Leading the Call Center – An Invitation

QuestionThere is a question in all corporate training, all industries, every professional position, “What is the value of training?”  Generally followed by “How do I know there is value in training? and the incredibly astute question, “Where is the value in training?”

Leadership is looking sideways and helping those who follow climb up, thus empowering the leader to climb to the next level.  Yet, the lingering doubt remains, “How do I measure success in training?”  Long have I advocated that the leader is a teacher and a learner, which are fundamental to success.  Whether that teaching comes from delegating authority, empowering people to act, or directly teaching someone struggling, the leader is always learning through teaching so they may learn more perfectly.

As part of my research into call center training, it has been discovered that those who receive official training, and those who learn their duties on the fly, have precisely the same chance of being successful; this is an indication of not the power of training, but the motivation of the learning adult.  There is a difference between adults, and the difference is the individual propensity to learn, discover, dig deeper, ask questions, and apply the results pursuing why.  Thus, one would naturally ask, “What is the difference between a learning adult and an adult who actively chooses not to learn?”  I think I know the answer, I have anecdotal evidence that supports my conclusions, but I would like to test these conclusions.

The Invitation

As part of my doctoral degree program, I must conduct research and report the findings.  I am inviting your American-based, English-speaking call center to help me test the assumptions and conclusions for my research.  The business will not be named, the individuals participating will not be named, and the study will occur online and outside regular business hours.  I want to interview 10-15 of your call-taking/front-line contact center employees using online interviewing software.  I want to interview 10-15 call center trainers, also employing online interviewing software.  Finally, I would like to take the information gleaned from the first two groups, sit down in a focus group, discuss what was found with 5-7 senior call center leaders, and glean their information, conclusions, and ideas.

I would ask that those participating in the research have a LinkedIn profile as a tool to verify years of experience.  No single participant would be featured in more than one of the participating groups.  All names of individuals will be hidden behind a participation code, and any identifiable business information will be deleted from the transcripts.  All findings will be reported in aggregate to avoid any identifiable information from potentially leaking into the published research.

Call CenterAs a bonus, those who help through participation, if they are interested, can receive a copy of the finished dissertation via email or physical copy, depending upon their preference.  My purpose in researching the call center is to dynamically review the adult learner in the pressure-cooking learning environment of call centers.  I have worked as an agent and a leader of agents spanning formal education.  The degree does not make the person, nor does a degree make a leader.  What makes the leader is their commitment to learning and teaching.

Please, join my research. Entering the study is possible through emailing msalisbury1@my.gcu.edu.  If you would like to verify my credentials, don’t hesitate to contact my chair Professor Dr. Susan Miedzianowski in the College of Doctoral Studies at Grand Canyon University, via email: Susan.Miedzianowski@my.gcu.edu.

© Copyright 2021 – M. Dave Salisbury
The author holds no claims for the art used herein, the pictures were obtained in the public domain, and the intellectual property belongs to those who created the images.  Quoted materials remain the property of the original author.

Circling Back to Compassion – Important Additional Information

MumbleAfter discussing compassion as a tool for the leader’s toolbox, it was pointed out that compassion has been plasticized in modern society, and further discussion on the topic is required.  The intent here is to help provide practical steps for building a compassionate team, making compassionate people, and soliciting compassion as the prime response in customer relations.  There are some truths requiring stress to ensure a clear understanding is provided.

Compassion

The dictionary declares that compassion means “to suffer together.”  Intimating that compassionate people feel motivated to relieve suffering for they have felt the pain of suffering in another.  But, compassion is not the same as empathy or altruism.  Empathy is all about taking the perspective of and feeling another person’s emotions.  The taking is dangerous, the feeling is dangerous, and combined empathy becomes all about the person’s selfishness taking and feeling, not the sufferer. Compassion is when those feelings and thoughts include the desire to help, taking nothing, onboarding no selfish emotional entanglements for personal gain, simply a desire to help relieve suffering. Altruism, in turn, is the kind, selfless behavior often prompted by feelings of compassion, though one can feel compassion without acting on it, and altruism isn’t always motivated by compassion.

