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Whether you’re trying to win the Super Bowl or just want to help take your organization to the next level, the fundamentals of coaching remain the same. However, a football coach has a clear indicator of success—they’re either holding the trophy or not. What about the contact center coach; how do they gauge their success? Here are FOUR ways to hold coaches accountable for great results:
Are supervisors spending the right amount of time with each employee?
Many supervisors are tempted to invest an inordinate amount of time with their poorest performers. Data shows though that despite the right intent, those efforts are generally low return. Instead, coaches should be working on middle performers with the potential to be top performers. You can measure them accordingly. Segment their team based on performance. Then track to ensure they are investing their coaching time with the people that are most likely to change and improve.
What is the near-term impact on employees?
Picture this. Pick a metric and plot employee performance on a line graph (metric on the Y-axis, and time on the X-axis). Then superimpose coaching sessions as ‘events’ on that timeline. After a coaching session does the line graph show improvement in performance, or a decline? That will give you an indication as to whether employees are walking away from coaching sessions inspired or confused.
What is the long-term ‘movement’ of employees?
Let’s return to the idea of segmenting the employees on a supervisor’s team into quartiles. Across weeks and months, what’s the trend? Are employees moving from the third and fourth quadrant to the first and second quadrant? Is the team average generally moving up compared to other teams in the organization? These are all signs that a supervisor isn’t just cracking the whip, but truly changing behavior across time.
How do coaches fare vs. their peers?
Employees are in constant motion—changing roles, teams and supervisors. So, how does a specific employee (or cohort of employees) perform under one supervisor vs. another? It’s enlightening to identify the supervisors that can inspire better performance regardless of who they inherit. Or perhaps you can find specialists… coaches that can get great results from chronic under-performers, or push top talent to even higher levels. Once you know who those super-coaches are, you can extract their best practices and share across the organization.
Want to learn more about how to equip your supervisors to be star coaches? Download our Coaching Playbook here.