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OPEN

A. Set the mood - temp check

B. Coaching orientation

C. Start with a win! (One redeeming quality)

CHECK FOR UNDERSTANDING

I. Involve

A. Coach asking leading questions so that Agent will self-realize & ID own behavioral
opportunity.

B. Coach gains Agent concurrence on: (1) Opportunity (2)>Building an action plan to
address opportunity.

C. Action Steps lay-out by Coach

D. Coach leading questions: Metric review and how

II. Skill Transfer

A. Coach delivers ISEEE for skill transfer (Inform, Show, Evaluate, Emulate & Evaluate)

B. Action steps: Implementation in role play & evaluation

SET EXPECTATIONS

I. Call for commitment

A. Coach asks: "What are your commitments?" (on behavior to deliver and kpi goal)

1. Agent states: Meet target metric goals by adhering to set action


plans & deliver action steps

II. Reinforcement

A. To build accountability: 2-door policy

B. To empower: Agent meeting goals & becomes successful by mastering skill/behavior


coached

INSPECT

I. Follow up

A. Coach states commitment To develop Agent skill/behavior

1. To follow through - 2 X 2: Monitoring & Coaching X Frequency &


Time

CLOSE

A. Recap: Opportunity, Action Steps, Metric to Move, Commitments to deliver and Metric
goals

B. End with a win! (One redeeming quality)

Important Coaching Points:

A. You VERSUS We/Our - Use 'WE or OUR' instead of 'YOU' for positive reinforcement

B. Sup - Agent Talk Ratio - No set standards but ideally should be 70% (Agent Talk) to 30%
(Sup Talk)

C. Quality Coaching - are all imperative info covered during coaching?

D. Effective Coaching - did the Agent show understanding, ability & commitment to deliver?

E. Efficient Coaching - how much time was spent during coaching?

F. WIIFM, Importance & Value of Action Steps


Being a Coach can be one of the most difficult yet rewarding roles in the
contact center industry. This process is designed to offer front-line leaders a
proven, clear-cut and effective way to coach and develop their direct reports.
The success of The Results Companies depends on front-line leaders who
consistently drive to be the best in class and at all times expect greater.

Counseling is used when an Associate knows how to do the


skill, but lacks motivation or does not have the will.

The opportunity to Inspire someone to grow beyond their


current abilities comes into play when an Associate displays
both high skill and high will.

Skill versus Will Strategies- When to Coach, Train, Counsel or Inspire


Benefits of Coaching
Each Coaching session performed with an Associate is a

leadership opportunity. The isolation of Training from Coaching, Coaching


from Counseling, and Counseling from Inspiring is vital; however, one
should approach every interaction with a supportive and mentoring
approach. To understand if coaching is the solution to a given opportunity,
Supervisors must be able to differentiate between the all four actions.

Training occurs when an Associate does not know how to do


the task but the willingness to be trained on how to complete
the task is present.

Coaching is developing the Associate to skill mastery.

Coaching the Results Way's (CTRW) goal is to strategically guide our


Associates into improved performance while maximizing profit. It produces
results by focusing on skill versus will and reinforcing the behaviors that
drive sustained excellence. This offers front-line leaders a high return on the
time invested. Coaching nurtures best practices. The more Associates
practice ideal behaviors, the more that it becomes their way of life.
Aiming to always have a superstar call becomes second nature to them.

Increased Productivity and Performance. During coaching


sessions, Associates' strengths and areas of opportunities are
identified and action plans are formed to sustain the wins and
address behaviors that are pulling the performance down.
Associates are developed to become better at what they do.

preparation and 15 minutes to deliver each


coaching session.)

Improved Work Quality. Coaching requires consistent


interactions and follow through between the Supervisors and
Associates. Through these continuous engagements, Associates
are empowered to master their programs' processes, policies
and procedures, demands and needs.

Utilize tools and resources, such as myEureka, to


help
facilitate
faster
preparation
and
drive sustainable follow-up.

Increased Job Confidence and Job Satisfaction. Coaching


boosts the self-confidence of Associates to overcome challenges
in a safe and encouraging environment. This helps
to foster growth and development of the Associates towards
success.

Encourage Associates to self-identify their own


opportunities and influence them to take
responsibility for their own professional
development.

Motivation.
Well-taught and supported Associates tend
to exceed expectations.

Improved Relationships and Retention Rates. Confident,


satisfied Associates are easy to work with and these
Associates may not find the need to explore opportunities
outside Results.

Log all coaching sessions in the RNET CSI form.


For accounts with mandated client coaching forms,
coaching sessions must be documented as required
by the client.

Consistently follow through and inspect agreed


commitments from previous coaching sessions.

