January, 2009

When Things Are Tough Bring On Your A-Gane

By Barbara Burke. January 26th, 2009

“Nikki went beyond pointing out the problem; she came up with a creative solution.”

Excerpted from the book, The Napkin, the Melon & the Monkey.

The ability to help employees deal with challenges in a new way is a quality which distinguishes a leader from a manager. Audray Lewis-Adams, Manager of Customer Market & Services for Progress Energy’s Bayside Call Center in Tampa, Florida, is an excellent example of such a person.

Audray and I got to know each other a couple of years ago after my book came out. She was one of the supervisors and managers who contacted me, eager to share the success they were having using the 4 Elements of the book (SODA, Unplugging, 22 Aha!s, Storytelling), to reduce stress and improve employee morale and engagement in their call center. I have come to treasure my relationship with Audray and look forward to her occasional emails in which she shares yet another example of using the book to help her 96 CSA’s (Customer Service Associates) and their supervisors deal with their challenges. I received one such email last week.

The subject line said, “Got Game?” The message read: “We understand that this is a challenging time with a faltering economy, rising unemployment, higher electric rates. Please know, we see the extra time it is taking you to walk our customers through high rates and bills, and that you are doing a wonderful job!
We hope to lighten your stress somewhat by supplying board games in the break rooms for you to enjoy during breaks and lunch. Take a moment to “unplug” and enjoy the change in mind scenery as you enjoy a game. When you return from your breaks or lunch, bring on your “A-Game” when serving our customers. Thanks for all you do!”

I have noticed that in addition to their ability to devise creative ways to keep their employees engaged, winners like Audray share several core beliefs, including:

• Problems are opportunities in disguise.
• People are basically good.
• If you haven’t done it before, try it anyway.
• Trust is the killer application.
• I must be present to win.

This week bring on your A-Game and have some fun.

Related Links:

Audray In her own words

15-Ways-The-Napkin-the-Melon-and-the Monkey

It's not about me. (It's about them!)

By Barbara Burke. January 19th, 2009

It’s about them….

A recent study conducted by Accountemps showed that frequent dialogue between managers and their employees is the best way to boost morale. Nearly half (48%) of the 150 executives surveyed cited better communication as the best remedy for low morale.

Data collected from hundreds of our Agent Engagement Surveys bears this out. We survey front-line reps as the first step in a multi-phased initiative to improve employee engagement and customer satisfaction in contact centers. Prior to rolling out the engagement training program for supervisors, we ask the reps to take a 10 question Agent Engagement Survey on line.  The results of the survey provide each supervisor with a realistic picture of how the reps on their team feel about the quality of support they receive. Question #8 on the survey asks: If you feel there is some room for improvement, what specific suggestions do have for your supervisor? Interestingly, the word mentioned most frequently in responses to this questions was the word “time.” A few examples of responses:
“Interact with our team more. Walk through and talk to us at least once a day. Spend time in our world, so to speak.”
“She seems like she does not have time and rushes through tings and it is like she does not care and it has made me feel like she does not care if we succeed of not.”
“When we are supposed to have our one-to-ones, he never shows up on time and when he does
make the meeting, it seems like his mind is on something else.”

Bob, the manager responsible for hiring new reps for two large contact centers in Georgia, had an interesting theory about supervisors. He said that they fall into two categories: the “Stop Bys” and the “Drive Bys”.  The supervisors in the Stop By category managed to find the time every day, no matter how busy they were, to circulate among their reps and connect with each one. The Drive Bys did just that — they drove by their reps on their way to or from a meeting. Rarely were these supervisors around when a rep needed their help. You can guess which of the two types of supervisors had teams with high morale and low turnover.

If you aren’t already in the habit of checking in with each person on your team (or family members) every day, try doing it this week. Here’s how: Make the rounds at the beginning of the day and greet each person with a smile. Establish eye contact. Ask how they are. Listen to their response. If you are comfortable doing it, share something about your self (not work-related).

I do need to offer a warning. If you start greeting each person every day, they will look forward to it. So much so, that if you skip a day many will wonder what’s up. They may conclude that you are angry at them. Consider yourself warned.

Supervisors: In their own words.

This morning I received the following response to a pre-meeting survey I am conducting with a team of supervisors from a call center in Florida. They are preparing to use my book, The Napkin, the Melon & the Monkey as a tool to improve the call quality scores for their center.

“I really enjoyed reading the book. I know that this book should be a training tool for anyone who deals with customer service work. I look for ways of expanding my tools as a supervisor and this book has added to
my resource of being a better person as well as a better supervisor.”

Help me write my next book!!!

I am collecting material for another book — one about the impact that Aha!s have on our lives.  I could use your help. If you have read and enjoyed the book, I’d like to find out which Aha! was your favorite. Drop me a line and let me know how you have applied it at work and at home, and the benefits you’ve experienced.
Who knows? Your post may be featured in the book. Please include some info about yourself, as well as contact info in case I have a question.
Thanks!

When all else fails have a SODA.

By Barbara Burke. January 12th, 2009

“I realized that when I stopped to observe what is and avoided my usual angry, knee-jerk reaction, I could decide the best course of action.”

Excerpted from the book, The Napkin, the Melon & the Monkey

On the drive to work one morning, Olivia had a chance to try out the mindfulness technique that her friend Isabel had told her about. Usually when she got behind a pokey driver on the freeway, she would get angry and crowd their bumper or flip them off until they moved out of her way. By the time she arrived at work she was already in a bad mood.

Tired of feeling cranky and out of control, she decided to follow her friend’s instructions for remaining calm in difficult situations. Merging on to the freeway, she found herself driving behind a little old lady in an ancient Buick going dangerously slow. She started to get angry. But she stopped herself so that she   to see the situation clearly. The woman was obviously disoriented and most likely lost. Once she appreciated the woman’s predicament, instead of reacting with her usual anger, Olivia responded with kindness. She remained behind the little old lady until the woman could exit to safety.

Olivia went on to get amazing results when she applied the technique that she later came to know by the acronym, “SODA.” (Stop for a nanosecond to Observe the situation for what it is, then Decide on the best course of action and Act with confidence).

SODA, or staying in the moment to see situations for what they are, is not a new concept. Actually, the idea of “mindfulness” has proved so useful, it has been around for 2500 years. The British War Ministry deployed the same idea in a propaganda campaign at the beginning of World War II. They issued posters that read: “Keep calm and carry on.”

This week try using the ancient SODA technique in challenging situations and see what a difference it makes in your stress level. You will discover what the Brits did. That staying calm and carrying on even when bombs are falling really does work. I’m guessing it is that attitude that helped them win the War.

How do I use The Napkin, the Melon & the Monkey to make a difference in customer service?

Several readers of my blog have asked me how they can use the book with their employees. Click on this link for a free PDF: 15-Ways-The-Napkin-the-Melon-and-the Monkey Since the book was released in mid-2006, an estimated 100+ supervisors and managers of customer service contact centers have thought of many creative ways to use it with their teams to create employee engagement and increase customer satisfaction.