The focus of compassionate people is to help without personally benefiting a person or animal in pain.  Be that pain physical, emotional, mental, etc.; the focus is always on the other and on helping as able.  Interestingly, compassion is rooted deep in the brain, whereas empathy, sympathy, and altruism are not.  Compassion changes a person fundamentally for the better, whereas research supports that sympathy, empathy, and even altruistic actions do not.  Hence compassion can be a tool in a leader’s toolbox, whereas sympathy and empathy, more often than not, are useless in building people and teams.  It is clear that compassion is intentionality, a cognizant decision to act, and the purpose is always to help.  Sympathy, empathy, and altruism are unconscious emotional desires; unless the person showing these emotions is there for personal gain, deception is intentional and conscious.

  • Truth 1. It cannot be stated enough, or more strongly, emotions are a cognizant choice based upon social cues, learned social rules, and judgments to obtain a reward.  Several good references on this topic exist, but the best and easiest originates with Robert Solomon, “Not Passions Slave: Emotions and Choice.”
  • Truth 2. Emotions are active responses, not passive, and emotions do not happen to an individual sporadically or spontaneously.  Again, several good references on this topic exist, but the best and easiest originates with Robert Solomon, “Not Passions Slave: Emotions and Choice.”

Where compassion is concerned, especially the conscious use of compassion as a leadership tool, the leader must become aware of emotions’ role and social influence and be better prepared to improve people and build cohesion in teams.  Because of compassions intentionality to render help to others, understanding how emotions are a choice and why is like putting glasses on to clarify what is happening, why, and how to duplicate or eradicate the emotional influence.  Thus, the need to emphasize these two truths, even though they are similar, are distinct and need complete understanding to best position the leader in building people.Knowledge Check!

Plastic Words – Tyranny in Language!

  • Truth 3. Uwe Poerksen, “Plastic Words: The Tyranny of Modular Language,” remains an excellent source and cautionary tale on what we are experiencing in modern society where words are captured, bent, disconnected from common definitions, and then plasticized to stretch into what that word is not intended to be used for.  There are a host of plastic words, phrases, and entire twisted languages dedicated to exerting tyranny through communication using plastic words.

Consider the following, culled from APA’s junior website, “Psychology Today.”  Please note, the article linked is the author’s personal opinion; however, for understanding the plasticity in compassion found in modern language, a better example is difficult to find.  The author insists that compassion requires using both sympathy and empathy to be compassionate.  As discussed above, sympathy and empathy should not describe or define compassion. While the words are similar, the conscious intentionality of compassion means sympathy and empathy are not, and should not, be included with compassion.

Yet, the author still provides clear guidance on compassion, insisting that compassion be ruled with logic and wisdom.  Please note, showing compassion does not mean the compassionate person needs to go into debt, sacrifice themselves, or invest to the point of exhaustion in another person.  Logic and wisdom dictate that you are not less compassionate when you govern compassion with temperance, but the reverse.  A critical point of knowledge stumbled upon while trying to plasticize compassion as sympathy or empathy; compassion requires logic and wisdom, temperance, and judgment, all conscious, active, and involved decisions to be the most effective in building people.

Finally, compassion is a two-directional mode of building people.  Both parties in a compassionate relationship are choosing consciously to engage in compassion.  Hence, both will share in the consequences; sympathy and empathy are all one-directional from the giver to the receiver, with no reciprocation.  Thus, stretching compassion to include sympathy and empathy, or even altruism, disconnects the fundamental ties of compassion from logic, and chaos ensues; where chaos exists, tyranny occurs!

