Management Activities in Service-to-Sales Conversions in Call Centers

Study Overview:

Many call center leaders who implemented a service-to-sales transition acknowledged retrospectively that they failed to involve managers and supervisors adequately from the start in the conversion process and neglected to prepare them fully for their roles in the implementation efforts. Ensuring that managers and supervisors buy into the strategic shift for the organization is crucial to any successful service-to-sales initiative, as they are responsible for driving change through word and action on a daily basis.

This study stresses the importance of ensuring that managers and supervisors understand, support and actively convey the transformational leadership messages as part of their job functions. The research details how call center leaders can equip customer service managers and supervisors with the skills, tools and training they need to manage and motivate frontline representatives effectively through a successful service-to-sales change initiative.

Key Topic Areas:

• Manager and Supervisor Influence on the Change Process
• Managing Managers and Supervisors
• Transactional Leadership: Managers’ Roles and Responsibilities in a Service-to-Sales Tranformation

Sample Best Practices:

• Train customer service managers and supervisors before commencing the transition to a sales-oriented system.

• Work to achieve buy-in from managers and supervisors as a top priority for the service-to-sales transition.

• Designate “time on the floor” as a primary duty for managers and supervisors to ensure growth of sales capabilities and achievement of sales goals.

Methodology:

This research originated from a Best Practices, LLC consulting project. It was conducted for a client and was based on interviews and surveys with executives and senior managers in the telecommunications, financial services, computer software and other industries.

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