Wise Observer

You are to lead a small call center. This center has a simple campaign where prospects are contacted (cold calling) offering them a new product. It is a difficult product to sell in a business to business market. So there are many ways of doing this. In most cases a call script would be used. So each call center agent knows what procedure to follow. Without having such a script, the manager could focus on either the concrete results - the number of contracts made - or at the way the contact process takes place. Combining these methods would be the worse of both worlds.

Thé Client Relationship Management approach would focus on the contact with the client. Contact in the sense that the agents should wait for the client to show attention (and maybe interest). If you go directly to the point (the features of the product) you might loose the prospect in the beginning of the call.

Some call center agents will focus (by nature and experience) more on this first phase of the call. Trying to establish a real contact. Yet this takes time and it is not always possible. If you manage this process by focusing on the numbers of calls to make, you might make it impossible for experiences agents to establish such a contact. You pressure them too much which could be ineffective.

You could also choose to focus on the results only. For example that at the end of each week there should be a certain number of contracts.

If you want to control everything you will focus on the way it is done. This is however very difficult. Your (personal) approach may not always coincide with the agents preferences. Besides it is very difficult to manage (to control). You should constantly be present, take random tests, etc (managing by walking around).
To have the agents focusing on the results is easier to manage. You can set the targets, either to the number of calls made or to the number of contracts to make.

Combining both approaches will confuse the agent. In this approach you will set concrete targets, but you will also inform the agent how to reach these targets. This will not do because you will give them different signals. One signal is saying “Concentrate on the quality of the contact” the other signal hints “hurry because you have a target to reach.”

Management is not difficult, as long as you stick to your rules.

© 2005 Hans Bool

Hans Bool is founder of Astor White a traditional management consulting company where Internet is the main interaction medium. By offering online tools we can address management issues in hours what normally would take days of consultancy. Astor White. Committed to your management issues. On a distance.

Do you have an unreasonable boss? An unreasonable client? (An unreasonable spouse )

If you do, here’s an approach for responding when they make unreasonable demands of you.

It’s actually based on some advice I recently gave to a good friend of mine.

Basically, my friend is a C-level manager with a growing company, who reports directly to the CEO.

Now this CEO happens to habitually make unreasonable — in fact, outlandish — demands of his people. And true to form, he recently asked my friend to (in my friend’s words) “fly to the moon… in a rubber dinghy.”

My friend was tempted to tell the CEO “no” and that what he wanted was impossible.”

A logical response perhaps. But also the type of response that would send this CEO into a spasm! (He’s not the kind of fellow who takes kindly to the word “no.”)

But the other drawback of my friend saying “no” or “it’s impossible” was that it would never enable the CEO to see just how unreasonable his demands were, let alone actually provide the resources necessary to meet those demands.

So instead of saying “no”, I advised my friend to say: “Yes, here’s what I need…” and then to list all the things he would need to make the CEO’s vision come to life.

My friend objected, “he’s never going to give me the money or the people to do that.”

But I reassured him, “that’s not your decision. It’s his. Your job is to tell him what you need to produce what he wants.”

In fact, an unreasonable boss or client is likely to have one of three reactions when you respond like this:

1. They’ll see that what they’ve asked for is unreasonable, and lower their expectations.

2. They’ll somehow give you what you need to do the job.

3. They won’t believe you.

And if they don’t believe you, they don’t trust you — a much bigger problem than having a boss or client with unrealistic expectations.

So… next time someone asks YOU to do the impossible, don’t say “no.” Say, “Yes, here’s what I need…” and simply list the requirements YOU have of your boss or client in order to produce the outcome he or she wants. (Just make sure that when you list these requirements you’re being reasonable with yourself!)

Anna Johnson is the author of the How To Manage People System, including her book, How To Manage People (Even If You’re A Control Freak!). Get Anna’s FREE 12-page report How To Be An Outstanding Manager — The 8 Vital Keys To Managing People Effectively

There is more attitude around than the ‘traditional ‘positive /
negative attitude. This issue’s topic will expose you to the
other kind of attitude. You will also learn about the
significant role attitude in the making your world go round!

As you read through, you will begin to understand what the
components of attitude are and how can use these to have an
attitude that serves you. That’s exactly want you need, right?

Okay, let’s take an in-depth look at attitude.

What is it?

It is a way of responding to our environment that is derived
mostly from our generalizations about others and the system. We
adopt and express a certain attitude in order to preserve
ourselves from “harm” or to maintain a preferred personal status
quo. Attitude is always expressed in relations to others
(others, goals, system ) outside of oneself

What you may not have known is that your attitude says a lot
about your self-esteem, self-acceptance and self-affirmation.
More than it says anything about others! Your attitude tells the
world about your self-esteem, self-acceptance as well as your
self-affirmation.

Self-esteem is judgement of self-worth, resulting in peace or
lack there of with self and others! It presents as the presence
or absence of enthusiasm and sense of purpose.

Self-acceptance is reconciliation with self refusing to be in an
adversarial relationship with self.