Using Compassion – Focusing Upon Potential

Opportunity is potential; potential is triumph waiting for an effort to be applied.” – Dave Salisbury

The above sentiment is one of my favorite truths because of what Mumble’s Dad Memphis said in Happy Feet, “The word triumph begins with try and it ends with a great big UMPH!”  What does the informed leader do to build people?  They recognize potential, both strengths and weaknesses, as a means to grow in themselves and others.  Compassion enters when an event occurs as the emotion of connecting and building relationships.  An analogy, compassion, could be compared to the mortar used in laying bricks.  Each person and event are bricks, and by using compassion, the bricks are organized into a wall of strength.  What is the potential of a single brick in a pile; hard to say.  Organize them with compassion, and the potential becomes visible to all.

Practical Activities for Building Compassion

The following are helpful suggestions for building compassion in yourself and others.

    1. Show genuine emotion; if you’re happy, smile! If you’re struggling, let people know.  Our society has been built upon hiding what has been going on for too long.  People begin a conversation with, “How are you doing?”  The expected answer is “fine,” good,” “okay,” etc. yet, when you know how you’re doing, these answers just spread lies.  Are you building an environment where people can be honest about how they are doing?
    2. Compliments are a big part of showing compassion. Yet, too often, we cannot compliment each other without problems of sexual harassment.  The giving and accepting of compliments build trust and comfort between people.  Open the environment for giving and receiving compliments.
    3. Praise and expressions of gratitude cannot be understated as needed tools for building people. Research supports that honest, sincere, and frequent praise is better than cash for brain health and motivation.  Again, open the environment for issuing praise and gratitude.
    4. Employ reflective listening; reflective listening is listening to understand the speaker and build a two-directional solution. Active listening is easily faked; the other listening methods do not include listening, hence the need for reflective listening.
    5. Curiosity reflects a genuine interest in someone else. Ask the other person’s interests, find common ground, and build from there.  Do not forget to share.  For example, what books have you read recently?  Got a hobby, share new skills.
    6. Invest time! You cannot build compassion without investing time in yourself and with your team!  Take the time, invest the time, and employ patience.

© Copyright 2021 – M. Dave Salisbury
The author holds no claims for the art used herein, the pictures were obtained in the public domain, and the intellectual property belongs to those who created the images.  Quoted materials remain the property of the original author.

Build People – Compassion, a Tool For The Leadership Toolbox

A Theory About CompassionSympathy and empathy remain emotions quite dangerous, and I will include a caution to avoid these emotional entanglements.  Yet, in discussing sympathy and empathy, a question was raised regarding compassion, and I would speak to this tool.  Please note that sympathy and empathy are not compassion, and understanding the difference remains fundamental to using compassion correctly to build people.

Compassion

The dictionary declares that compassion means “to suffer together.”  Intimating that compassionate people feel motivated to relieve suffering for they have felt the pain of suffering in another.  But, compassion is not the same as empathy or altruism.  Empathy is all about taking the perspective of and feeling another person’s emotions.  The taking is dangerous, the feeling is dangerous, and combined empathy becomes all about the selfishness of the person taking and feeling, not the sufferer. Compassion is when those feelings and thoughts include the desire to help, taking nothing, onboarding no selfish emotional entanglements for personal gain, simply a desire to help relieve suffering. Altruism, in turn, is the kind, selfless behavior often prompted by feelings of compassion, though one can feel compassion without acting on it, and altruism isn’t always motivated by compassion.

[Evolutionary roots for compassion] – Check this video out!  Well worth your time!

The focus of compassionate people is to help without benefiting personally a person or animal in pain.  Be that pain physical, emotional, mental, etc.; the focus is always on the other and on helping as able.  Interestingly, compassion is rooted deep in the brain, whereas empathy, sympathy, and altruism are not.  Compassion changes a person fundamentally for the better, whereas research supports that sympathy, empathy, and even altruistic actions do not.  Hence compassion can be a tool in a leader’s toolbox, whereas sympathy and empathy are more often than not useless in situations.

