How Do You Grow Leaders?GEOFF HARDY

The Problem Many people within the contact centre industry say that having effective team leaders is one of the most important factors of a successful operation

However, the amount of time that organisations spend developing people in these roles, particularly when they are first appointed, varies greatly in practice

In organisations where team leader development is given a low priority, there can be many detrimental impacts on performance.

Management Implications A regular observation in contact centres is that team leaders are the most important people in the centre. However, people in these roles often receive little or no development, either prior to their appointment or when they are in position

In many cases the job of the team leader has become more complex. The lack of development of team leaders can therefore have detrimental impacts in a number of areas of contact centre performance; including customer service, performance management, employee morale and staff retention levels

Senior managers in contact centres should review the effectiveness of team leader development within their own areas of influence. They can do this by reference to the principles outlined in the presentation and assessing their own contact centres position in each area

There is a need for the contact centre to have a clear strategy for team leader development, which is reviewed regularly, to ensure it is consistent with what is required from the role holder.

Seven Principles to Grow Leaders1. Selection2. Training3. Line managers a

leadership mentors4. The chance to lead5. Education for

leadership

6. A strategy for leadership development

7. Backing from senior management

From John Adair: How to Grow Leaders

Selection Adair says that the natural or best way of selection is to know and observe the person over a period of time and in a variety of revealing if not testing situations

Some key areas to consider when selecting new leaders

1. Leadership and teamwork – including energy, enthusiasm and initiative

2. Decision making - problem solving and thinking skills

3. Communication skills – speaking, listening and writing

4. Self management – including time management skills and the ability to organise oneself

5. Personal qualities – including enthusiasm and integrity

John Adair: How to Grow Leaders

Training New leaders selected from internal candidates do not need technical or process training

They need to start thinking about leadership and to start understanding the context of their role in the organisation

Recently I was thinking of examples of organisations I have seen that are good at training new team leaders. An organisation, which I grew to know well in the ambulance service, has a structured approach to training for newly appointed team leaders. Initially, they send their new team leaders on a short course; two-days over a month or so. The days concentrate on the role of leadership, leadership styles, what is expected from team leaders in the performance management framework and effective communication. Participants also discuss the vision of their organisation, together with some of the core values that are required to be a leader within it. There are plenty of opportunities for team problem solving and role plays. The days are productive and a good starting point.

Line Managers as Leadership Mentors

All new team leaders require one-to-one support from line managers as leadership mentors, particularly in fast changing organisations

They benefit by discussing the situations they are finding in their day-to-day environment and working through ideas with a more experienced person

Mentors do not solve problems; they step forward, when asked, and provide resources and help. They do not hover. They monitor results and measurements, yet serve as a resource to be drawn upon when needed.

Cooper. R. and Ayman S. (1997), Executive EQ

The Chance to Lead Leaders grow by facing and surmounting even more difficult leadership challenges. If organisations want to grow leaders – or at least create the conditions necessary for growth – they can do no better than to give potential leaders the chance to lead.

John Adair: How to Grow Leaders

There is limited evidence when working on consultancy assignments of organisations that implement a successful approach to this issue. Some team leaders gain experience by working on project teams or in other departments as part of their development. They may also undertake some aspects of their line managers role or complete activities like chairing meetings or giving presentations. However, it is rare to find a team leader in this position who has a clear development plan where they understand the immediate goals and underlying objectives.

Education for Leadership Looking externally for suitable courses and development opportunities for newly appointed leaders

Team leaders, who have started in their role, benefit from participating in external programmes to build skills and knowledge

Programmes typically involve a mix between formal teaching, case studies and discussions about things happening back in their workplace

One of the major benefits of the approach is that it brings new team leaders into contact with external parties; people who work in other companies and sectors and external tutors who bring a different perspective on problems and issues.

A Strategy for Leadership Development

Is there sufficient focus on selecting and developing new team leaders?

Are the outcomes of selection processes built into subsequent development programmes?

Are there clear processes to ensure that newly appointed team leaders receive training covering the skills they will need to successfully lead their people?

What is the process for mentoring new team leaders? Do line managers effectively mentor their team leaders?

Is there a balance at each level in leadership development between training and in role development; such as appropriate project work or secondment?

Is there a balance between the part that the company will play in leadership development and the part the individual will play?

Are there any opportunities for team leaders to develop outside of the organisation?

What is the role of external training providers? Are the services they provide evaluated on a regular basis?

How is the overall leadership development strategy evaluated for effectiveness?

How do senior managers in the organisation play a part in showing they sponsor the strategy?

Does the Organisation have a strategy in place for leadership development?

It needs to be a core focus of the Organisation

It is too important to be left to the Human Resources Department alone

Backing from Senior Management Strategic leaders, at the top of the organisation, have a fundamental role to play in the whole strategy of growing leaders at all levels

The difficulty is, of course, that if the senior management of the company do not back fully the strategy for leadership development, both in words and actions then it becomes much harder to implement

Where the top strategic leader is not involved in or committed to the work of developing leadership, in my experience, you may as well forget it.

John Adair: How to Grow Leaders

Conclusions Team leader development is clearly a very important part of any contact centre operation in order to maximise performance. However the fact is that organisations differ in how well they develop and grow their team leaders

In organisations with a poor track record in this area there can often be high costs caused by ineffective frontline leadership; both in terms of a lower customer experience and lower employee morale

There is a need for a robust and effective strategy for team leader development which encompasses training, selection, mentoring, education and the chance to lead as well as the part senior managers themselves play. The strategy needs to be reviewed on a regular basis to ensure it remains effective and current to the needs of the team leader role in practice.