Coaching is one of the most efficient and effective ways to improve
individual skills. During each meeting, which lasts between one and
two hours, we focus on goals directly linked to current work issues.
This solution focused approach helps individuals grow and provides a
quick lift in productivity and effectiveness.
Case Study: Customer Service
As part of a Management of Change project I was asked to coach a
Manager who runs a Call Centre. The Call Centre is the key contact
point between Clients and the organisation. At the time they were
expanding thus needing to alter workloads, change work patterns and
take on new staff that were recruited from other internal
departments. During our coaching meetings we identified three key
areas to concentrate on:
1. Revise how he collaborates with other departments within the
organisation to identify effects of any new systems and agree
revised, shared and agreed operating actions.
2. Induction and training of new staff including smoothing their
arrival into a well established, united and effective team.
3. Handling a series of day to day "complaints" from staff and
customers alike to improve service, maintain and lift morale. We
planned an approach to create a revised team culture of ownership,
support and productivity that does not rely on the physical presence
of the manager. This latter point was key as call statistics showed
a fall in activity when he left the Call Centre to attend internal
Outcomes we delivered
• Inter-departmental collaboration is proving a big success.
Colleagues are pleased that they have increased involvement in how
the Call Centre affects their work
• New staff are easily integrated through a carefully constructed
plan that focused on relationship building and communication with
milestone action points and clear success criteria agreed.
• A series of meetings planned with staff in call centre to discuss
and agree shared view of team custom and practice with a view to
agreeing new ways to handle day to day workflow
• Better call handling, improved service stats
Case Study: Retail Operations
Trading results were falling in a difficult operating climate.
Instructions on marketing and merchandising from the US did not
reflect UK tastes and the style of delivery was affecting morale of
teams within the outlets. The Director had build a sound working
relationship with his team but was finding it increasing difficult
to work under the growing pressure. We worked on three key elements
that emerged from our coaching meetings. These were summarised in
the following goals: -
1. How to maintain personal stamina in the face of heavy workloads
and constant conflicting demands across a global business.
2. To create an open, straight talking and supportive relationship
with his manager and agree strategic as well as tactical sales
3. To manage and develop the skills of each team at each store.
• Schedule of meetings organised where Agenda focused on specific
issues causing morale problems.
• Open climate created discussion and solving of problems that in
turn caused lift in raised morale
• Work life balance programme reduced ineffective time spent at work
and "created" time for outside work activities.
• Specific team learning targets created.
• Reviews and individual coaching plans helped to improve each team
member's performance. At worst they maintained output in very
difficult trading conditions.