If you want others to be happy, practice compassion. If you want to be happy, practice compassion.” – Dalai Lama

Compassion does not just happen. Pity does, but compassion is not pity. It’s not a feeling. Compassion is a viewpoint, a way of life, a perspective, a habit that becomes a discipline – and more than anything else.  Compassion is a choice we make that love is more important than comfort or convenience.” – Glennon Doyle Melton

It is clear that compassion is intentionality, a cognizant decision to act, and the purpose is always to help.  Sympathy, empathy, and altruism are simply unconscious emotional desires; unless the person showing these emotions is there for personal gain, for deception is intentional and conscious.

Please note, I am not delving into the various types of compassion.  Other researchers have done this, and frankly, I feel like Mark Twain’s quote has come to life, “We have studied something so much, we now know nothing about it.”  If you want a resource for diving deeper into compassion, check out Dr. Paul Eckman’s “Emotional Awareness” as a launch point.  Be advised, emotions are a choice made consciously, and too many researchers refuse this belief.  Passive emotional beliefs rob us of fundamental power and abilities for being human.

“Let our hearts be stretched out in compassion toward others, for everyone is walking his or her own difficult path.” – Dieter F. Uchtdorf

Compassion as a Tool

Leadership, as a job, contains equal parts of teaching and exemplifying.  Compassion for self is observable through the words and actions of a leader.  Do you insult yourself by calling yourself “stupid,” “ignorant,” etc.?  If so, your followers will automatically presume you will do the same to them.  The tool compassion begins with relieving internal suffering, and compassion for others is nothing but an extension of compassion for self applied through action.

Compassion for others begins with kindness to ourselves.” – Pema Chodron

It is a lack of love for ourselves that inhibits our compassion toward others. If we make friends with ourselves, then there is no obstacle to opening our hearts and minds to others.” – Anonymous

It is not enough to be compassionate. You must act.” – Dalai Lama

Consider the teacher you admire most; did they show compassion?  I guarantee they did, and their compassion is one of the most significant reasons you hail them so highly.  Compassion is not a weakness but, in fact, a strength and a motivating reason to be a better leader.  Through compassion, we train ourselves to become more tolerant of our own faults and then extend this kindness to others.

Leaders ask yourself:

    1. When was the last time you showed compassion to yourself?
    2. How much compassion do you practice daily, first on yourself, then upon your followers? – Inherent to note, you cannot be critical of yourself and compassionate to others. Compassion cannot be faked; treat yourself better.
    3. Do you build compassion and promote compassion? How often?
    4. What motivates you to develop and encourage compassion?

Using Compassion as a leader

Look for a way to lift someone up. And if that’s all you do, that’s enough.” Elizabeth Lesser

When we give ourselves compassion, we are opening our hearts in a way that can transform our lives.” – Kristin Neff

Compassion is so often the solution.” – Anonymous

Aesop has a fable about a lion with a thorn in his foot, removed by a shepherd.  M*A*S*H 4077th related this story with Aesop’s shepherd being Androcles, a Christian who was to be fed to the lions, but the lion remembering the kindness, refused to eat.  Other variations of this story exist, but the moral always comes back to support the truth, “Compassion is so often the solution” Anonymous.

In fourth grade, my second trip through this grade, I had the great privilege of witnessing the power of compassion by a principal.  The principal (Miss Murphy) told me a story of her youth where she had been a crossing guard and abused her power one day.  The child complained, and the following day her school principal called her in, but instead of punishing her, he offered praise, sincere, appropriate, and heartfelt praise.  Miss Murphy could see the complaint on the desk of her principal, knowing she should be getting punished, but instead, the compassion of the principal changed her life.  I was a third-generation extension of this principal’s compassion, through Miss Murphy, who knew I was busted for the umpteenth time, should have been expelled from school, and punished severely.  Yet, Miss Murphy had witnessed good and used this moment to express praise for the good witnessed.

NO FearI have tried not to let Miss Murphy’s compassion end with me and pass along her lesson often.  Compassion and praise remain instrumental tools in every leader’s toolbox.  Do not fear using these tools frequently, for then you also will change a life, even if that life is only your own.  I am a better person because others have provided me compassion; pass it along!

