From increased morale to elevated productivity, heightened engagement, and better performance, thriving call center (CC) coaching advantages are plentiful. But this kind of activity is usually neglected or executed ineffectively. We will outline some principle elements of coaching success that can help make this activity in call centers more efficient and effective. We will start with building credibility and trust, and we will provide readers with guidelines for when companies should be trained and when organizations should be teaching.
This article will emphasize the positive impact of involving agents in the process and provide them with methods to do so constructively. This article will remind readers that this activity needs to be regularly prioritized to be most efficient and effective. Coaching to celebrate any success is as essential and vital as teaching to correct minor issues.
Build credibility and trust
To be successful, the session needs to be designed with a foundation of credibility and trust. If the agent does not trust the coach or feel safe to communicate roadblocks, problems, or issues, the session’s effectiveness will drastically be stifled.
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Management needs to take the initiative to connect with their workers personally, always keep these sessions confidential, and always remember that learning is unable to take place in environments where failures are unacceptable.
It is also pretty helpful for coaches to establish their credibility, highlight their experience, as well as explain why they are qualified to coach agents since if the workers they are teaching believe they know what they are doing, they are going to be more receptive to the session.
Coaching versus training
Sometimes, supervisors or managers try to coach on something that they need to provide training on first. It makes the session less effective. Teaching and training have their own merit and essential place in the process of development and earning. It is pretty helpful to know when it is appropriate to use the two.
Here is some generalization to help management which to apply; teaching comes second, and training always comes first. It is because training is more efficient and effective when the purpose is to transfer certain knowledge.
On the other hand, coaching is more efficient and effective when it comes to reinforcing or enhancing certain skills. Training is usually done one-on-one and face-to-face. It is also traditionally delivered more formally, as well as consisting of tons of “telling,” while teaching needs to be informal and usually consist of more “asking.”
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Involve the worker in the process
Sessions need to have conversational formats. Management needs to provide agents with the right opportunity to evaluate their performance themselves, listen to the previous call together, ask what went wrong or well, and what part of the call they need to improve. It needs to be insightful to the coach, helping them determine if there are knowledge gaps or the problem is a motivational one.
Prompting workers to evaluate their performance by themselves will also support self-awareness and will likely increase their receptiveness to the coach’s feedback as well. A popular method with the opportunity to involve workers in the process is to do a face-to-face session. Management physically sits next to the worker and teaches before, during, and after every call.
Prioritizing sessions
If call center organizations are not making teaching their priority, it will not be very efficient and effective. That is why one needs to be dedicated to this activity. It may be pretty easy to push off the next one-on-one, but doing it is ripping off the agent and will not yield the positive results that companies want.
That is why companies need to prioritize scheduled call coaching sessions. Urgent problems do arise, and these things can be very unpredictable. Still, the more organizations do to get out ahead of issues, the less they will interrupt the company moving forward.
Teaching to celebrate
Please do not limit the coaching to just correcting bad or negative behavior. It is a common problem of inexperienced managers or supervisors conducting sessions. By only focusing on the bad or negative aspects of the job, management misses a lot of opportunities to encourage and celebrate positive behaviors companies would like to see. Not only that, agents will dread these sessions if all the focus is on the problems or shortcomings.
Or worse, if the staff feel their efforts are not reasonable enough, they will be less inclined to strive to improve. It also means that supervisors or managers should not neglect their top performers. Workers deserve these sessions to be just as much as the rest. Giving agents recognition for their positive actions can go a long way.
