Whilst working in a XYZ as a leader, I introduced Sugar Fridays giving my team sweets and treats to get them through the Friday slog.
Prior to introducing the incentive, I compiled a backlog of sales figures from previous Fridays. I then introduced the incentive on a trial period, continued collecting data and cross-compared the results. There was an obvious peak in sales figures and so the incentive became permanent.
I started to notice that a lot of customers were complaining about feeling patronized by my agents. In response to this, I listened to the calls these complaints stemmed from and realized that words such as wonderful were being over used.
I then had a meeting with the worst offenders in my team and suggested changes that they could make to correct this behavior. After this meeting, customer complaints reduced and sales increased.
This question is a test of character and is especially important if you are being interviewed for a management role.
An ideal answer will demonstrate that you are able to support your team, even when things do not go according to plan.
Recommend thinking about a specific instance and then discussing this in detail. Outline the process stage by stage and, if there are areas that need improvement, focus your answers on the solutions instead of the problems.
Morale is infectious whether positive or negative and, when working in a team-orientated environment, it's important that there is always an air of positivity around.
Its therefore vitally important to ensure that if you're having a bad day, you contain this and don't let it influence the morale levels of the team, and in turn the productivity and efficiency of the overall operation.
Try to think about how you would describe yourself if someone asked you for your strengths, then relate these to what people say about you; peers, agents, managers and stakeholders. Have three or four at the ready, ideally in line with the role you are being interviewed for. Have examples or situations ready, in case your interviewer wants to drill down as to why you think or believe these are your key strengths.
If possible, think work related. There will hopefully be a number of things you are most proud of in your career to date. Think about your key achievements; were they commercial, people or process orientated? What was the cause and effect? How were you involved, what was improved, saved or developed.
If you are short on career-based examples, use personal achievements which demonstrate the commercial skills required for the role, such as team work, commitment, empathy, determination, attention to detail, etc.
You will need two or three instances of how you may have: delivered change, managed conflict, improved performance, reduced absence, increased customer satisfaction, etc. You also need to be able to clearly and concisely communicate the problem, solution and outcome.
Change is an essential part of life in any call center or leadership environment, as the industry strives to achieve best practice for their customers and stakeholders. Have some examples on how you personally managed, or were affected by, some change. What was your focus, what were you aiming to achieve and how did you deliver the outcome? Know what the problems encountered were and what was learned through and following the transformation.
During interviews, difficult or awkward questions could come your way. The intention is not to catch you out, but to test how you operate under pressure.
Be clear and precise and be sure to convey any previous first-hand experience you have. they will want to feel confident that you can handle similar issues within the new role.
I have been told that I am an excellent communicator, especially in a team, but I feel I have good interpersonal skills generally and find it easy to get along with all sorts of people.
I am a very conscientious worker and I get irritated by colleagues who don't share this value and take any opportunity to take time off work or do the minimum required when they are there. I am learning, however, that these people generally get found out and I leave it to my supervisor to recognize these problems and address them.
When asked to give examples on the weaknesses, you need to think very carefully, and plan in advance what your response will be, as many people dig a very deep hole here. A good response to the weakness quoted would be:
I had a situation once where I knew that a more experienced colleague was regularly absent from work following nights out drinking, but she would say that she had a migraine. When this happened my workload increased significantly. I undertook this willingly but I must admit I was annoyed that this person was taking advantage of me and the company. However, I decided to let the supervisor do their job and just get on with mine. In quite a short space of time, the issue was addressed and the problem was resolved.
As part of my regular team monitoring, I assess all advisers call quality in order to measure them against the relevant DRIs. When reviewing calls for one adviser, I noticed a trend where the adviser was quite abrupt with callers. I scheduled a meeting in private with that adviser, which I prepared for by reviewing supporting information (including their performance statistics for the month).
When I was first promoted to team leader, I consistently struggled to ensure that my team achieved their sales targets on a Friday.
I sought the advice of more experienced team leaders to find out how they motivated their teams through the Friday slog.
Acting on the advice of the other team leaders, I implemented a combination of incentives over the next few weeks and successfully boosted my team's sales figures.
They want to hear things like how you hold team meetings to discuss the week ahead and allocate time slots and deadlines for various projects.
I would first get a lowdown on the actual problem and try to work out a solution to the conflict. I have seen many conflicts getting worked out if the right amount of time is given, or if there is some opportunity that is bigger than personal and trivial issues between people.
Leadership has been described as a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task. For example, some understand a leader simply as somebody whom people follow, or as somebody who guides or directs others, while others define leadership as organizing a group of people to achieve a common goal.
A leader is someone who has the authority to tell a group of people what to do. In the simplest sense, a leader is somebody whom people follow. A group with no leader is called leaderless. A leader is one who gets others to take action towards a common goal. One job of a leader is to govern the actions of followers. A leader also represents a group or company.
Applicant should be prepared to push for a situation where all members pool their knowledge, take steps to ensure all members pull their weight, and create a working environment that will improve their efficiency.
Answer should show an enthusiasm towards working within a team framework, an enjoyment of the collaborative benefits, and positive feelings about being part of a larger team.
Applicant should have the capacity to work as a team member and as an individual. They should also recognize the importance of their contributions.
Applicant should be aware of the recognition of a shared purpose, should understand the importance of collaboration, and be able to pool his/her resources.
Applicant should be prepared to nurture and recognize team efforts and not behave in a narcissistic manner.
Applicant should have the skills to confront and clarify without being confrontational. They should be actively prepared to make a full contribution to the project.
Applicant should values working relationships, understand how important working relationships are for the company, and be prepared to work at making the relationship function well.