Foster an interactive coaching


observations and reflection.

Advocate self-observation, self-correction, and ongoing tuning of the Associate's knowledge and
skills.

Provide support and positive reinforcement,


not pressure, punishment or control.

Encourage Associates to determine reasonable


goals and solutions themselves with guidance and
support from the Supervisor.

Engage Associates in developing a contract


between the two of them which clearly
outlines expectations
and
mutually-agreed
solutions.

Ask open-ended, positive and probing questions.

Be an active listener.

End the coaching session with a set follow-up


interaction schedule to keep track of the
Associates' progress.

Start and end the coaching session with a positive


note and with confidence that the Associate can
achieve whatever they have set to do.

Focus
on
the
Associate's positive behaviors and that
"One
Redeeming Quality" which contributed to the
Associate's success
and
not
just
what's
pulling the performance down.

Good Relationship + Good


MAXIMUM Performance

Performance

Poor Relationship + Good Performance = Potential


to Perform but Little Commitment

Poor
Performance + Good
Relationship
Commitment is Present but Challenged to Win

Leverage on Preparing Future Leaders. Coaching advocates


continuous learning and it brings out clarity of
work expectations.
These strong
commitments
lead to
measurable, tangible desired business outcomes. Once the drive
for excellence becomes the Associates' way of life, this ensures
that Results has a very solid pipeline of next Leaders.
Empowerment. Effective coaching interactions not only
make the Associates sharper and more aware of their programs'
call handling procedures, it also inspires them to step up and to
be always at the top of their games. Associates are not only
encouraged to identify and become accountable to their own
opportunities, they are also trained to stay true to their
commitments on how to address these opportunities.

Coaching the Results Way (CTRW) is a one-on-one interaction between the


Associate and the Supervisor. It is a continuous learning process that focuses
on specific Associate behaviors and opportunities identified by the
Associates, with day-by-day hands-on guidance for improvement from
Supervisors. By coaching, Supervisors enhance an employee's motivation,
morale and performance.
While Supervisors' interactions with Associates are done through different
vehicles aiming to meet different objectives, it plays a very crucial role
on Associates' Roadmap to Success.
Supervisor Role
o

of

CTRW Roles and Responsibilities

session

Coach every Associate at least twice per week


unless otherwise instructed by your VPO. (The
Core Activities List recommends 30 minutes for

Associate Role
o

Be open to constructive feedback. Remember


that coaching sessions are "reality checks" to
ensure Associate's current performance and goals
are still aligned with those of the Client and of
Results.

Utilize tools, such as myEureka to help drive daily


visibility to behaviors and performance, and
embrace the ability to self-coach.

Ask for help when doing problem-identification


and
creating
action
plans
to
address
opportunities. While Coaching the Results Way
(CTRW) strongly encourages self-observation and
self-correction, the Supervisors' role is to provide
support when it is needed.

Set specific and feasible goals and maintain


consistent
communication
with Supervisor.
Tracking progress is not just the Supervisors'
task, it is a shared responsibility.

Every step in each phase needs to be completed successfully to expect


improvement on identified behaviors. Failing to prepare may result to
coaching behaviors that are not metric impacting or may lead to high effort
with minimal impact. Failing to deliver the right way may also defeat the
objectives of preparing successfully especially if no measure of progress is
made or commitments are not followed through.
Phase 1: Preparation (30 minutes per session)
The 3 steps of Preparation are critical to the success of every coaching
interaction as these help Supervisors identify an Associate's performance
opportunities, recognize skill or will, and plan for the most effective delivery
to maximize the impact of every coaching session.
1.

Review Performance and Previous Interactions. Supervisors


review the available reporting that provides insights on
Associates' current and historical performance against key
performance indicators (KPI). These reports come from
different experts in the organization (e.g. Customer Advocacy
Group (CAG), Quality, Business Intelligence (BI), or Voice of
Customer (VOC)) providing Supervisors with digestible views
on critical Program metrics enabling them to identify
Associate wins and opportunities. Supervisors also reach out to
other previous Supervisors, Trainers and Quality Professionals
to have a good grasp of their Associates' behaviors. In this step,
Supervisors better understand the Associate's performance.

2.

Demonstrate Trends and Perform Root Cause Analysis.


Once metrics and previous coaching interaction findings have
been reviewed, it is time to define which behaviors
are causing the trends in performance by Root Cause Analysis
(RCA). Reviewing trends and completing Root Cause Analysis
(RCA) is the 2nd step in the preparation phase of Coaching the
Results Way (CTRW). Engaging in root cause is critical to
ensure the one behavior that needs to be coached is correctly
identified. Supervisors need to identify not only the "what" and
"how" of Associate behavioral trends but also "why" these
trends happen. Determining the "why" piece of the Associate's
performance puzzle is key to coming up with workable
corrective action items that will prevent any similar behavior to
occur again.

