By Colette Carlson
Leaders encourage new team members to ask clarifying questions surrounding a project, protocol or procedure. Connected leaders take it one step further and reassure individuals to reach out for support or help when needed.
Yet, too many individuals still hesitate asking for what they need to succeed demanding that leaders change their approach.
According to an article in Harvard Business Review, a call center experiment may hold clues to creating a safe and supportive “asking” environment.
The Challenge: The company’s rapid call center growth (tripling in size over a five-year period) left insufficient time for training to support their financial advisor clients. Wanting to look good in their supervisor’s eyes, new hires hesitated asking for help or saying, “I don’t know. Let me find out.”
This increased call volume as clients chose to call back until two out of three answers received were alike. The leaders gave their teams a clear vision: Change whatever it takes to prevent clients from living by the three-call rule.
The Experiment: First off, management made it safe to experiment by keeping, but not compensating, call center service agents on metrics for four weeks. To show they were serious, white lab coats were distributed and input solicited.
The first experiment resulted in a “Bat Signal” agents could press when needing informational support, but they still hesitated as the device clearly signaled they needed assistance. In addition, everyone assumed someone else would jump in to help, leaving the requestor helpless. Even after someone was assigned as Bat Manager, other demands often meant they weren’t at their desk to receive the signal.
The experiment shifted to a private “Bat Chat” channel where new hires could directly connect with specialized departments, but that also failed. However, when the “Bat Chat” channel was launched to the entire call center, everything changed.
Although management anticipated that new hires would be connecting and asking for support from each another, that wasn’t the case. Turns out, only when seasoned team members modeled the behavior and asked each other for additional support, did new hires follow suit.
As the article’s author Joe Brown noted, “When they were just another voice in a crowded room, they felt safe to ask questions. So, the key wasn’t in giving newbies special treatment, it was making them feel normal in saying, 'I don’t know.' And a nice added benefit of the Bat chat? Those long transcripts became a searchable library of answers for future service agents.”
My Takeaway: Leaders must get their own ASK in gear if they expect others to feel safe enough to follow suit.
Put your pride on the side, show your vulnerability and ask for support when necessary. Not only will you be doing yourself a favor, but you’ll be leading the way for others to do the same.
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