Three Ways to Help Your Managers Develop Into Leaders
May 2017
Three Ways to Help Your Managers Develop Into Leaders

Isn’t everyone in the contact center industry looking for ways to improve…to stay ahead of the curve and set themselves apart? Of course! Oftentimes organizations start by looking at the technology behind their contact center (most definitely a good thing to evaluate), efficiencies (also good) and key performance indicators (KPIs will certainly tell you if your agents are on the right track). But as we read this article, Contact Center Size and Its Tipping Point, we started to think about other ways to evaluate a contact center’s room for growth. Specifically, how are we evaluating and supporting one of the most, if not the most, important factor in whether a contact center flourishes or flops—the Front Line Supervisors (FLS)?

The Front Line Supervisor is Your Linchpin

This article states the linchpin to any contact center is its FLS. And we agree. We also agree that investment in leadership development for these critical roles is traditionally not high on an organization’s list of priorities.

Should it be? Most everyone reading this would agree the answer is yes. But, you know that saying, easier said than done? Well, that applies here too. Because while FLS are critical to the day-to-day operations of a contact center, leadership and manager skill development is often overlooked due to seemingly more pressing business demands and issues.

So, we started thinking, how can we help contact centers better arm their FLS for success—ultimately strengthening the overall health and success of the contact center itself? Here are three strategies we came up with.

  • Go beyond technical skill and use coaching and learning software (we happen to have a great recommendation if you’re interested) to impart valuable leadership tools and techniques to your FLS. It’s less about technical knowledge, though that too is important, and more about working successfully with teams to inspire, coach, communicate, build relationships and manage change.

  • Leverage analytics to learn who needs your help. A plethora of data becomes available to us as contact center agents navigate the customer experience. This data can show us when teams under a particular FLS are struggling, giving organizations the perfect opportunity to help that contact center linchpin strengthen ever-important leadership skills.

  • Take advantage of call recording as a way to identify the next generation of FLS. Don’t just look at whether issues were resolved in a timely manner and using the right tools at the right time. Ask questions like, were relationships made with the customer during the interaction, did he or she show poise under pressure, and was there empathy, passion and trustworthiness?

In his book, Find Your Voice as a Leader, Paul Larsen tell us good leaders are trained and developed over time. So, please keep in mind that developing the best FLS in the business won’t happen overnight. It may take a lot of effort and planning, but we know the results will speak for themselves.

Have more leadership development tips and tricks? Let us know what you’re doing! Or, do you want to talk through your contact center strategy to see how you could utilize new tools to find and develop your next great leader? Drop us a note at



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