Why Interviewing for Internal Roles May Be the Key to Your Next Career Move

Call Design on November 30, 2023

In many organizations, people are promoted because they’ve been in a role for a while, and they know the right buttons to push or the right people to work with. And I think that’s a problem.

Don’t get me wrong, I think internal promotion and giving people a career path is fantastic! Study after study has shown how important professional development and career growth are to retaining talent, especially younger generations. The point isn’t to say we should stop promoting people internally, but I think that people should be interviewed, even internally, when receiving a promotion.  

I can hear your comments now. “I shouldn’t have to interview for a position I’ve already earned” … “Interviewing for a promotion is just an extra hoop to jump through” … “I hate interviewing! If they make me interview, I’m going to tank and lose out on this opportunity.” I get it and I think your concerns are valid and should be considered as these processes and policies are implemented. But what you don’t realize is that the organization is doing you a disservice by not interviewing you for the role. Hear me out.

In my role, I’ve had an opportunity to help people move from one organization to another. Whether that’s hiring them into my team or coaching them through their job search process. One of the biggest challenges I’ve seen from people is their inability to articulate their value in an interview. “Why should we hire you.” It’s a common enough question but so many people swing-and-miss on this question and it’s such a critical answer for you to nail!

I’ve heard plenty of people mention how they are self-starters, self-learners, quick learners, self-motivated, team players, great communicators, etc, etc. These are likely all true and possibly valuable. However, why would I hire you, a self-starter who loves to collaborate, over someone else that expresses the same thing? There needs to be more definition, a finer point, or a better way to communicate your value.

And here is where interviewing for internal roles comes in.

When organizations interview for internal roles, it gives you the opportunity to practice articulating the “why me” answer. It gives you the chance to self-assess and look for the core nuggets of why you’ve been successful and then how to articulate that to other people.

There will be a temptation to simply point toward the projects you’ve run well or the team that has grown under you. The problem is that those examples don’t get to the core of your value add. Great, you ran a project well, but what was it about your skillset and unique ability that allowed you to do that? You’ve got to dig deeper and articulate something specific and unique.

So how do we do this and what does it look like? I’m so glad you asked!

You think you work well in team environments and that is a reason someone should promote you or possibly hire you. But when is that true and when has it not been true? Do you work best when teams are made up of certain people or in certain environments? So you refine your answer to “I’m a great team player with people who love to dream and cast vision”, but why is that true? What is it about working with them that you enjoy and that makes you so valuable in that environment? You refine further. “I love working in a team environment with people that cast vision and dream well because I don’t do those things well.” We’re getting closer but we don’t want to end on a negative. Plus, we need to go one level deeper. So instead of saying “I’m a great team player” you can say “I work well in team environments with individuals that cast vision well. I’ve found that my skill is in taking someone else’s vision and making it a reality. I love refining and executing big picture thinking and I work well in environments that include that.” You don’t just work well in team environments, you’re an executor and refiner!

For myself, I could just say “I’m curious and I like to ask questions”, and that might be a bit unique but it’s far short of what it could be. My answer is “I’m incredibly curious and love to ask questions. I’m very comfortable being the dumbest person in the room and asking the questions that everyone thinks but no one wants to ask. My questions typically help teams investigate assumptions and norms to ensure everyone is aligned and on the same page before moving forward. Simply put, you should hire me because my curiosity can help your organization improve communication and move faster by uncovering the unanswered questions.”

This type of self-assessment and ability to articulate your unique value can lead to greater confidence and impact, even in your current organization. When you don’t interview for internal roles and promotions you miss out on the opportunity to assess why you’ve been successful, find a way to articulate that and practice your answer well before trying to land that dream job, possibly at another organization.

Whether you’ve been with an organization for 2 years or 20 years, do yourself a favor and practice your answer to “Why should I hire you”, your next career move may just depend upon it!

At Call Design we believe that employees have the right to be happy, engaged, fulfilled, and aligned at work. Part of finding fulfillment at work includes knowing what you’re good at and what you love to work on. If you’d like help discovering your unique skills or being able to articulate them, please reach out and let us know. One of our coaches would love to work with you and help you find fulfillment at work!

