What Can Coaching for motivation in the Contact Center?

Before I share my views with the intention of answering this question, I turned to Wikipedia to start to get some definitions on this idea. I started by searching for the meaning of "motivation" is defined there as: The causes that move a person to perform certain actions and persist in them for completion. The various schools of psychology have different theories about the motivation stems and their effect on observable behavior. Motivation, in short, is the willingness to make an effort to achieve organizational goals, conditioned by the ability of the effort to satisfy some personal need. And coaching is defined as: In the business environment and personal interactive and transparent process whereby the coach or trainer and the person or group involved in this process, seeking the most effective way to achieve the targets using their own resources and skills . In my experience working with organizations recognize that for a large number of leaders motivating their own team and have a very important value given its impact on management develop. This role is exacerbated when it comes to motivating people in the organization, working in contact with customers.

I do not want to dwell on this occasion to talk about all the factors in the contact-center influence the motivation of our people, but the possibilities that open from individual interventions and group coaching with a focus on motivation . As a coach I understand that motivation is a result-we can even measure. Is it what? From a series of actions that mostly people and organization we are doing directly, and also of everything that people notice, they say, say and think about what may or may not motivate their behavior. In my opinion the motivation is not something that happens or not happens to us, as most people tend to see, but is a consequence of their own choices we make reference to it.

In every situation, every call, every claim, every response I share with a customer in every interaction with my work group, etc.., I choose to "motivate" or "unmotivated". This partly explains why the same action-for example, an incentive-has much value to a person, other regular and low for a third. Faced with an incentive there is a trial of personal worth, an internal conversation and an outcome that is a decision: it motivates me - does not motivate me. The scheme is as follows: Observation / Opinion .... .... Action Result When the results in this case the motivation of the staff of contact-do not satisfy us, the leaders and the organization we look to the actions behind these results. In most cases when we see this correlation, we changed some of these actions by others for best results, which in fact occurs at least for a while. Few times we look to change our ideas about motivation, what we mean by motivation, what we say and especially what the underlying value judgments. If our idea is that motivation is something external to us happens to people, which depends on the actions that the organization carries out to achieve will and persistence, there are some actions that we will be possible (especially work to create incentives in the form permanent) and not others.

If our idea is that change in the motivation of our people is a very personal component, beyond the organizational efforts in this regard, there will be new shares that will be possible from this vision, but they are out of the first option. For example: creating spaces for listening and sharing about what motivates individuals to our people, conversations and discover the value judgments they make about what motivates them or not, raise motivation as a skill that can help develop, and as such can be coaches, etc.. Raising the level of motivation of people in the contact-center is a very good coaching job objective. What can coaching then?: • · Detect no-chance talks in terms of what motivates them. • · Help design new talks which open new possibilities. • Develop self-motivation and emotional intelligence skills. • • Identify the views that lead to be discouraged. • Generate new opinions based on broader visions of motivation. • • Identify the emotions associated with motivation. • Generate motivating emotional contexts. • · Designing motivational talks. • Recognise the decision process about what motivates them.

• · personally intervene in this process. • · Change the location of "victims" by the people responsible for our motivation. • · Reduce the stress. • · Increase customer satisfaction. • · Etc. The proposal is not neglecting the organizational efforts to encourage its people to perform the actions expected, but added possibilities of intervention at individual and group to develop self-motivation. In conclusion I believe that leaders in general and especially those in contact areas, have enormous potential to work for improving and sustaining the motivation of its people, using tools of coaching, talking, learning more about its people, asking, listening, showing and offering encouragement as capable of self-development. Sources: www.es.wikipedia.org Ontology Language. R. Echeverria. Ed Granica

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