Shahdik vajrala

Hi. My name is Shadi. Hi. Myself is Shadi. I'm working as a I have 8 years of experience, um, totally. I work as a team leader in a company called 247. It's an Australian network provider. It's an Optus program. Uh, so my if I talk, in-depth about my role. I started my career as executive, Then, uh, I have a clear vision of what I need to become. So, uh, I was given I was promoted to the roles of executive, senior executive, subject matter expert, um, assistant team leader, and team leader. So in current program Optus, I was a team leader, uh, where, uh, the workflow will be like, uh, managing Australian customers who will be contacting all our messaging platform, Uh, where our team will resolve and handle their queries in real time and get that open PS score. So as a team leader, my role would be to, Set daily targets, real time monitoring, uh, handle escalations, upscale, helping with the upsell techniques, Uh, so that my team and provide coaching and feedback, uh, coaching and and provide coaching and feedback. Uh, so it will help my team continuously in a long run. So, uh, I would be the Managing a team of minimum of 9 people to maximum of 15 people. So I will be taking care of their attendance, uh, leaves, of their incentives, how to guide them to make the money, etcetera.

So if there's a challenge, uh, in a company or an organization, first, we need to see what caused the a challenge. So the challenge will not come just like that. It will be definitely because of multiple contacts where the issue is not resolved, so we need to find out the root cause of this challenge. So we need to dig into the data, with the drivers, what exactly is causing it? So, uh, in our role, uh, in my program, uh, we I used to handle, um, uh, complaints. So where, uh, I used to take the dump, I, uh, from the chat transcript and see what are the main drivers, uh, where we are getting these escalations. So based on that, we will see what is the expert offering the resolution, if it is a right resolution or wrong resolution. Saw based on this stuff, we've been on coaching feedback and coaching will be provided. So by in in case, uh, if it is controllable, so there is something called controllable and noncontrollable, uh, challenges. So noncontrollable will be business, uh, impact where, uh, while we can't do much thing, but we need to highlight 2 clients. However, if it is a controllable thing, think it would be, uh, error or, um, error from the expert or an employee where he failed to address the issue. So at that time, we need to see what can be done, uh, or even take a follow-up if required, uh, to resolve this issue. So usually, uh, if, uh, my role would be here in escalation conversions to join and help the, uh, the query. However, at the same time, the relevant coaching will be provided, what was missed, and how was I able to offer the resolution. So there are, uh, instances where I would take follow-up under

Okay. Coming to sales, uh, so, usually, a sale need to be made, uh, mainly, uh, based on what customer needs. So based on the need, the sale has to be made. If the sale is made just for the benefit of ours, so it won't be uh, a valid sale. So he might come back after a month or 2 months, uh, to return the uh, return the product or cancel or cancel a plan. So there is something called interpersonal skills, uh, where we need to, uh, teach our experts so that they know how to handle rejection, how to, uh, get multi product sales. How to do, uh, upsells? So the main techniques would be, uh, first, you resolve the primary issue uh, and then see, and, uh, keep on probing, uh, if his family or friends are, um, uh, using how the how the product is helping them. So if by chance any of the family members or, uh, with a different company where they're paying high, so we can pitch in our products and, uh, with the relevant, uh, offers, we can retain those customers. So this would be one of the criteria. The second1 would be, uh, where we need to show, uh, the real need for the product. For example, uh, so, uh, a customer, um, find a plan if the customer is always getting late fee charged, uh, and we are offering, uh, and he he doesn't know what to do for to avoid that late fee. So we are offering a plan which comes with direct debit so that, even his primary issue, which is, uh, he's able to avoid the late fees and also the plan is under automatic payments, uh, so the issue will be resolved. So by this, we're resolving his primary concern where we're providing permanent solution toward the late fee uh, and also giving a plan, uh, and upselling him, uh, with the necessary plan he requires.