Mastering the Contact Center Landscape with Bill Brooks

Call Design on August 23, 2023

Picture this: a seasoned virtuoso of customer engagement, sharing his insights and experiences like an old friend swapping stories. In this casual conversation between Dan Smitley and Bill Brooks, we’ll uncover the essence of Bill’s expertise and why he’s a sought-after consultant for all things contact centers. From unraveling industry challenges to charting the unexplored territories of AI, get ready to gain insights into the mind of a maestro who orchestrates exceptional customer experiences.

Dan Smitley: Bill, your journey in the realm of contact centers is quite remarkable. Could you share a glimpse of how you found your way into becoming a respected contact center expert?

Bill Brooks: Thanks, Dan. My journey began with a genuine interest in working with people and being part of a team. This has evolved into creating high performance teams, both in sport and in business across the globe, where one of the key learnings was the significance of effective communication. From the business perspective, as I ventured into the Contact Center world, I saw the potential to enhance customer experiences by putting the customer at the forefront of every interaction, while creating an environment for each Contact Center team I led, to delight the customer at every interaction. Why delight? Because if one just satisfies the customer, there is still the chance they may take their business elsewhere, but if one does that little bit extra, the risk of that customer taking their business elsewhere is minimized and further loyalty is built into that relationship.

Dan: You’ve recently started working with Call Design. I’m curious, why us? You could be working with a lot of other vendors and contact center groups, why did you want to work with Call Design?

Bill: There are three reasons. First, being from Australia, I’ve known about Call Design for many years and it’s always been associated with excellence in the area of WFM Second, Mark Uren is a good friend of mine and we’ve worked before in a previous organization. I didn’t want to miss out on an opportunity to work with him again. And third, as I started interacting with the people of Call Design North America, I realized there was something special there. I wanted a chance to work with people that loved their job, helping their customers, and supporting each other.

Dan: Well we’re glad to have you! Call Design focuses on solving contact center challenges. From your perspective, what are some of the primary challenges that contact centers are facing right now?

Bill: I see a lot of challenges, but if I were to pinpoint a few, I’d say retaining and recruiting the right talent is a recurring theme. People are at the core of contact centers, and ensuring a loyal, capable and engaged team is vital. The fundamentals of customer interaction haven’t changed significantly in decades – it’s still about getting, keeping, and building loyalty with customers through a Contact Center’s agents. While this has stayed consistent for decades now, I’d also mention that I feel that we’re now at an inflection point with the use and potential use of AI in contact centers.

Dan: AI does seem to come up in A LOT of webinars, case studies, and articles recently. Why do you feel like it’s such a critical moment for AI in contact centers?

Bill: AI is having its moment because of the changes we’ve seen in its modeling over the past 6-9 months. AI has been around for a long time, but only recently have Large Language Models allowed for a new form of conversational and then generative AI to take shape. When I started seeing the generative AI tools come to the market I, like many other veterans, immediately saw the impact it was going to have on contact centers.

Dan: So does that mean we all just need to “sprinkle a little bit of AI” on our contact centers?

Bill: AI is a double-edged sword, Dan. It’s seen as both a challenge and an opportunity. Many consider it a panacea, but there’s a caveat – AI is still relatively new. I’ve been in the field long enough to understand that expertise takes time to develop. It’s more than just deploying a chatbot; it’s about having a strategic vision for how AI can enhance customer interactions. That’s where I come in, helping businesses identify the right AI solutions and weaving them into their strategies then assisting them to execute such strategies.

Dan: You’ve witnessed the evolution of contact centers. How would you describe this transformation, and where does AI fit into this narrative?

Bill: It’s been quite the journey. Contact centers have shifted from transactional hubs to interaction hubs. AI plays a pivotal role by automating routine tasks, allowing agents to focus on building authentic connections. It’s akin to the transition from feather pens to typewriters, but on a larger scale, all aimed at enriching customer interactions.

Dan: Alright, let’s shift gears for a second. Organizations seek your guidance as a consultant. What makes you an invaluable asset for contact centers?

Bill: My track record speaks for itself. I’ve been a part of major transformations and I leave behind a legacy of loyal, well-trained and skilled high-performing teams. My experience is more than just implementing solutions; it’s about nurturing relationships, fostering teamwork, and ultimately delivering sustained excellence. Whether it’s navigating complex challenges or driving growth, I bring a unique blend of leadership and practical insights.

