Be an Attitude Adjuster


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We post a lot about coach­ing here at the Impact Blog! One key rea­son why it’s impor­tant to be a great coach is that your actions and approach to coach­ing can seri­ously affect your employ­ees’ atti­tudes and the over­all level of morale in the workplace.

In con­tact cen­ters where pos­i­tive coach­ing occurs and morale is high, employ­ees approach their work with energy, enthu­si­asm, and the will­ing­ness to suc­ceed. They want to come to work, or at least are enthu­si­as­tic about work once they get there. On the other hand, when coach­ing is always neg­a­tive or non-existent, morale is low and employ­ees can become bored, dis­cour­aged, and lethargic.

It’s not impos­si­ble to have high pro­duc­tiv­ity and decent bottom-line results in an envi­ron­ment where morale is low, but it is unlikely. As a coach (or a man­ager who rou­tinely coaches employ­ees), you should care about how your employ­ees feel, if for no other rea­son than because it’s the right thing to do. But even if you’re not a con­vert to that way of think­ing and that style of man­age­ment, here are some other good rea­sons for you to care about your employ­ees’ morale and apply prin­ci­ples of pos­i­tive coaching:

Pos­i­tive coach­ing leads to high employee morale. High morale in a con­tact cen­ter envi­ron­ment can lead to:

  • Increased job satisfaction
  • Lower turnover rates
  • Higher pro­duc­tiv­ity
  • Reduced absen­teeism
  • Higher own­er­ship of cus­tomer concerns
  • Less job-related stress
  • Increased iden­ti­fi­ca­tion with the company’s mission
  • Higher cus­tomer satisfaction
  • Increased cus­tomer loyalty

It’s good for you, it’s good for them—and it’s good for the bot­tom line. In a sur­vey con­ducted by David H. Mas­ter, the author of Prac­tice What You Preach, it was found that happy divi­sions out­per­formed unhappy ones by as much as 42 percent.

It’s easy to make the assump­tion that the key to higher morale is sim­ply to give the agents what they want. But that isn’t always the case. What they want—or think they want—may be min­i­mal work, lots of play, and plenty of pay. But we’ve found in a num­ber of cen­ters that what really makes employ­ees thrive is a dynamic, pos­i­tive envi­ron­ment in which agents are con­tin­u­ally learn­ing and their per­for­mance is con­tin­u­ally improv­ing. So how do you make this hap­pen? Good question!

It’s impor­tant for you as the man­ager or coach to cre­ate and fos­ter a cli­mate of enthu­si­asm, open com­mu­ni­ca­tion, and active par­tic­i­pa­tion. It’s in this kind of envi­ron­ment that agents will be pro­duc­tive and com­mit­ted to your goals. You’ll find that a lit­tle goes a long way: if employ­ees see you—and the orga­ni­za­tion as a whole—making an effort to meet their needs and treat them well, they’ll be inclined to give you their best efforts.

On the other hand, if you cre­ate a cli­mate of mis­trust and uncer­tainty, your agents will tend to do just enough to get by. And they’ll prob­a­bly only do that until it becomes more appeal­ing to find employ­ment at some other com­pany. Of course, in almost every orga­ni­za­tion there are some “get by” peo­ple who will always be “get by” peo­ple no mat­ter what you do to encour­age, inspire, moti­vate, and trans­form them. If you’re seri­ous about improv­ing the morale of your team, the time may come when you need to give stern warn­ings to those agents whose atti­tudes are weigh­ing down the morale of the group. Then, if they con­tinue to cre­ate prob­lems, it may be best to ter­mi­nate them.

Here are some tips for becom­ing a more pos­i­tive coach:

And if you need to train your super­vi­sory staff on pos­i­tive coach­ing tech­niques, please take a look at Mak­ing It Hap­pen™. This train­ing pro­gram, spe­cific to con­tact cen­ters, includes every­thing you need to improve the coach­ing skills of your super­vi­sors and team lead­ers so you can reap the rewards of a pos­i­tive work envi­ron­ment and good employee morale.

Republished with author's permission from original post.

Peggy Carlaw
Peggy Carlaw is the founder of Impact Learning Systems. Impact helps companies develop and implement customer service strategies to improve the customer experience. Their consulting services and training programs help organizations create a customer-focused culture while producing measurable business results. Peggy is also the author of three books published by McGraw-Hill including Managing and Motivating Contact Center Employees.


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