So coming to, uh, team management. Uh, so you need to see in in in terms of the program goals and, uh, employee goals. Usually, uh, the program calls would be, uh, like, um, giving excellent customer service, uh, handling, uh, getting 0 escalations and getting incentives. So I I used to mostly concentrate on, uh, my coaching, which is the basics for any employee so that he will learn this, uh, interpersonal skills so that, uh, his way of handling the chat, uh, will be developed. Um, he know how to handle an escalation. Uh, he'll be aware of the upselling techniques as well. So if he's aware of the basics, uh, obviously, this will be in line with the program polls. So whenever a metric is passed where the target is hired or lowered, the employee will be aware what to do or how to adapt to the target so that my, um, supportive coaching and incentive type of coaching would definitely, uh, help my team along with this in any organization, uh, an employee, uh, mostly aims for the higher salary. So I used to guide my team and show them money in terms of incentives, uh, so that, they will ultimately, uh, in line with the program goal. And, also, uh, independently, they have a job satisfaction of earning higher amount. So in this way, my team enrollment will be happy, and, uh, and it will help in them for the long run as well.

So if you say, uh, what strategies I would use, It would be, uh, mainly, again, based on the coaching what I am giving. So usually, when I, uh, call for a coaching, So I would first analyze the employee's data. I would first analyze the employee's data before calling him for a coaching. Based on his strength and weaknesses, I would prepare my coaching approach, then, uh, I would send the email before 24 hours so that the employee also will be aware What we'll be discussing without any surprises? So, um, once employee comes, uh, I would be mainly Focusing on coaching in terms of grow model, which will be, uh, what will be the goal, uh, of the discussion, Uh, what would be the options, uh, he'll be having, uh, to reach that goal? Uh, what would be is the what is the, Reality, uh, what is the current position he is in to achieve that goal, and what is the, commitment he is giving to achieve that goal. So this will be a criteria to achieve, uh, the goal. So So in this way, uh, I would, uh, the coaching will be carried on and, uh, whatever the discussion happened will be drafted an email in the, will be documented as an email. So this would be so this email will be marked with the employee as well where you can use the use this, uh, email as a road map so where he know what is the task for the week and the month, and, I can work on the improvement areas. So, uh, so this strong, Effective coaching will definitely help the employee to see what he was trending and what he was after the coaching model. So the documentation, uh, will clearly help, uh, employee to gain self confidence and grow

So in terms of, uh, managing a team or multiple aspects, so, uh, first, I will use to get, Uh, stuck, uh, where how to manage multiple task in a day. So this was a mistake, where I have overcome, um, by delegating the task, so so the task will be delegated mostly based on the team member's strength. So each person will not have same strength and same weaknesses. So based on my team, uh, strength, I would delegate the task so that they will be they will know what has to be done, uh, with the if these tasks are given. So delegating is nothing but they are upscaling themselves and, uh, it will help for their betterment. So for example, uh, for example, let's say, um, my team has to achieve a target of, uh, 5 sales for the day. So, uh, however, uh, it was already mid of the day where we are with 0 sales. So then, uh, what I used to do, I used to run hourly contest and, um, keep on announcing, uh, how much closer we are to the target. Whenever a sale is done, um, appreciation would be, uh, announced in open open platform so that the team will be aware What is the target to achieve? So, uh, these hourly, uh, reminders and appreciation definitely motivate the team, and they know what the goal they are Targeting. So, uh, yeah, at the same time, I used to assign, uh, 2 spokes, mainly who can help real time in terms of service and real time in terms of sales so that there will be no delay in passing the information, getting the sales or the service. So, uh, so if this strategy is followed inaccurately, so the my my team has followed the status, this strategy very rigorously so that they were able to implement it even in absence and, uh, get the results. So So the delegating has definitely