Dan: Your insights and perspectives are enlightening, Bill. What future prospects are you excited about, and how do you envision your role evolving in the ever-changing contact center landscape?

Bill: Dan, the future holds endless possibilities. Working with Call Design excites me—the people here are skilled and focused, and the company’s future is promising. I see my role evolving into a mentorship and guidance capacity, helping businesses thrive by navigating dynamic changes and delivering unparalleled customer experiences.

Bill Brooks brings a unique blend of leadership and human connection to the world of contact centers. As a consultant, his ability to navigate the evolving landscape while fostering teamwork sets him apart. With Bill’s guidance, businesses can look forward to a future where each interaction is an opportunity to make a lasting impact.

Curious to learn more about Bill Brooks and his transformative consulting abilities? Connect with us today to discover how he can elevate your organization’s contact center operations to new heights.

Beyond the Headset: Discovering Personal Growth in the Call Center

Rosy Barerra on June 7, 2023

When I entered this world, I didn’t scream out of joy, exclaiming, “I am on Earth! I cannot wait to grow  up and get hired in a call center, wearing my headset, and listening to customers complaining!” No, that  was not the grand vision I had for my future. After all, who dreams of working in a call center when they  are born? It seemed more like a practical choice, a means to earn a living while pursuing my university  education. Little did I know that this seemingly temporary job would lead me down the path of self discovery and personal growth. 

To be honest, I never loved calling people and collecting debts. I thought to myself, “I cannot do this for  longer than a year.” Yet, fate had other plans for me, and I ended up working in that role for one and a  half years. However, an unexpected opportunity emerged—a chance to become a dialer supervisor in a  bank. 

With no prior background in technology, all I knew was how to adjust parameters in the dialer software. However, I possessed a wealth of knowledge about translating collection operation requirements into  dialer system configurations, and that’s what landed me the job. It was my first formal experience in a  leadership role, overseeing a small team consisting of a morning analyst and an afternoon analyst. The  only foundation I had in leadership was the theory I had learned in school.

At that point, I never had the luxury of pondering whether this was what I truly wanted or if it brought  me happiness. I simply knew that I had to work to support my studies. Looking back, I can’t even recall  how I managed to convince my boss to give me a part-time job that would accommodate my evening  classes. However, I had clear goals in life, and somehow things fell into place. 

As time passed, I found myself needing to acquire more technical skills. I delved into areas like servers,  Linux, and telephony. Suddenly, just four semesters before completing my International Affairs degree, I  made a drastic career shift and embarked on a journey in Computer Systems Administration. 

I continued to climb the professional ladder in the call center industry and eventually became a  Collections Manager. Throughout this journey, I learned an abundance of skills, ranging from MIS and  database management to leadership and business acumen. With 300 representatives under my wing,  along with 10 team leaders and two supervisors, I can confidently say that I learned more during that  time than in my entire academic experience. 

However, a restructuring in the bank led to my departure, and I found myself starting anew in a Business  Process Outsourcing (BPO) firm. After a year in that position, stress began to consume me, and without a  clear plan, I made the bold decision to quit. 

It was during this uncertain phase that an unexpected conversation on MS Messenger (yes, I am old fashioned) with an engineer-turned-friend from the bank opened up a contracting opportunity for me at  Aspect Software. As a business application consultant specializing in dialer systems, I embarked on a  journey that exposed me to diverse cultures, countries, and invaluable perspectives on call center 

operations. From Canada to Argentina, the UK to the Philippines, I traveled the world, soaking up  knowledge and embracing different ways of doing things. 

After a while, another bank offered me a role to establish their Capacity and Contact Management  department for LATAM and Spain. I spent a year and a half there before succumbing to stress once again.  It was at this point that everything clicked. I realized that I didn’t need to confine myself to the  traditional corporate world to find fulfillment. It was the first time I sat down, had a conversation with  myself, and truly listened to my body, my intuition, and my heart. 

I discovered that I am a people person, someone who thrives on interactions and sharing knowledge.  The happiness I derived from seeing others flourish based on the wisdom I could impart was  immeasurable. People I had worked with, coached, or mentored would reach out on social media to  express how their experiences with me had propelled them toward their desired paths. Simply put, I realized I love helping people succeed. 

