contact center culture: motivation through collaboration€¦ · corporate culture and performance,...
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Contact Center Culture:
Motivation through Collaboration
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About Your Presenter
Justin Robbins is the Manager of Training and Development for ICMI, where he is responsible for developing training and professional certification education and managing global partnerships. He has over a decade of contact center experience wearing multiple hats ‐ from agent to supervisor to senior leadership, spending the majority of his career in training and development across multiple industries including hospitality, technology, manufacturing, and education.
Justin loves relationship building, empowering leaders, and motivating others to provide legendary customer experiences. He’s a writer, social enthusiast and speaks on topics such as employee engagement, service enhancement, and motivational business leadership.
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Your Center Culture
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The Reality
You?
9 1087654321
Your employees?
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Current Commitment/Engagement Levels
Actively Disengaged: 17%I Don’t Care
Disengaged: 54%I Do “Just Enough”
Engaged: 29 %I Love My Job!
Source: Gallup Management Journal http://gmj.gallup.com Gallup Organization Study
ENGAGEMENT
PER
FORMANCE
• Understand what culture is and its importance in organizations
• Understand what employee commitment is and the relationship between culture, commitment, and performance
• Learn how to build employee commitment
Session Agenda
• Organizational DNA
• Culture = Sum of values, virtues, political environment and behavioral norms
What is paid attention to and rewarded is the strongest indicator of an organization’s culture
Culture Defined
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What Is Culture?
“The Way We Do Things Around Here”
1. What 10 words would you use to describe your organization and/or team?
2. What type of musical group is your organization and/or team most like?
3. How are decisions made?
4. How are promotions determined?
5. What is focused on more?
6. What gets rewarded?
7. What does the physical environment look like?
8. How is feedback given?
Self‐Inspection
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What Is Your Culture?
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Importance of Culture
Performance
Commitment
Culture
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Corporate Culture and Performance, landmark study validates link between culture and performance
Average Increase for Twelve Firms with Performance‐Enhancing Cultures
Average Increase for Twenty Firms without Performance‐Enhancing Cultures
Revenue Growth 682% 166%
Employment Growth 282% 36%
Stock Price Growth 901% 74%
Net Income Growth 756% 1%
Source http://www.forbes.com/sites/johnkotter/2011/02/10/does‐corporate‐culture‐drive‐financial‐performance
Culture and Performance
• U.S. Dept. of Labor
• Practical knowledge
Culture and Performance
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Levels of Commitment
Internal External
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Commitment Levels
External Commitment
Internal Commitment
PER
FORMANCE
ENGAGEMENT
The Business Impact of Employee Engagement:
Those employees who are most committed perform 20% better and are 87% less likely to leave the
organization.
Every ___ % increase in employee satisfaction……results in a ___ % increase in customer
satisfaction.
1%
2%
Return on Investment
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A Framework for Inspiring Commitment
Participation
Rewards and Recognition
Peer In
fluen
ce
Lead by Example
Employee Commitment
Purpose and Respect
RaisedExpectationsEnsure Trust
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Building a Committed Workforce
“One Size Fits All”
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Inspiring Commitment
Ensure Trust RaisedExpectations
Purpose andRespect
Appreciation
Employee Commitment
Lead by Example
Peer In
fluen
ce
Rewards and Recognition
Participation
• Communications process
• Celebrations
• Pizza‐‐‐food!
• Team outings
• Involvement in community
• Contest
• Lunch ‘N Learn
• Executive Brown Bag Lunch
Activities
• Financial incentives
• Performance‐based pay
• Company bucks
• Certifications of achievement
• Sponsored events
• Schedule preferences
• Parking premiums
• Paid time off
• 100% club
• Employee of the month
• Leadership tracks
• Agent‐led contests
• “Caught in the Act” peer kudos
• Agent recruiting input
• Continuous improvement teams
• Ambassadorship
• Mentorship
• Subject matter expert
• Liaison
Rewards, Recognition, Incentives
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“How’s that working for you?”
