Coaching Doesn't Have To Be Painful

Many front line supervisors, managers and call quality coaches really dislike coaching CSRs.  That's why all there are so many excuses.  Here's what I hear:

• It takes too much time
• I have too many projects
• I have too many direct reports
• We don't have recording equipment
• Our recording equipment doesn't work
• I'm in so many meetings
• We're implementing a new CRM system or a new phone system or workforce management
• And so on.....

While I agree, time limitation is always a factor, when you lead a contact center the service you provide is your product.  Why would you let the "product" go out the door to a customer without checking the quality?

At the risk of sounding like "Dr. Phil," I say that the real reason most of us don't coach consistently is because it's uncomfortable and sometimes, it's downright painful. But coaching doesn't need to be painful. Take a different approach to it.  I love coaching CSRs and they like it when I coach them.  You know why?  Because I don't get all serious and weird with them.  Here's what I suggest:

• Really get to understand how a call should flow - If you do this, you will be able to analyze exactly when the interaction got off track
• Make sure you can model the skills you want the CSRs to use - Be prepared when a CSR asks, "Well, then, what should I have said?"
• Make sure your behaviors are tangible - For example, "Gaining Control" is using a strong positive statement that let's the customer know the buck stops here or Transition to Probing is two parts; asking the customer permission to ask questions and telling them what's in it for them to let you.
• Know the "whys" behind each behavior you want them to use - This is the most powerful tool in coaching.  Certain behaviors elicit specific and predictable responses from the customer.  If there is "dead air," the customer will fill it with useless information.  If you can predict this, you can point it out when the customer did it.  And when it happens, it's a beautiful thing.  I usually say, "Did you hear that?  That was classic!  I love it!  The customer took control over when there was dead air!  They always do that." I get very excited like we just found a treasure.  The reps love it and they begin to see how what they were trained does work.

These best practices should make a real difference in your coaching experience.  Remember, front-line supervisors and team leaders should be spending at least 60% of their time on coaching and development.

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