exploring their credibility with agents – how will an advisor react to and respond to them as coaches? especially if there has been a peer relationship
discussing how to get agents to engage with the coaching session, especially if morale has dipped
understanding how to make call quality coaching a positive experience which the advisor values
defining where their role starts and ends, and where it overlaps with the responsibility of the team leader
building a coaching relationship so that agents don’t just pay lip service to the coaching; saying the right things but going through the motions in terms of the application of their action plan
identifying the locus of responsibility; what if there is no improvement in “call evaluation ” scores after coaching – who is at “fault” the agent or the coach?
developing their coaching style
understanding the difference between feedback and coaching
recognising their roles and responsibilities– the boundaries with performance management, and the role in developing skills, knowledge and attitudes
helping agents to engage with the work they do, and the customers they have conversations with
developing your standards – the quality of your conversations as a focus for a change in behaviour
strengthening the tools in your coaching toolkit
creating change – the difference between capability and willingness
assessing resourcefulness in the people you are coaching and how to adapt your style accordingly
structuring the coaching “meeting” – making things CLEARER
setting the right tone for your coaching conversations
helping people develop skills and behaviours which are appropriate for their role
developing action plans that bring about change
connecting conversations and action plans; the importance of follow up and the difference a call quality coach can make