This realization, and my career journey, is now why I am with Call Design. It’s been a year since I joined  them, and it has felt like home since Day 1. It’s such a joy to not only work with amazing call center  experts, but to find people that also love helping people succeed. It’s refreshing to hear them put the  goals of the customer above our own and to make sure we are different than any other company our  customers work with. When your passion to help other people matches the passion of your company…  well let’s just say it’s pretty special.

It took nearly 30 years for me to reach this point, and now I am on a personal mission to spread the word  about the importance of finding your true calling and finding people to do it with. It’s so important to do something that makes your heartbeat and waking up every morning with a sense of purpose is  invaluable. Trust me when I say that you can find your calling in a contact center or anywhere else. Your  journey may seem odd, or disconnected, but it can pay off to take the time to have a conversation with  yourself, listen to your intuition, and flow with it. Your mind, spirit, body, and loved ones will be eternally  grateful when you find your calling and your people.

– Rosy Barrera

Investing in Your future: How WFM Analysts Can Advance Their Careers

Call Design on April 28, 2023

As a WFM analyst, you play a crucial role in managing and optimizing the performance of your contact center. You’re responsible for forecasting, scheduling, and real-time monitoring, among dozens of other tasks that fall into your lap. But have you ever stopped to ask yourself whether you’re reaching your full potential in this role? Are you taking advantage of opportunities for growth and development?

It’s easy to get caught up in the day-to-day tasks of WFM and lose sight of the bigger picture. But investing in your own development is essential for achieving long-term success in your career. Not only will it help you perform better in your current role, but it will also position you for future opportunities within the organization.

So, how can you ensure that you’re reaching your full potential as a WFM analyst? Here are a few tips:

1. Set goals for yourself

It’s important to have clear goals for what you want to achieve in your role as a WFM analyst. This could include improving your forecasting accuracy, mastering new software tools, or taking on additional responsibilities. By setting goals, you’ll have a roadmap for your development and a clear sense of progress.

2. Seek out training and development opportunities

There are many training and development opportunities available for WFM analysts, both within your organization and outside of it. Look for workshops, webinars, and courses that can help you improve your skills and stay up-to-date with the latest trends and best practices in WFM. Don’t be afraid to ask your manager or HR department for support in finding and funding these opportunities.

3. Build relationships with other WFM professionals

Networking with other WFM professionals can be a great way to learn from others and expand your knowledge and skills. Attend industry events and conferences, participate in online forums and groups, and connect with other WFM analysts on LinkedIn. Building these relationships can also help you stay on top of new job opportunities within the industry.

4. Take on new challenges

If you feel like you’ve hit a plateau in your current role, look for opportunities to take on new challenges and responsibilities. This could include volunteering for cross-functional projects, leading a new initiative within your team, or taking on a temporary assignment in another department. By stretching yourself and taking on new challenges, you’ll continue to grow and develop as a WFM analyst.


At Call Design, we believe that employees have the right to be happy, engaged, fulfilled, and aligned at work. Part of achieving this is through professional development. As a WFM analyst, you play a critical role in the success of your contact center, and investing in your own development is essential for achieving long-term success. If you’re interested in learning more about how Call Design can support your development in WFM, please reach out!

– Dan Smitley

Leading with Empathy: Showing Your Servant Leadership Style in the Interview Process

Call Design on April 21, 2023

Interviewing can be a nerve-wracking experience for candidates, but have you ever considered how you as the interviewer can make the process more comfortable and positive? As a leader, you have the power to demonstrate your values even during the hiring process. By serving and supporting the interviewee, you can communicate your qualities as a servant leader and ensure a more productive, respectful interview. Here are a few strategies for serving potential hires:

1. Help them reset in an interview

Interviews can be incredibly stressful for people and that stress can turn into an anxious spiral of death. Becoming more and more flustered as they can’t think of an answer, they’re confident they’re bombing the interview, and they’re pretty sure you can see they’re sweating through their shirt even through the fuzzy Teams connection. As a servant leader try to help them out by changing course, allowing them to settle in, and know it’s a safe place.

In one interview I was chatting with someone that had been distracted by their roommate coming in unexpectedly. They weren’t sure if they should get up to close the door or stay on camera. Also, their line of thinking was interrupted and they were clearly starting to spiral. Unable to answer my questions and re-center on the topic. To help them out I shifted to questions they knew backward and forwards. 