© Copyright 2021 – M. Dave Salisbury
The author holds no claims for the art used herein, the pictures were obtained in the public domain, and the intellectual property belongs to those who created the images.  Quoted materials remain the property of the original author.

Build People – Focus on Potential, a Leadership Task

ToolsWhile walking through Home Depot, my favorite aisles are those aisles with tools, power tools, hand tools, and so forth.  My mind always goes on imaginative wanderings, thinking about what those tools will go out into the world and do.  Will an inexperienced hand learn on those tools?  Will they build grand buildings?  Will they destroy?  What will those tools help accomplish?  The potential held in a tool is as much a mystery as looking at a babe in arms and thinking, what will that soul go forward and do?  I never become bored thinking about the potential held in a tool as part of the ongoing saga of humanity.

Without hands, a tool is useless; the tool cannot act independently.  Guns do not shoot themselves; hammers do not strike anything alone; thus, we can see that tools need someone to fulfill the measure of their creation.  For good or ill, the tool is only ever a force multiplier and requires intention through another party to act.  A critical point to understand is the person’s intention of holding the tool, who decides whether that tool will build or destroy, and the value to the owner.

Knowledge Check!But, this article is about people’s potential; why begin discussing tools?  To a leader, each person is a tool requiring training, delegation, trust, and motivation to achieve the measure of their creation.  Have you ever witnessed an unskilled manager use, or abuse, their people?  My first officer in the US Army National Guard was one of these unskilled managers.  The stories and experiences from this manager are legion, fraught with examples of what not to do and the hubris of a person placed into a position of power above their competence level.  I have long wondered, what did this officer’s boss think about this officer’s performance?

The first lesson in building people is this; everyone has someone they report to.  Do your people know who they report to, and are they comfortable talking to this person?  Consider the following:

Leadership is solving problems.  The day soldiers stop bringing you their problems is the day you have stopped leading them.  They have either lost confidence that you can help or concluded you do not care.  Either case is a failure of leadership.” – General Colin Powell

In more than nine years of Military Service, I can count on one hand the number of officers I trusted enough and were approachable sufficient to bring problems to, and I won’t even need the pinky and thumb.  In talking to friends and family about this issue, their experiences are similar.  Worse, the same problem exists with the non-commissioned officer corps.  In my professional pursuits outside military service, I have worked with precisely one boss to whom I felt comfortable bringing issues.

While I strive to be the leader I wish I could take problems to, there is a realization that to my teams, I am being measured, weighed, and if found wanting, will never know I failed to be the leader to whom I would bring problems.  Consider this for a moment.  A leader could be solving problems and thinking, “My people bring their problems to me QED: I am a good leader.”  While never realizing they are detestable and hated by their people.  All because their people only bring work-related problems, and then only rarely.  In the US Navy, I experienced this exact issue more than once, and the officers all thought they were “God’s gift to their people.” Massive egos, compensating for being vile and despicable.

Leaders, take note:

    1. What are the preferred names of the members of your teams?
    2. When was the last time you shared problems and asked for input from your followers?
    3. What are you learning daily, and who is teaching you?
    4. Do you know your followers sufficiently to advise?
    5. What quirks, talents, skills, or abilities do your people possess that you appreciate?

How you answer these questions determines more than your destiny as a leader and your team’s productivity in achieving business goals.  When I begin a new project and select tools, I review what I know about my tools.  My hammer has a loose head, but I will not change it out because it has the smoothness of age and is the best hammer for finishing work.  This wrench has scratches in the head and a chisel mark in the handle that is exactly 6” and is handy in a pinch.  Thus, when used on soft brass, the head will leave marks in the metal on which it is used.  All this and more is reviewed, strengths and weaknesses, quirks and peculiarities, all known before engaging in a new project.  When you know your tools, their potential is declared, and in communicating their potential, how and where they can be best used becomes common knowledge.

