Julia has just completed a spell in retail and it was remarkable how similar the issues she faced were to those I’ve seen in call centres.
Things that “could have gone better”:
I’m sure none of these behaviours represent the corporate culture that is supposed to be in place, but they are there nonetheless, as they will be in countless factories, shops, and call centres all over the UK.
In my last company, there was much talk of up-skilling the 1st line management but it never really worked. The problem is that they need an awful lot of skill to do that job right: They need to manage a wide range of people, adapting their approach and style according to the needs and aspirations of the individuals in the team. Some employees just want beer money, some want to build a new career; they can’t be managed the same way but they usually are. Invariably, the one hoping to build the career is the only who will be handled badly and, when promoted, will maintain the status quo.
What’s the answer? It’s actually quite simple, but terribly bold. In such organisations there are typically some senior people with enlightened management skills earning £70k+ who understand what leadership and service operations are all about. They might be a number of management levels separated from the shop floor with little direct impact. They define training programmes, new initiatives and strategies, but get frustrated at the lack of real progress at customer level.
These people should run stores / call centres. They should be coaching the 1st line managers. They should be teaching people how to lead. Given tight margins it might be necessary to move people around, but I’m certain of a return.
People just don’t get leadership.