“You mentioned that you had some cats. How many? What kinds? What are their names? How old?”

This allowed the interviewee to get out of their anxiety spiral and into a space that they knew and loved, their cats! After a few minutes of small talk, we jumped back into the questions related to the job and the company. However, this quick detour helped because:

A) it created a safe space for them to reset and refocus on the interview

B) it showed them the type of boss I would be (one that asks hard questions but also cares about your cats)

Note, I didn’t change my questions or make them easier because they had started to spiral. I didn’t lower the bar for the interview to be successful. However, I was able to create an environment that signaled the interviewee was safe here and that I wanted them to be successful. Being able to serve them, even in an interview, helps them understand the type of boss I am and what they are getting themselves into by working with me. 

2. Connect them with other opportunities in the organization

I’ve interviewed multiple people that blew me away. They had strong experience, excellent answers, and clearly understood the vision of the organization. The only problem is that they weren’t right for my team. Maybe their experience didn’t match what I needed or their answers indicated they were looking for a more senior role. In these situations you can serve them by connecting them to other leaders and roles in the organization.

Oh, and be honest about where you’re at with them. I’ve said, more than once, “I don’t want to hire you but I do want to work with you!” Let them know why your role isn’t the right fit but how you are going to try and find another way for them to join the organization.

3. Provide genuine and honest feedback after or even during the interview

As someone that has done his fair share of being interviewed, I know how frustrating it can be to feel like you’ve aced the interview only to hear “There were many qualified candidates…” You wish the company well on their search and ask for any feedback they have on how you could have positioned yourself better, and then crickets. Not one ounce of feedback. I’ve even had companies tell me that they aren’t allowed to provide that information.

One more way you can serve people before they join your team is by helping them improve their interviewing skills and answers. 

One of my favorite questions to ask is simply “Why should I hire you?” The whole interview can feel a bit like a sales pitch at times but this one makes it super crystal clear “Alright, give me your best pitch.” What I’m looking for is how well do they know themselves and their unique value add. I’m less interested in their specific brand or value add and more interested in their self-awareness. On more than a few occasions I’ve gotten the cliché “because I’m a hard worker… quick learned… self-starter… eager to learn…” and while all of those may be true I tend to think they are giving me the answer that they think I want.

In some situations, I’ve tried to coach them away from those answers. Helping them see that their wide background is a huge asset as it allows them to understand the language of many teams around us and be a critical collaborator for the team. Or that they may be inexperienced but they have intentionally and strategically built a strong network that they can tap into at any time. “I may not always know the answer to your questions, but I’m confident that I have someone in my network that I can tap that would know. By hiring me you are getting someone that is eager to learn, open to coaching, and has years of knowledge at my disposal through my network.”

Lastly and most obviously, if someone reaches out asking for feedback, actually give them some! For people that I thought would handle it well I’ve even given them the notes from the interview. Helping them see what I was thinking during the interview and the answer to ultimately why I didn’t extend them an offer. You have to be careful here because some of the notes can be a bit too honest for people and you may want to edit based on how well you know the person. In the end, though, providing any feedback will go a long way and is a small way for you to serve them.

Being a servant leader during the interview process can go a long way in creating a positive candidate experience and signaling the values of your organization. By helping potential hires reset, connecting them with other opportunities, and providing honest feedback, you can serve them even before they join your team. So, the next time you’re conducting an interview, remember to approach it with a servant leadership mindset and see how it can benefit both the candidate and your organization.

If you’re inspired to become a servant leader and create a work environment that is happy, engaged, fulfilled, and aligned, then Call Design North America is here to help. We believe that every employee deserves to have a meaningful and enjoyable work experience, and we can offer you practical tips and advice on how to achieve that. Contact us today to learn more about how we can partner with you to create a workplace where everyone can thrive.

– Dan Smitley

Breaking Down Barriers: How AI is Empowering Neurodivergent Individuals in the Workplace

Call Design on March 31, 2023

Let me start by saying I’m no diversity expert, neurodivergent or otherwise. I own the fact that most of my experience comes from a position of the majority in America. White, male, heterosexual, cisgender, Christian, middle class, etc, etc. But I try to keep an open mind, eye, and ear to those different around me. I understand that they view problems differently than I do and can help me create a more holistic solution to issues (check out a recent Call Design blog about the importance of difference). I also realize that I can grow by trying to understand the perspectives of those different from me, which is exactly what happened when I recently hired a forecasting analyst with autism. Through my relationship with her, she has opened my eyes to the incredible value of AI and especially generative AI (ChatGPT, Google’s Bard, Bing Chat) for those that are neurodivergent and how it can help them function with more comfort, safety, and confidence in the workplace.

