Easy to Say, Hard to do Consistently

In my last blog post I wrote about building trust and rapport. I went over how the team I get to serve built rapport during our first months together here in Manila. In this post I’d like to share a couple ways we keep the rapport going through effective communication across our teams. Note these are definitely not new or all that creative of concepts, rather they share the “easy to say, hard to do consistently” theme from the last post:

  • Clarify, and over-communicate expectations
    • As we know, your team must know what’s expected of them as expectations will play a major part in driving the vision and culture of the team. The method of how these expectations are achieved can and will vary based on your supervisors experience together or experience in the role, which is fine (aka, don’t micromanage their process … that’s not effective communication). As changes happen, expectations evolve and it is imperative to continue to provide clear communication as they evolve in order to assist the team as they evolve their focus to what will bring the most return.
  • Floor presence (Get out of your desk)
    • Call center managers need to take on second voices, escalated calls and just be in the thick of it with the Supervisors and Associates. It shows that you would not ask someone to do something you’re not also willing to do and allows you to walk alongside your team, modeling effective ways to do the job. Most importantly, it’s an avenue to have informal conversations with everyone on your team. These constant, “on-the-fly” coaching sessions are invaluable for engagement and overall performance.
  • One-on-Ones
    • The team I get to work with knows that I tend to be anti-meeting, preferring constant informal conversations and short huddles versus a formal meeting. The exception is our one-on-one meetings which are every other week and roughly 45 minutes in length. We spend this time going over a variety of topics, ranging from team performance, to upcoming changes, to additional trainings, to just catching up. The point is that it is set time, away from the call floor, dedicated to developing the Supervisors I work with.

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