The High-Performance Coaching system: a proven process for increasing Customer Experience in your contact centres while improving Employee Engagement

If you’re under pressure to meet your targets or achieve your strategic goals, you’ll find this useful. It’s an overview of the High-Performance Coaching system, which we use with all of our clients.

 
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The 8 parts of the System

It’s your frontline managers who are responsible for the customer experience and employee engagement performance you’ve got. They’re also the only people who can increase performance to where you need it to be. Moreover, they can only do this by following the right system.

Unfortunately, even with all the best intentions, most companies fail to put in place a holistic system. Instead, they implement isolated components. They train their agents, run employee feedback surveys, or provide leadership training. However, these elements in isolation don’t deliver sustainable performance improvements.

This is where our High-Performance Coaching system comes in. It consists of eight parts which work together to ensure you get sustainable improvements in customer experience (like these businesses). They also help you improve employee engagement to world-class levels (check out our case studies).

The eight parts of our system are…

 

1.    Performance Measures

Most managers focus their frontline staff on improving performance in business Results; over which their teams have minimal control. Measures such as sales revenue, average time to answer, and Net Promoter Score. Instead, they’d be better served by focusing their teams on the metrics over which they have significant influence. We call these the Objectives. These measures include sales conversion rate, average handling time and percentage of customer responses completed with 4 hours. Find out more about Performance Measures in our report.

 

2.    High-Performance Behaviours

Most managers focus their coaching on the wrong things.

One of the problems is they coach on results, without providing behavioural specifics. For example, they'll ask their call centre staff to 'reduce their after call work' without being clear on what they need to do to improve.

The other problem is they're not coaching the behaviours that maximise performance. Think of any sales, productivity or customer experience measure you want to improve. If no work has been done to identify what your top 15% of high performing frontline staff do differently from your average performers, your managers won't know what to coach.

We help you identify what your top performers are doing differently from everyone else - so your managers know exactly what they need to focus their coaching on. Find out more about High-Performance Behaviours in our report.

 

3. Coaching Techniques

The findings of research recently published in Harvard Business Review highlight an unfortunate reality - most managers don’t know how to coach people. The study found that managers tend to think they’re coaching when they’re just telling their employees what to do (Milner & Milner, 2018).

Most businesses train their managers in only one coaching technique, at best. However, coaching is situational. This means your managers need to use different Coaching Techniques depending on the situation they face, and what they want to achieve. For example, your managers need to be competent in different Coaching Techniques to reinforce behaviour, correct off-track behaviour and guide team members. When this is the case, they’ll know how to coach to achieve the level of performance you need. Find out more about the 6 High-Performance Coaching Techniques in our report.

 

4. Coaching Rhythm

Most managers consider 'coaching' as something they infrequently do, in a meeting room. They fail to spend much time out on the floor, observing and coaching their people while they're working. Instead, your managers likely spend too much time behind their computers, doing admin tasks or in meetings, rather than providing the coaching their team needs to succeed.

However, the coaching conversations that deliver the most significant gains in performance are those day-to-day conversations your managers have with their team members. Research suggests that high-performing managers spend more than 60% of their time providing coaching, guidance, assistance and support to their staff (Cahill, 2014).

The solution is to prescribe the best-practice Coaching Rhythm you expect your frontline managers to follow, so they’ll know when to coach. Find out more about Coaching Rhythm in our report.

 

5.    Coaching Course

Right now, your frontline managers aren’t skilled in High-Performance Coaching. This means they require training. We can provide workshops to close this gap for you. In addition, we can accredit your training managers and second-line managers as BravaTrak Super Coaches. This will enable them to keep your first-line managers competent at High-Performance Coaching. Find out more about our Coaching Course.

 

6.    Coaching Tracker

Unfortunately, it’s not enough to specify the Coaching Rhythm your managers need to follow. Without visibility of your managers’ coaching activity, you can’t hold them accountable for taking action. We’ve found when this happens, coaching becomes infrequent, if it’s done at all. Your managers need to be using an online Coaching Tracker to quickly record the coaching they’ve done. This makes their coaching notes easy to refer to, and gives you real-time visibility of their coaching, so you can provide the support and accountability required. Find out more about our Coaching Tracker.

 

7.    Coaching Survey

Even if your managers are coaching consistently, that doesn’t mean they’re doing it well. You probably don’t have any visibility of the quality of coaching provided by each of your managers to their direct reports. Without this, you can’t hold them accountable for their coaching quality, or assist them to improve. Regular online coaching surveys provide the information you need to do so. Find out more about our Coaching Survey.

 

8.    Accountability

Your attention is the key to achieving your strategic goals. To ensure you increase sales, productivity or customer experience, you need to hold your frontline managers accountable for their High-Performance Coaching activity. This means you need to have a Coaching Rhythm in place, and have access to data on your managers coaching activity, and the quality of it.

 

Conclusion

As this overview has shown, to get sustainable improvements in sales, productivity, or customer experience in your contact centres or retail network, you need all eight parts of the High-Performance Coaching system in place. It’s taken us more than two decades of experience to develop and fine-tune it. We don’t know of an easier, more reliable way for you to achieve your strategic goals.

 

What you should do now

1. If you’d like help to increase customer experience in your contact centres while improving employee engagement, then claim your FREE High-Performance Coaching strategy session. During this free consultation, one of our experts will discuss your situation and the system you need in place to achieve your strategic goals.

2. If you’d like to learn about High-Performance Coaching for free, go to our “Learning Zone” page, where you can get download resources to help you start increasing customer experience today. Or if you’d like us to assist you with increasing customer experience while improving employee engagement (not for free), then contact us and we’ll discuss your requirements.

 

Cahill, B. (2014). Activate your managers to drive performance (p. 5). BearingPoint Institute. Retrieved from https://www.bearingpoint.com/files/activate-your-managers-to-drive-performance.pdf&download=0&itemId=373032

Milner, J., & Milner, T. (2018). Most managers don’t know how to coach people. But they can learn. Harvard Business Review. Retrieved from https://hbr.org/2018/08/most-managers-dont-know-how-to-coach-people-but-they-can-learn