1 – One of the biggest impacts is communication. Platforms like ChatGPT can provide amazing translation services between people that think and function differently.

1a. Conversations, whether verbal or written, can be challenging for people that think differently than you do. The way that people off the spectrum connect dots is different than those on the spectrum. Generative AI allows people the opportunity to take emails or requests and translate them in a way that can make sense. “What is this person asking me to do” *paste copied email*. This option can empower them to not only execute their work quicker but reduces the anxiety that comes with asking someone to clarify for the second, fourth, or eighth time.

1b. Sometimes communication is easier with math. It’s straightforward and logical, and it avoids all of the nuances of communication. “This number has gone up because it’s bigger than what it was last month.” Even for people without communication challenges, such as myself, explaining how a calculation works can be confusing, even for the person that wrote it. “I know it works but give me a few minutes to try and explain it.” Generative AI can take a calculation and explain it in a common language for other people to understand. It can also expand upon data analysis and provide a storytelling approach to better relay and explain the importance of the data.

1c. We all know that generative AI can write emails and blogs (maybe it even helped with this blog!?!), but did you know that it can also remember your tone of voice? Often people with autism might miss or forget small nuances that soften requests in emails. So their emails may come across as blunt, harsh, or at worst, confrontational. Using AI to create their emails is an easy win, but it can feel inauthentic to use language and a tone of voice so different from their own. This is where teaching AI how to write for them comes in handy. It allows them a way to communicate with facts, statements, and logic that is comfortable for them but softened in a way that makes it easier for the end user to consume and interact with.

2 – AI is already impacting daily life for neurodivergent people in amazing ways.

2a. Neurodivergent doesn’t just mean autistic people, it also includes people with ADHD. ADHD makes it difficult for many people to remember tasks or stay on schedule. My wife (who has ADHD) is notorious for running late, hyper-focusing on something and then not finishing it, and getting lost in the story she’s telling someone. AI is already helping these individuals by allowing them to simply say “remember X appointment” or “remind me of so-and-so’s birthday”. The ability to simply say it out loud is huge. Because the calendar app might just be a few clicks away, but there are dozens of distractions on their phones waiting to trip them up from putting their next appointment into their schedule.

2b. AI can provide some basic companionship without the fear of judgment. Social interactions can be exceptionally triggering for some and the ability to have a conversation with a bot can allow them an element of companionship with minimal anxiety. This isn’t to say that I believe bots can replace humans but they can remove a small element of loneliness in a way that minimizes fear and stress. AI can also help them improve their communication skills by allowing them to practice interpreting someone’s communication and responding with an appropriate and logical next statement. That back and forth can be taxing but like with building muscle, with repeated practice it can get easier.

3 – AI will continue to evolve and provide additional help that may not be here yet. 

3a. Learning and remembering information is often a challenge for neurodivergent people. When you think differently, you’re likely going to learn differently as well. AI can help with this by providing personalized learning to both their learning style and ability. Personalized learning increases the chance for retention and use of information, regardless of personal limitations or challenges. However, for people with autism, this type of learning could greatly increase their ability to contribute to a professional environment and grow their career.

3b. I can also see where AI will eventually provide an on-screen explanation of when someone is getting frustrated, using sarcasm, or other communication cues that can be difficult for people with autism to pick up on. This real-time translation will empower people to pivot their conversation for greater effectiveness with their audience. AI will also be able to read the body language of people on video and help someone know when the audience is actively engaged or losing interest because they are fidgeting a lot or looking away from their monitor. These efforts will benefit everyone but will have a particularly positive impact on those that naturally are challenged with social cues and reading body language.

We still have a lot to learn about generative AI and we are only starting to see the beginnings of how it’s going to change our world. However, I am incredibly excited about how it’s already making a positive impact, especially for those that are neurodivergent. I know we may take a few steps back as we walk down the AI road, but I’m hopeful that platforms like Bard and chatGPT will only increase our ability to include people of differing backgrounds and perspectives and make them feel like they belong.


