeing to a solution that works against your own interests. Again, it's
important to remember that differences aren't necessarily negative, so
suppressing your thoughts and ideas just to come to an easy agreement isn't
effective or efficient
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While managing differences may be an obvious application of people skills, managing
agreement may not seem to be. However, helping people come to an agreement with
one-another is important, and requires a great deal of skill!
"Synergy" is one of the most important things that you're looking for with teamwork.
This is where the team's output is better or greater than the sum of each individual's
input. To achieve synergy, you need to get people working together collaboratively.
If you've ever participated in a team decision-making process, you probably realize that
reaching a decision by yourself can be much more straightforward. The problem with
individual decision-making, though, is that you miss out on all of the insights that other
people can give. With strong people skills, you don't need to back away from
collaborative situations: you can approach team meetings with a genuinely positive
attitude!
Another aspect of managing agreement relates to feedback. When given poorly, people
reject feedback: it's viewed as destructive criticism, and it can damage relationships.
Delivered well, however, feedback can lead to an improved understanding of one
another's needs and perspectives, as well as improving performance and productivity
The bottom line is that, to develop strong people skills, you need to be able to accept
what others are saying and learn from this. Not only will this help you personally, it will
help you relate openly and honestly with others.
• Integrity is the cornerstone of people skills.
• Integrity means basic honesty and truthfulness when dealing with others.
• It also means working with people openly, and in such a way that people's
interests aren't compromised for the sake of the team or the organization.
• Basic courtesies like saying “thank you" often, and giving credit where it is
due, are the types of people-oriented behaviors that can make all of the
difference to other people.
• Whether you are in a leadership position or not, recognizing your teammates'
contributions and acknowledging their efforts will go a long way towards
creating a positive, harmonious, and productive team climate
• With well-developed people skills, you can communicate effectively on an
interpersonal level; manage conflict positively; work productively with others
to find solutions and reach agreement; and work with integrity and ethics to
motivate and inspire others.
• These are all skills that can be learned and developed. Even the most
technically-oriented worker can begin to incorporate people skills in his or her
work setting.
• Best of all, people skills are not limited to the workplace.
• When worked on actively, they will enrich all aspects of your professional and
personal life.
Greatness
Awaits YOU!