Do you Walk the Talk?

The keys to financial success and a profitable business are not just the strategies or the systems of any firm. The character and skill of individual managers, who practice what they preach and recognize the manager’s role in coaching employees, are what count.

Why is it then that we as Managers get trapped at our desks where we don’t always walk this talk? Here we will be exploring some common issues why within our contact centre this may be the case. Then we will be exploring ways that as mangers at all levels; we can better practice what we are preaching. In doing this I will explain why this is vital in the success of our business.

Obstacles to Walking the Talk

In some contact centres there may be a range of management experience from entry-level to years of experience within different industries. Inexperience and a poor understanding of ones role can be a barrier to being the right kind of manager. This is the most common problem evident in a middle management team. Other obstructions can be poor time management, too much work and a sense that these rules don’t apply to me. Because of these reasons, leaders and managers often say they want change and continuously improve, but their actions do not match their words. The leaders’ exhortations to employees ring false when their subsequent actions contradict their words.

The question of what am I doing here seems to be resounding as a major problem in everything we as managers do. A recent study revealed two thirds of English workers are asking this same question because most workers do not know or understand their employer’s business strategy and are subsequently not engaged in their jobs.

The remainder are unsure of or disengaged from their employers’ missions and business strategies – leading to negative consequences; lower productivity, more customer complaints and higher staff turnover. But the main reason why most employees are disengaged is the failure of employers to communicate their business strategies to their people. How can you ask your people to walk the talk when you are talking different languages? Many of us don’t even know what the talk is some of the time.

Why walking the talk is vital to the success of Customer Services

Management’s effective communication of the vision of the business to all employees, and how it can be lived in their daily jobs is one of the biggest differentiators between engaged and disengaged work forces. Engagement and commitment improve dramatically when employees know what is expected of them, and how they fit into the total picture.

Another way to improve employee engagement is to ensure that the organisation’s managers are fully involved in and committed to their jobs. Many employees follow the actions and behaviours of their immediate supervisors, so having a fully committed management team is one of the best ways to extend engagement throughout the organisation.

A global study published by consultants Towers Perrin revealed, that while many people are keen to contribute more at work, the behaviour of their managers and culture of their organisations actively discourages them from doing so.

This diagram is of a ‘star organisation’ where the objectives have been agreed, been rolled out and now have these values being lived and ingrained as part of everyday practice.

There are 5 main benefits for organisations when values are practiced, when people at all levels are walking the talk.

Benefit #1 – A positive attitude within a workplace

A can do attitude is prevalent where; at all levels people are motivated to do the right thing by the customer and the company. People are passionate about what they’re doing and trust that they are adding to the business’ bottom line personally by virtue of the work they do. This is demonstrated in their work because through this, people demonstrate customer service excellence to all customers in the business both internal and external.

Benefit #2 – Change of behaviour in the contact centre

People are more inclined to work as a team and be less bothered/concerned about getting one over everyone else. Staff will become more efficient and productivity increases as people working together reduce the typical hurdles often found in a workplace.

Benefit #3 – Ready for change

Change readiness is an important benefit to an organisation that practices what it preaches. This can affect the company’s success through retaining staff and encouraging staff to be innovators with the way they work. It is an environment that cultivates change for the better and this is shown through taking on new ideas and implementing the ones that work. Making a commitment to always improve as an organisation gives the commitment from staff and customers alike – it’s dynamic and exciting!

Benefit #4 –Social and environmental responsibility

This allows for a fair workplace. To work at our best we need a fair system to work in, to know that there is equality and fairness. Either as the customer or employee, this benefit means we have a fighting chance. This includes having policies and programmes of substance; this makes a better functioning, more respected and ideally a more profitable company.

Benefit #5 – Strong Leadership

People are not just managed but are guided through leadership to deliver the best results possible. In organisations where managers ‘walk the talk’, there are more likely to be clear lines of accountability. This type of organisation is more likely to be praised for dealing very well with under-performance and for fully supporting employee development.

Walking the talk leads to greater profitability and a better work environment. Walking the talk is the shortest journey to empower change and have the desired work environment.

Tips for Walking Your Talk:

The most important tip comes first. If you do this first action well, the rest will follow more naturally. If the ideas you are promoting are congruent with your core beliefs and values, these actions will come easily. So, start with a deep understanding of “why” you want to see the change or improvement. Make certain it is congruent with what you deeply believe. Then, understand and follow these guidelines.

• Model the behaviour you want to see from others. There is nothing more powerful for employees than observing the “big bosses” behaving in the manner they expect from others. As Mahatma Gandhi said, “Be the change you wish to see in the world.”
• If you make a rule or design a process, follow it, until you decide to change it. Why would employees follow the rules if the rule makers don’t?
• Act as if you are part of the team, not always the head of it. Dig in and do actual work. People will appreciate that you are personally knowledgeable about the effort needed to get the work done. They will trust your leadership because you have undergone their experience.
• Help people achieve the goals that are important to them, as well as the goals that are important to you. Make sure there is something for each of you that will result from the effort and work.
• Do what you say you’re going to do. Don’t make rash promises that you can’t keep. People want to trust you and your leadership.
• Build commitment to your organization’s big goal. (Why does our organization exist? Other than to make money, what are our other goals?)
• Use every possible communication tool to build commitment and support for the big goal, your organization’s values and the culture you want to create. This includes what you discuss at meetings, in your corporate blog, on your Intranet, and so forth.
• Hold strategic conversations with people so people are clear about expectations and direction.
• Ask senior managers to police themselves. They must provide feedback to each other when they fail to walk their talk. It is not up to the second level managers and other employees to point out inconsistencies. (Confronting a manager takes courage, facts and a broad understanding of the organization.) Senior managers must be accountable to each other for their own behaviour.

In 1513, Machiavelli wrote, “There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system. For the initiator has the enmity of all who would profit by the preservation of the old system and merely lukewarm defenders in those who would gain by the new one.”

Given these thoughts from Machiavelli – true for centuries – provide leadership and sponsorship through walking the talk. Incorporate these tips and behaviours to ensure the success of your organization. Walk your talk!

I have over 25 years experience in contact centre development and management. Connect with me to see how I can help your team with bespoke training and to walk the talk!