ICMI is part of the Informa Tech Division of Informa PLC

This site is operated by a business or businesses owned by Informa PLC and all copyright resides with them. Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. Number 8860726.


8 Keys to Creating an Engaging Culture

Johann Wolfgang Von Goethe once said, "Instruction does much, but encouragement does everything." Many studies bolster this view, showing a strong link between engaged employees and higher levels of productivity and profitability. (In one example, Gallup found that companies ranked in the top quartile for employee engagement are 18% more productive and 12% more profitable than those in lower quartiles.)

What do successful contact centers, those with the most engaged employees, have in common? Here are eight principles I’ve consistently observed (in no specific order):

1. People respond to a clear, compelling mission. Why do the organization and the contact center exist? What are we trying to achieve? What's in it for customers? For employees? Shareholders? A clear focus, consistently reinforced by the leader, is key to pulling people in, aligning objectives and driving action.

2. It’s what you do, not what you say, that matters. There are countless organizations that codify and post their values, but then tend to encourage a different set of behaviors through policies and actions. When it comes to influence, actions always win out over words.

3. Effective communication cultivates trust. Communication creates meaning and direction for people. Effective leaders are predisposed to keeping their people in the know.

4. Listening encourages buy-in and support. Those who have studied leadership point out that the visions of some of history's greatest leaders often came from others around them. And when people have a stake in an idea, they tend to work harder to bring about its success.

5. People tend to live up to expectations. Your experiences were probably like mine: The coaches, teachers and business mentors who expected the most weren't the easiest. But because they believed in me, I always tried a bit harder to live up to their expectations.

6. Sincere recognition goes a long way. So many studies and experiences bear it out: simply being recognized for doing a good job is a powerful motivator. And yes, this applies across generations, including Gen Y. (Note: As the leader, you've got to really know what's going on from top to bottom to get this right!)

7. Accurate resource planning is essential. We've got to have "the right people in the right place at the right times, doing the right things." When that doesn't happen, queues build, customers get unhappy, and internal occupancy goes through the roof. If chronic, it drains the fun out of the environment.

8. Who you are is more important than any "technique." The reality is, we trust and perform for leaders who are genuine, predictable on matters of principle, and who make their positions known. Convictions, sense of fairness, consistency of values, belief in the capabilities of people — these things have much more impact than any motivational approach ever could!