contact center culture: motivation through collaboration€¦ · corporate culture and performance,...

©2013 ICMI, All Rights Reserved #ICMITraining icmi.com | 800.672.6177

Contact Center Culture:

Motivation through Collaboration

©2013 ICMI, All Rights Reserved icmi.com | 800.672.6177#ICMITraining

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.


Your Center Culture


The Reality

You?

9 1087654321

Your employees?


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


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


What Is Your Culture?


Importance of Culture

Performance

Commitment

Culture


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


Levels of Commitment

Internal External


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


A Framework for Inspiring Commitment

Participation

Rewards and Recognition

Peer In

fluen

ce

Lead by Example

Employee Commitment

Purpose and Respect

RaisedExpectationsEnsure Trust


Building a Committed Workforce

“One Size Fits All”


Inspiring Commitment

Ensure Trust RaisedExpectations

Purpose andRespect

Appreciation

Employee Commitment

Lead by Example

Peer In

fluen

ce


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


“How’s that working for you?”

Results


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.”


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


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)


Lead by Example


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/



Ensure Trust RaisedExpectations

Purpose andRespect

Appreciation

Employee Commitment

Lead by ExamplePeer In

fluen

ce


Participation


Peer Influence

OR



Participation


Peer In

fluen

ceLead by Example

Employee Commitment

Purpose and Respect

RaisedExpectationsEnsure Trust


Types of Trust

• Contractual

• Competent

• Communication

Ensure Trust


• Honesty

• Availability

• Consistency

• Fairness

• Clear direction

Ensuring Trust


• Get to know your employees

– Know things about each person

– Two minute dialogues

– Share about yourself

Ensuring Trust


• Dilbert Factor

• Importance of each function

• Create great self‐images

• Developmental opportunities

Image used with permission

Purpose and Self‐Respect


• Training & skill development

• Career paths & skill paths

• Internal & external visibility

• Change management

• Job enrichment

Employee Development Opportunities


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


• Pygmalion effect

• Stages of competence awareness

• Dream big

Raise Their Expectations of Themselves


Return on Investment

Cost for pizza party for team: $75

Gaining internal commitment: Priceless!


$ Contagion factor

$ Involuntary turnover

$ Voluntary turnover

$ Marginal performer dance

$ Missed opportunity to be “High Performance”

Cost


• 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?


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


“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



ICMI

121 South Tejon Street, Suite 1100Colorado Springs, CO 80903 US

US and Canada: (800) 672‐6177

icmi.com

Copyright © 2013 International Customer Management Institute (ICMI).All rights reserved.

ICMI assumes no liability for error or omission.

No part of this publication may be reproduced without the consent of the International Customer Management Institute (ICMI), with the exception of trade publications reporting on

the data. In such cases, credit must be given to ICMI.

The International Customer Management Institute (ICMI) is a registered trademark of United Business Media Limited in the United States and other countries. ICMI is a part of UBM Live.

contact center culture: motivation through collaboration€¦ · corporate culture and performance,...

Documents