Results
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Source: First Break All the Rules
Motivation Revisited
“You can’t motivate other people. You can only influence what they’re motivated to do.”
“People don’t change that much.Don’t waste time trying to put in what was left out.
Try to draw out what was left in.That is hard enough.”
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Motivation is…….
“Motivation is a fire from within. If someone else tries to light that fire under you, chances are it will
burn very briefly.”
Dr. Stephen Covey
“Motivation is a function of growth from getting intrinsic rewards out of interesting and challenging work.”
“Motivation is based on growth needs. It is an internal engine.”
Frederick Herzberg
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Motivation Ladder
•Competitive pay/benefits•Job fit•Working conditions•Relationship with supervisor
•Money•Prizes•Awards•Celebrations
•The work itself•Responsibility•Social interactions•Achievement•Recognition•Growth •Advancement
Price of Admission:Covering Basic Needs
Sustained Motivation (Internal Commitment)
Meeting Advanced Needs
Short‐term Motivation (External Commitment)
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Lead by Example
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4 Kinds of Motivation
Make this changeand
you’ll get a bonus
Make this change or you’ll get fired!
I really want to
make this change*
I really DON’T want to
make this change
Positive Motivation Toward a Goal
Negative Motivation Away from Something
Intrin
sicYou want to
do th
isExtrinsic
Someo
ne else wants you to do this * Only this one creates positive,
sustainable motivation
Source: http://positivesharing.com/2006/12/why‐
motivation‐by‐pizza‐doesnt‐work/
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Inspiring Commitment
Ensure Trust RaisedExpectations
Purpose andRespect
Appreciation
Employee Commitment
Lead by ExamplePeer In
fluen
ce
Rewards and Recognition
Participation
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Peer Influence
OR
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Inspiring Commitment
Participation
Rewards and Recognition
Peer In
fluen
ceLead by Example
Employee Commitment
Purpose and Respect
RaisedExpectationsEnsure Trust
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Types of Trust
• Contractual
• Competent
• Communication
Ensure Trust
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• Honesty
• Availability
• Consistency
• Fairness
• Clear direction
Ensuring Trust
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• Get to know your employees
– Know things about each person
– Two minute dialogues
– Share about yourself
Ensuring Trust
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• Dilbert Factor
• Importance of each function
• Create great self‐images
• Developmental opportunities
Image used with permission
Purpose and Self‐Respect
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• Training & skill development
• Career paths & skill paths
• Internal & external visibility
• Change management
• Job enrichment
Employee Development Opportunities
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Employee Development
“Most leaders…are like gardeners standing over their plants, imploring them: ‘Grow! Try harder! You can do it!’ But if a seedling has no room to
grow, no soil, and no water, it will never become a tree.”
‐Peter Senge, The Fifth Discipline, The Dance of Change
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• Pygmalion effect
• Stages of competence awareness
• Dream big
Raise Their Expectations of Themselves
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Return on Investment
Cost for pizza party for team: $75
Gaining internal commitment: Priceless!
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$ Contagion factor
$ Involuntary turnover
$ Voluntary turnover
$ Marginal performer dance
$ Missed opportunity to be “High Performance”
Cost
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• Greater than 1/3 employees consistently exceed expectations
• Average worker performs higher than industry
• Strong emotional commitment
• Collective performance of major segments…forms core of competitive advantage
• Leaders believe front line people are key to success and engage employees emotionally and rationally
What is a High‐Performing Workforce?
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1. Know what is expected of me at work
2. Have everything to do my work
3. Opportunity to do what I do best every day
4. Recognition or praise in last seven days
5. Someone cares about me as a person
6. Development is encouraged
7. My opinions count
8. Mission/purpose makes me feel my job is important
9. Co‐workers committed to doing quality work
10. Best friend at work
11. Talked about my progress in last six months
12. Opportunities to learn and grown this year
Source: Adapted from First Break All The Rules
Gallop Dozen
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“Actions scream louder than words”
-Author unknown
“The greatest thing in this world is not so much where we are, but in what
direction we are moving.”
‐Dr. Oliver Wendell Holmes
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