1. Who’s Coaching the Coaches?
Rebecca Gibson
Contact Center Solutions Consulting
Interactive Intelligence

2. Session Agenda
1. Define Metrics to Measure Coaching
Effectiveness
2. Define your Coach-the-Coach
Program
3. Establish your Coaching Performance
Standards
4. Implement your Coach-the-Coach
Program
5. A Few Fun Twists
www.inin.com
©2012 Interactive Intelligence Group Inc.

3. Coaching is
the most direct
method to
impact
performance
The effectiveness of coaching
influences the impact. www.inin.com
©2012 Interactive Intelligence Group Inc.

4. Coaching is
the most direct
method to
impact our
coaches’
performance
If we coach our coaches, we will
influence the impact. www.inin.com
©2012 Interactive Intelligence Group Inc.

5. Coaching Measurements
Measure Sample Goal
Coaching Activity • Meet with each employee twice per month
• # of coaching meetings to review quality results.
• Time spent coaching • Track coaching conversations and
How: Coaching content and frequency log agreements to ensure progress.
Coaching performance • Meet minimum coaching expectations
• Scorecard evaluation against standard during each observation.
criteria • Identify areas for improvement and
• Self-evaluation improvement strategy. Track progress
• Agent evaluations toward goals.
• Employee satisfaction survey
• Achieve 90% agent satisfaction with
coaching and development initiatives.
Results • Compliance requirements achieved in
• Evaluate employee performance in 97% of evaluated calls.
critical areas • Reduce callbacks by 10%.
• Improve performance of bottom 15%.
• Reduce employee turnover.
www.inin.com
©2012 Interactive Intelligence Group Inc.

6. Define Your Coach-the-Coach Program
Examples
1. What is your • No news is good news. We’ll let you know if you do
coaching culture? something wrong.
• We think that coaching is an important part of the
supervisor/agent relationship, which impacts not just
agent performance but satisfaction, engagement
and workplace culture.
• Our environment changes so much that coaching is
required to ensure we are meeting compliance and
accuracy requirements.
2. How will you • Completion of coaching activities accounts for a
manage your portion of a Supervisor’s overall scorecard.
Coaches’ • A Supervisor’s coaching index accounts for 20% of
performance? his or her overall bonus.
• Incentives? • A Supervisor who does not meet the minimum
• Annual or quarterly required Coaching Evaluation score is placed on
review? probation until the score improves.
• Scorecard?
• Supervisors are evaluated based on their team’s
• Poor performance?
performance results.

7. Define Your Coach-the-Coach Program
Examples
3. Who will Coach • Our Coaches are observed and coached by both
your Coaches? their direct managers and designated members of
• Managers, Training, the Learning and Performance team.
QA, Mentors • Each of our coaches has a coaching mentor who
works with them on establishing coaching goals and
monitoring coaching progress.
4. What is our Coach • Each Coach has a Coaching Plan that outlines their
the Coach process? strengths and weaknesses. Each month, the Coach
is observed during 2 coaching conversations, the
Coach self-evaluates against the Coaching Plan,
and meets with their Manager to review and track
progress.

8. Establish Your
Coaching
Standards
What are the elements of
an effective coaching
conversation?
Create your own or use
an established model
• GROW Model
• Effective Coaching
(Cook, 1998)
Rating and scores
Track what’s coached
and next steps
SOAR Scorecard Example
www.linkedin.com/in/rebeccargibson

9. You want to WHAT?

10. Get Everyone Ready
• Set ground rules
• Communicate to the contact center
• Set expectations with Coach
• Let coaches choose, at first
• Make sure it’s a positive experience
www.inin.com
©2012 Interactive Intelligence Group Inc.

11. Get Everyone Ready
Since coaching is such an important part of the contact center’s
ability to meet our goals, we are implementing an exciting new
program to help our Supervisors become even better
coaches. The program will consist of self-evaluation and manager
evaluation, as well as coaching observations and agent input.
Don’t be surprised if your manager’s manager attends your
next coaching session – don’t worry, they are there just to
observe and provide your manager with feedback.
You’ll also have the opportunity to provide feedback about the
coaching approaches that work best for you.
Our employees’ knowledge and skills are our competitive
advantage and we are committed to providing you with
support and tools you need to be successful. That’s what the
Coach-the-Coach program is all about.
www.inin.com
©2012 Interactive Intelligence Group Inc.

12. Observe the Coaching Session
Agent Coach Manager
• Engage as • Plan coaching • Explain to agent
normal. ahead of time. the purpose of the
• See evidence Refer to observation and
that everyone scorecard. what will happen.
here is on a • Relax and engage • Don’t participate
performance in a natural in the discussion.
plan – we all discussion. • Thank the agent
work on • Agent will take for participating.
improving and cues from Coach. • Provide feedback
being the best immediately.
we can be.
www.inin.com
©2012 Interactive Intelligence Group Inc.

13. Provide Feedback
Post-Observation (2 x
month)
Discuss observations
and trends in coaching
conversations,
preparation, agent input.
Monthly
Incorporate
observations, self
evaluation, agent
evaluation, results into
coaching conversation.
www.inin.com
©2012 Interactive Intelligence Group Inc.

14. A Few Fun Twists
• Peer Assessment
• Agent Assessment
• Role Reversal
• Positive-Only Coaching
• Choose-one-thing Coaching
• Role Play Coaching with Assessment
• Skill-Specific Assessment
www.inin.com
©2012 Interactive Intelligence Group Inc.

15. Questions?
www.inin.com
©2012 Interactive Intelligence Group Inc.

16. Who’s Coaching the Coaches?
Rebecca Gibson
Contact Center Solutions Consulting
Interactive Intelligence
443.254.3750/rebecca.gibson@inin.com