3.

Develop a Coaching Strategy. Once the Supervisor has


a better understanding of the Associate's performance and has
identified the behavior(s) that are creating the performance
trends, it is now time for the Supervisor to create a coaching
plan that will work with the Associate.

Provide feedback about the coaching experience


by completing Coaching Session Surveys received
via RNET.

Manager Role
o

Complete the expected Triad sessions to observe


the effectiveness of a Supervisor when it comes to
coaching their direct reports. This is also an
opportunity for Managers to demonstrate coaching
skills that Supervisors need to be more effective
when coaching. It is important to understand that a
Triad is just one of the many ways to help develop
Supervisors' skills. Every triad session does not
equate to one coaching session though, as a
Manager will also need to identify trends and
opportunities impacting specific behaviors that
require coaching. Managers are expected to
complete a minimum of two triad sessions with
each of their Supervisor every week, supported
by coaching interactions documented through CSI
Form for Support. The Managers' Core Activities
List must be utilized to identify time to be allotted
for these activities.

Review CIR Reports, Triad Reports, and CoachSat


Survey Reports to identify trends before
conducting coaching sessions.

Follow through on commitments made during


coaching sessions with Supervisors.

Monitor their Supervisors' consistent and effective


usage of Supervisors' Core Activities List.

Spot check to ensure tools, such as myEureka, are


being used to make the engagement and coaching
interaction more effective and efficient.

Phase 2: Delivery (15 minutes per session)


The 3 steps of Delivery enable Supervisors to help Associates see their
opportunities, transfer new skills and practice new skills. Supervisors check
for understanding and ensure that Associates know how to do what they
need them to do. Once expectations are clearly discussed, commitment
should be called and expectations should be set for future performance.
Additionally, Supervisors create a follow up plan so Associates' performance
can be inspected and validated.
1.

Check for Understanding. Effective questioning is as


important as the coaching data. Effective questions validate
and ensure that the Associates fully understand what is being
discussed and how to execute agreed resolutions to identified
opportunities. Continue asking the Associates questions to
verify understanding and what is being taught. Practice may be
needed to master the skill, but the next coaching interaction will
focus on inspiring the Associate to demonstrate the will needed
to build the skill as a habit.

2.

Set Expectations. The key to this step of Coaching the Results


Way (CTRW) is for the defined goals and action items to
be clearly stated in writing based on both parties handshake
agreements.

Coaching the Results Way (CTRW) Process

Coaching the Results Way (CTRW) is divided into two phases Preparation and Delivery - and within each phase there are three steps.
For Coaching the Results Way (CTRW) to be effective, Supervisors need to
be diligent on ensuring that all steps are consistently completed while
making the interaction as engaging as possible.

3.

Inspect. Supervisors should inspect what they expect from the


Associates; clearly document Associate's take-away from the
coaching session to improve identified areas of opportunities
along with when and how the progress is going to be monitored
and measured.

It is a Supervisor's responsibility to encourage and influence their Associates


to do their best every time - guide them in making better call handling
decisions, solve problems that are blocking them to perform at their best,
and learn new skills which will help them progress their craft. Aside from
having accurate and complete data, Supervisors should also have the
following tools which are needed to conduct the interaction effectively:

RNET Check Set Inspect (CSI) Coaching Form- Used


to document coaching interactions with Associates. This user
interface is housed in RNET.

myEureka- myEureka is Results' Speech Analytics tool in an


Associate dashboard view. It allows our Supervisors realtime preview of critical call handling behaviors. Through this
tool, Associates are empowered towards self coaching and
improved performance.

Triad Interaction Form- Managers use this form to observe and


help develop their Supervisors' coaching skills and compliance
to CTRW. This engagement also allows the Leadership Team to
identify gaps in performance that could be associated to the
quality of Supervisors' support to the team.

Coaching Session Survey


Coaching Session Survey aims to assess the quality of every coaching
interaction our Supervisors are conducting with their Associates. The Survey
consists of twenty-one questions to gauge every Associate's level of
satisfaction. All coaching interactions completed on RNET Check, Set,
Inspect (CSI) Coaching Form have a corresponding survey prompt that will
only reflect the latest coaching session with the Associate. This survey is a
great opportunity for the Associate to provide feedback on their satisfaction
with the most recent coaching session. This survey data when compiled
together with other Associate responses gives the Supervisor and Manager a
good view on the areas of strength and opportunity for the Supervisor when
it comes to coaching their Associates.

Coaching Tools