At Call Design we believe employees have the right to be Happy, Engaged, Fulfilled, and Aligned at work and that has to include intentional use of technology to bring in diverse voices. Reach out to us today if you’re interested in learning how you can build a similar culture for your contact center!

– Dan Smitley

How to Promote Accountability in Your Contact Center

Call Design on March 3, 2023

Accountability is the backbone of quality customer service. When your contact center agents take ownership for their work, they provide higher quality interactions with their customer base. But how can leaders promote accountability within their organization. This article will give you some actionable tips. 

3 Tips to Help You Jump From Manager to Director

Call Design on January 18, 2023

Throughout my career I’ve had the opportunity to lead and network with some amazing individuals and from time to time they have asked what it takes to move from Manager to Director. I think it’s one of the hardest transitions.

I’ve seen plenty of individual contributors get promoted to managers, not because they are solid leaders but because they are great contributors. They know what buttons to push, what processes to work through, and how to execute the role. Because of this, they see their value add to the organization in doing and executing vs. delegating or casting vision and this makes the transition into a director-level role incredibly challenging.

At a director level, or above, you need to be more comfortable delegating than doing. More comfortable making decisions than giving proposals, or possibly casting vision vs. following a direction. That isn’t to say those other skills aren’t still valuable and an important role in any job. However, the priority of these skills pivots and suddenly decision making > giving proposals, for example.

Here are a few tips that I’ve given to people looking to make the jump from Manager to Director.

One: Serve Your Team

The most important thing you need to know about leadership is that your primary job is to serve your team. Period. Bottom line. Notice that I didn’t say “directing is that your primary job…” or “managing” or even “holding people accountable…”. This can be applied at all levels, even as a manager, but the point is that you are there to serve. 

What does that look like? It means keeping them informed of the larger trends in the organization they might not be aware of. Helping them see how their efforts are connected to the larger picture and the wins of the organization. Protecting them from outside forces that are toxic or counter-cultural to what you’re trying to achieve. Serving your team means that you realize they don’t work for you but you work for them and that means their success is more important than your own.

A boss helping his worker with an issue on the computer.

Two: Ask Questions and Listen

One of the greatest mistakes that new directors can make is thinking that they now need to have all the answers. People are coming to them to make decisions, and as I already highlighted decision making > giving proposals. Decision making is important but the best way to make decisions is to not just assume you have the right perfect answer out of the gate. 

As a leader and director, you need to make sure you’re asking questions and lots of them. You likely aren’t in the weeds like you used to be and you also have a limited purview, we all do. So you need to take two steps 1) ask questions and 2) actually listen. Don’t listen to confirm your original answer. Don’t listen to poke holes and show weaknesses in the answers given. Listen to understand and see the issue from another person’s perspective. You likely know your perspective backward and forwards, but you need to do the heavy lifting of trying to see from another person’s perspective. That only happens when we get comfortable asking questions and then actually listening.

Three: Pull Your Head Up

As an individual contributor, and as a manager, you likely added value by looking down. Looking at your particular job and executing it well. Looking in on your team and meeting the needs of your direct reports. As a director though, you need to pull your head up and look around. This isn’t to say you stop paying attention to your team (see above about serving and listening!), but as a director you need to stop only looking at your team and consider the larger lay of the land. 

You need to lift your head up and see how your team is interacting with other teams and how they are perceived amongst those teams. You need to lift your head up and see where you and your team sit in your field. Are you on the cutting edge or way behind, or do you even have access to what others are doing in your field? You need to lift your head up and try to understand where your team, organization, and field are going. What’s up next and how are you and your team going to get there? As a director you need to get comfortable casting vision and to do that you need to be looking towards a horizon, not at the details of the ground in front of you.

Moving from a manager to a director is hard. It’s a large pivot, that requires new skills, especially if leadership wasn’t a focus in your manager role. However, if you realize that what made you successful as a manager won’t make you successful as a director, then you are taking the first steps to jump to director!

– Dan Smitley

What are the 2 golden rules of customer experience?

calldesignapi on September 21, 2022

Positive customer experiences are critical to cultivating a loyal following for your business. What are the key areas contact centers should be focusing on to create the best possible experience for their customers? Let’s take a look at the two golden rules and how Call Design can help.