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Module Four Journal Michele Allen Business Department Business 210: Managing/Leading in Business Prof. Zina Hampton November 22nd, 2020

From 2017 to 2019 I worked for a call center called Ttech, formerly TeleTech. Their mission statement is “Accelerate growth by simplifying and personalizing interactions that build deep engagement between people and brands.” Their vision statement is “Leading the world's most respected organizations to create and grow emotionally connected, valuable, lasting relationships.” During my time there I rarely saw the mission or vision statements being used. When I was an agent there was little to no personalization on calls, even though the client wanted us to build rapport with the customers. Management turned most of the call into scripts. When I was promoted to Quality Assurance, I would have Zoom meetings with other Quality Assurance representatives from other outsourced call centers as well as client owned call centers. It was during those calls I would pick up on things that should be done on calls and how situations should be handled. When I would bring it up to leadership what I learned and what would help with our metrics (we were the bottom performing call center out of 21 locations) I was told “That is not how it is done here” and “It’s all politics.” I always wondered how is it politics if the client is telling you what they want but you are refusing to do it which turns into the client threating to pull contract? The Ttech values are “Lead every day. Do the right thing. Seek first to understand. Act as one. Reach for amazing. Live life passionately.” These were also rarely displayed by management. Management should show their leadership by answering questions the agents have for them, or at least finding out the answer. Most of the management would tell agents they are too busy to help or they did not know the answer without offering to find out for them, this also shows the lacking of seek first to understand. As you can see from earlier, the right thing was not done by leadership either. By not handling the calls as how the client wanted them handled, Ttec did not do right by the client. Each member of management was only looking out for themselves

instead of looking to raise the site as a whole. If someone on another team was needing help but their manager was away for a moment, most other managers would not help them out. The organizational culture did not reflect the mission, vision, or values at all. This left a terribly negative feeling with the representatives. People felt there was favoritism when people received promotions that did not really qualify. Representatives that were in the top 10 for metrics were seeing people in the bottom 50 become promoted to management because they schmoozed the leadership instead of working hard. This made people feel that they were not valued and that they are just a warm body in a seat. When I go over my Big Five Personality Test results again I feel that my leadership skills would have had one of two different impacts, either help change the culture for the better or the culture may have changed my leadership for the worse. When I did display my creativity at work, even just decorating for the holidays, I was told by some of management I was being a showoff. When I would always do extra tasks with out hesitation it started to become expected of me. I was always willing to help fellow representatives with problems on calls but if for some reason I could not help I was belittled. I had many, many representatives tell me that I needed to be a supervisor and they wanted to be on my team. I truly feel that if I had become a supervisor, the other managers would have seen me as a threat to them for the simple reason that the representatives liked and trusted me.

References

Our Values. (n.d.). Retrieved November 20, 2020, from https://www.ttec.com/about-us/ourvalues...