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89% of contact center leaders stated a

supervisor’s most important job is coaching.

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64% of supervisors spend more time crunching numbers than coaching their team

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The Result of this Tension?

Accuracy…

• Multiple sources of truth

• Data debate

• Anecdotal

Relevance…

• Quota counts

• Set topics

• Metrics vs. behaviors

Accountability…

• No action items

• Coach efficacy

• Zero best practice sharing

STAGNANT KPIs

LACK OF…

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CHAPTER 1

Coaching Behaviors

Don’t coach to ‘WHAT’. Coach to ‘HOW’ for impact

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Metric vs. Behavior

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CHAPTER 2

Six-Step Coaching System

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Six-Step Coaching System (STEP 1)

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Six-Step Coaching System (STEP 2)

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Six-Step Coaching System (STEP 3)

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Six-Step Coaching System (STEP 4)

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Six-Step Coaching System (STEP 5)

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Six-Step Coaching System (STEP 6)

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CHAPTER 3

Measuring Impact

Four potential measures of coaching impact:

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Measuring Impact

Recipients: Are supervisors focused on the right segments?

Improvement: What is aggregate impact on KPIs?

Movement: Is the team moving into top performing segments?

Events: What happens immediately after a coaching session?

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CHAPTER 4

Coaching Maturity Model

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Coaching Maturity Model

Operating Performing Leading

Segmentation • Manual• One-size-fits-all

• Single KPI stack ranking• Moving to balanced score

• Mean-based segmentation

• Outlier management

Frequency • Set # sessions / month• Frequency-based

segmentation• Measured as part of

coaching scorecard

Session Content • Emphasis on 1-2 random KPIs / session

• Emphasis on 1-2 root cause behaviors / session

• Measureable goals for KPIs and behaviors

Approach• Coach planned and

facilitated• Passive employee

• Employee self-assess before session

• Active employee

• Employee-led. Coach affirms and redirects

• Coaching the coach

Follow-up • Limited continuity between sessions

• Tasks and follow-up in SMART format

• Continual tasks and follow-up – flow into ongoing conversations

THANK YOUwww.nice.com/engagedemployee

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