Self-affirmation is saying yes to yourself! Refusing to berate
yourself unnecessarily without being haughty or pompous and
self-deceived. When these three are congruent and aligned, you
have an attitude that serves you well! And it shows.

At any given time your attitude is a result of an interaction
between your outcomes expectancies and your efficacy beliefs.
These two determine what kind of attitude you express to wards
others (others, goals,system). What are they?

Outcomes expectancies are expectations of a specific result,
which influence the choice of action to be taken.

Efficacy beliefs are beliefs about your capabilities to organize
& execute courses required to produce certain results.

There are four ways in which an interaction between efficacy
beliefs and outcomes expectancies can take place:

-High Outcomes Expectancies lead to an attitude that spurs you
to do something to get a result.

-Low Outcomes Expectancies leads to avoiding certain
tasks/actions or chalenges

-High Efficacy Beliefs lead to being prepared to take on a
challenge.

-Low Efficacy Beliefs lead to an “I won’t be able to do it”
attitude.

Changing your attitude starts with an understanding of those
four interactions, it works.

Suppose we use an example to demonstrate how it works for you.
Let’s suppose you are faced with a situation or challenge.

* your feeling is that you are not equipped to deal with it (low
efficacy belief)

* but it is something that can be done (high outcomes expectancy)

*your assessment: “I’m wrong person” (self-pity, low efficacy
belief), despondency and self-devaluation (negative self-talk)

Can you see how you develop your attitude? But, you want to know
how to change your attitude, right?

Easy! You begin by asking:

a. Does the present attitude serve me well?

b. What is the source of this attitude:

- Low OE High EB

- High OE High EB

- Low OE Low EB

- High OE Low EB

c. Where do I need to make changes?

- Efficacy Beliefs

- Outcome Expectancies

d. Do I have the appropriate resources to effect the change?

Four questions are all you need if you want to change your
attitude.

If, while you’re reading this you find yourself thinking:”So
what, I don’t give a hoot!”, ask yourself the above questions.
And do the right thing.

Don’t Lose Your Mind

Are you feeling overwhelmed, a lack of confidence or under a ton
of pressure? Are you trying too hard to make something work and
focusing too much on trying to fulfill other people’s needs and
expectations? You may have “lost your mind!”

My small still voice often speaks to me in cryptic one-liners.
I’ll never forget the first time I heard the quiet whisper,
“You’ve lost your mind.” And no, I had not lost my mind through
hearing strange voices! Rather, this cryptic one-liner was
reminding me I was trying too hard to fulfill other people’s
expectations and solve their problems.

This cryptic statement harkened back to an article I had read by
Management Consultant, Barry Oshry. This article referred to
Middle Managers who begin their careers as healthy humans but in
time become confused, weak, powerless and self-doubting as they
slide into the ‘Middle Space’ becoming torn between demands from
the people Above and Below… hence “losing their mind.”

At that time I had taken on a new contract to facilitate a six
week “Leadership” series for a local college. In my anxiety to
do a good job I was trying too hard to emulate the program
designer’s “superior knowledge” and trying hopelessly to solve
the high-stress, workplace problems of the managers who were my
participants. Of course, I knew I had the necessary skills and
experience to facilitate this series yet, I had “lost my mind.”

Reconnect With Your God

Focusing on other’s needs and expectations removed me from my
own knowledge and power. My stress elevated and my
self-confidence plummeted. Thankfully, that gentle nudge of
“you’ve lost your mind” helped me see how I was eroding myself
through comparing myself and worrying about what other people
thought, wanted or needed. This is our cue to stop, step back
inside and reconnect with our own truth - our own God.

In doing this we step back into our own authenticity and own
power. Here we can reformulate our own view, thoughts and
perspectives on what is happening and what we need. We can let
go of the guilt and self-doubt we feel in trying to meet other’s
expectations or in trying to solve their problems. We can relax
and trust in our Higher Power always there for us.

Certainly, as leaders, managers, family members and humans we
have a responsibility to listen and empathize with those in our
close circle but it is not our job to solve their problems or
fulfill their expectations… which is all a part of the coaching
process. Rather than striving to give other people answers,
everyone concerned is better served if we instead help others to
reflect on their own solutions or options. This is what it means
to be a coach.

Be a Coach

We can let people know we care about their situation and that we
are willing to work with them to empower them to solve their own
problem. We can listen, empathize and ask pertinent questions
all of which encapsulates the art of coaching. After carefully
listening to and empathizing with another’s problem you might
consider asking some of the following questions if they seem
appropriate:

“Have you ever had a similar situation in your life and found
something that worked? What options do you have in this
circumstance? That’s one possibility, any others? What outcome
do you want? What really matters here? Would it help to break
this into smaller steps? What do you need to change or to move
this forward? What is standing in the way? What other people or
resources could help you? What steps can you take from here?
What will you do and by when? Would you like me to hold you
accountable for your commitments?”

Be careful not to turn coaching into a probing session! Always
be respectful and gentle with others and of course, yourself.
Remember if you are feeling overwhelmed, lacking confidence or
you are trying too hard you may have “lost your mind.” Let go of
comparing and trying to meet others expectations and needs.
Trust yourself and be a coach!