QUESTION 1 (150 words)
FP (Environmentally Friendly Products) is a call centre in the heart of Liverpool which has recently received authorisation to promote and sell energy saving products as part of the Government’s Energy Saving Scheme, Green Deal. EFP is primarily a telemarketing company in which these products are to be sold to the UK public (products such as insulation, heating, solar panels and double glazing), in a bid to reduce energy costs across the nation.
Upon EFP winning authorisation to promote and sell the energy saving products, a much needed organisational restructure was put in place to accommodate the new venture, to ensure that the company had the correct quantity and type of resources available to effectively and successfully operate due to the proposed increase in the volume of business.
Within this restructure, you successfully gained the position of Team Leader of the Outbound Sales Department (OSD), in which you have responsibility of a team of 10 Call Agents. 5 Call Agents within your team were previously your colleagues on the same pay and responsibility scale as you, and 5 Call Agents have been transferred across from other internal EFP departments.
Within your new role you are tasked with not only ensuring that you and your team are meeting the organisation’s goals and objectives, but also with developing yourself and your key leadership and managerial skills, such as understanding how to develop:
an effective working team
trust within your team
your leadership and managerial qualities
your conflict management skills
an effective communication process
your delegation skills
your feedback skills
performance management skills
your motivation skills
The transfer employees have arrived and have been allocated their desks which have been added to the pod of five that were already in place. The five OSD Call Agents that have joined the OSD team have not been integrated into the team effectively – leaving these five Call Agents almost out on a limb.
You have called a team meeting to act as a bit of an ice breaker, and to establish your rules for the team from the word go. As the majority of the team already know you (as you were a part of the same team prior to gaining your new position), they have already developed a working relationship with you; however, they are now your subordinates – so you need to establish a new healthy working relationship with them. On the other hand, there are new members of your team who are unaware of who you are and how you work, so you also need to develop working relationships with these new team members.
Looking into Lewin’s (1939) leadership styles: Autocratic, Democratic and Laissez-Faire;
• What do you think the impact of each style would have on your leadership and the building of a professional relationship with your team?
• Is one leadership style better than the other?
• Do all leadership styles have a place in the working environment?
Question 2 (150 words)
over the course of the first month, your team has started to evolve; the new members are finding their feet (and their place) within the team. As the Team Leader (middle manager) it is your duty to ensure that the team is working effectively together at all times.
The ultimate goal is for the team to reach the Performing stage as depicted by Tuckman’s team development model (1965) – however, at the minute the team seems to be in the Storming phase, having evolved from the polite and positive new working environment of a Forming team.
How, as the Team Leader can you assist in aiding your team to reach the Norming stage (as outlined by Tuckman’s model)? What strategies/ initiatives can be put in place to ensure a quick and smooth transition?
Question 3 (150 words)
Your manager has informed you that a sales system is to be implemented into the organisation, allowing sales processes to be streamlined and access to high-quality sales leads to grow your organisation’s pipeline. It will also enable easier extraction of data from the system which would be analysed for the company’s quarterly budget and business plan as well as for the performance management of each individual OSD agent.
This new system/ process ultimately affects the daily routine of your team and therefore your team needs to be made aware of the protocol, implementation and process immediately.
Thinking about how to best communicate this to your team, so that the message is clearly heard (and not misunderstood), your team has the opportunity to feed back their concerns etc. so that a record/ audit trail is easily identifiable. How would you (as the Team Leader) communicate this new process to your team and why? What could the impact on the team/ team performance be if this message is not effectively communicated?
it has been 3 months now since the new sales system and its processes has been implemented into your team’s daily routine, and you have extracted the data from the new system in terms of lead conversion rates for each of your team members. Unfortunately, one of the new members of your team is not achieving their set lead conversion target from the last quarter.
How (as the Team Leader) would you deliver the feedback on this individual’s performance over the last 3 months? Would you merely discuss the performance of the individual on the basis of the extracted data? Would you call for feedback from their team members on their attitude and ethos in the role as an OSD agent? Would you call for a one-to-one meeting with the individual or write to them officially?
Taking everything into consideration over the past 3 months, what process would you adopt in order to feedback on the performance of this underperforming team member?
our manager has delegated a new project to you, which you have been trying to juggle with your normal daily duties as the OSD Team Leader, but over the past week or so, you have began to feel rather snowed under. You decide to reflect upon your weekly timetable of tasks to see where some work could be alleviated and delegated to your team members, so that you have more time to dedicate to the new project that has come your way.
From the timetable, you have noted that the task of allocating leads could be delegated to members of your team – but now comes the task of who would be best to take on this new responsibility?
Activity: (to be completed as part of your Unit 6 Journal Entry in the Journal Tool)
You draw up a skills matrix of the task and your team members to effectively delegate the duty to the most appropriate person. Looking at the skills matrix for the task of assigning sales leads to each team member, who would be best to take on this new responsibility and why? Why would it not be a good idea to delegate this task to John?
Existing knowledge of assigning leads in the sales system
Fully understands and can operate the sales system
Knowledge and skill in extracting data from the sales system
Knowledge of the type of lead/ source the team members convert
Consistency in converting leads