Leadership is a potent combination of strategy and character.  But if you must be without one, be without strategy.” – General Schwarzkopf

Ninety-Nine present of leadership failures are failures of character.” – General Schwarzkopf

Several of the worst people I have ever worked for had the moral integrity of a used car salesperson.  They could not be trusted, except to be trusted to stab you in the back.  No honesty, never forthright, always acting for the downfall of anyone they deemed was competition, and constantly engaged in stealing glory while meting out the worst punishments.  While the experiences fulfilled another axiom from General Schwarzkopf, the education was brutal to suffer through.

You learn far more from negative leadership than from positive leadership.  Because you learn how not to do it, and, therefore, you learn how to do it.” – General Schwarzkopf

These experiences alone would qualify me to write this article; however, through a multitude of academic classes and degrees, I have gained more fundamental qualifications to justify what I am about to declare.  If you think a title makes you a leader, you are the problem in your organization’s leadership!  In working with newly minted, freshly commissioned, officers in the US Army and the US Navy, I have learned through sad experience too many consider the rank and titles their “Golden Ticket” to being abusers of people through “leadership.”  One particular example stands out more clearly from the others.

While serving in the US Navy, my first Chief Engineer was book smart and common sense inept!  This man was more dangerous with tools in his hand, even though he could verbatim quote pages from maintenance manuals.  Shortly before I arrived on the ship, the Chief Engineer had started a fire on board the vessel in multiple engine and auxiliary rooms by applying shaft brakes to an operating shaft instead of to the shaft that had been locked out and tagged out.  The Chief Engineer then compounded his errors by blaming the engineers who had properly locked out/tagged out the shaft needing maintenance.  This was a major issue that proved cream rises and trash sinks, and this leader was absolute trash!

The bitter cherry on this crap sundae, the example of the Chief Engineer, was a symptom of a greater sickness and moral desert in the Engineering Department.  Chiefs were force-multiplying the Chief Engineers example, and the senior non-commissioned officers were force-multiplying the chiefs example.  Who suffered, the lowest enlisted, and the rest of the ship.  Maintenace was rarely done properly, watchstanding was hit or miss, and the example plagued the Engineering Department for years after the Chief Engineer was summarily dismissed.

The only redeeming factor from this experience, I learned the lessons of what negative leadership does well.  Leaders take note:

    1. If character problems lead to poor performance or behaviors detestable in your teams, look no further than the reflection in the mirror for both an answer and a root cause.
    2. Your followers will observe what you do more than what you say. How are you acting?
    3. Stop looking up, you are a leader, and your first vision should be to look sideways and make sure your people are on the same level before you look up.
    4. Before embracing new strategies, first review character!

The following is critical to building people and promoting potential:

To be an effective leader, you have to have a manipulative streak – you have to figure out the people working for you and give each tasks that will take advantage of their strengths.” – General Schwarzkopf

Leadership is a balancing act between helping people take advantage of their strengths and training them to overcome individual weaknesses.  Yet, leaders often act like managers, never training, and always micro-managing to shave strengths preventing competition with the leader.  Which are the actions of neither a leader nor a manager, but a tyrant!  Petty authoritarians acting the role of tyrants produce more harm than war, poverty, and disease combined.

What actions are needed?  We conclude with the following:

TRUE courage is being afraid, and going ahead and doing your job.” – General Schwarzkopf

The job of a leader begins with being a good follower; even if to be a good follower, you must be the loyal opposition standing like a rock doing the right thing in the face of adversity.  Moral integrity is critical to being a good leader and is foundational to building people.  Leaders take special note and act accordingly:

    1. What is your moral code?
    2. Why do you embrace those morals?
    3. Do you understand integrity is doing what is right, especially when you think nobody is watching? Do you have moral integrity?
    4. Do you know your identity, and are you comfortable with your identity?
    5. What character do you possess, and is that character tied to your morality and integrity?Exclamation Mark

When you are placed to influence people, build potential by first knowing, and then doing that which is the harder right, than the easier wrong.

© Copyright 2021 – M. Dave Salisbury
The author holds no claims for the art used herein, the pictures were obtained in the public domain, and the intellectual property belongs to those who created the images.  Quoted materials remain the property of the original author.