So, definitely, in every team, there will be, uh, similar kind of employee who is not meeting the targets. So at that time, uh, we need to see, what exactly is causing the problem. It might be either a skill issue or will issue. So if it is a, um, skill issue, unnecessary coaching has to be given. If it is a real issue, uh, then, uh, first, we need to invest our time to know what is happening, uh, in the employee life. So if he's okay to share his personal things, we need to invest our time and, uh, spend time with him what is bothering him. Then, uh, we need to this has to be, uh, completely discussed in a closed, uh, form it so that, uh, employee will be will understand, uh, my team leader is giving his time to help him. So then, uh, we need to set a smart goal, uh, to show him the way, what what how he can achieve overcome the burden, and what will be the result if he's achieving this, um, goal. So definitely if in a month, uh, he's able to achieve this goal, definitely it would motivate him. It. So and this will not come just like that. We need to follow it, uh, follow-up on the given call fortnightly or monthly it so that we will know what, uh, what the employee has done from the beginning, what he what style he has changed to achieve that goal. So if if he was able to get the that approach rightly, uh, definitely, he can sustaining the organization, uh, whenever a challenges come based on the, uh, strength he had. So that would be my approach.

So when it comes to sales target, definitely, yes, there will be a a ample amount of pressure on the team members, on the management, and my team as well. So what, uh, what are the techniques I used to do is, um, if I for example, I had a team of 9 members, So there will be, uh, top sellers, around 3 top sellers, and, uh, who are moderate sellers, around, uh, 5 and 3 will not be good with the sale. They're only good with the service. So at that time, what I used to do, If in a current month, uh, 3 people has not achieved any sales, uh, who are trending with 0 sales, so next month. And they'll, uh, maybe, uh, I would concentrate on these 3 people first with a 0 seller so that in the 1st week of next month, I would show their sole sales numbers. So, uh, they will be confident of, uh, what need to be done for the remaining month. If they can achieve, The, uh, 1st sale in the 1st week, definitely, it will boost their confidence. And the 2nd technique would be, uh, I would align, um, uh, dedicated spokes who are the top sellers. I would Make them to sit with them or read chats or have chat within sessions so that they will know other techniques what the top sellers are using so that they can correct, uh, they can learn the effective probing questions. So, uh, the This is nothing but, uh, uh, Pareto analysis where if you can concentrate on the, uh, 20% of the people who are damaging In the team or impacting the team, definitely, this will bring the higher results than the 80% of the crowd because the 80% is already performing team, And we just I as I think you I just need to show them the way, uh, how to achieve this goal.

So yeah. So if, uh, for example, uh, I will take a team member, uh, in my team itself, where, uh, he has the ample amount of experience. Uh, he was a technical expert. He has in and out of the knowledge. However, he had a real issue where, uh, he was not concentrating on the, uh, program calls. So I had a session with him to know what is happening exactly. So, um, first, I tried to address the issue to help him, What is causing the issue and how he can over commit? Then a smart goal is set for him to see if what is his, uh, commitment for that goal. Then he started, um, uh, coming daily to work, uh, based on the goal I have given, and he he used to show the interest and, uh, also is to approach me, uh, how to achieve the goal, and how far he is to achieve the goal. So his mindset has, Somewhat changed it from, uh, absent minded to goal oriented mindset so that he know what is he coming for. Then, uh, along with this, I used to appreciate, uh, whatever the numbers he used to give. Even if he's not giving the numbers on the day, I would I used to take a a conversation, and I use it to share it as a email to my team to see how well he has handled the conversation, so that that will definitely motivate the team member. So whenever a survey is triggered, positive survey, it will be shared in open platform and appreciation will be given. So these, uh, little things will definitely help the employee to get motivated. So another technique would be, um, again, So they will not know, uh, the path they have to choose to achieve the goal. So at this time, Uh, the effective, uh, probing will help. So what is what is the goal he's trying to go after? Uh, how long he need to achieve the goal? So if he is following a pattern to achieve the goal, was it successful or not? If it is successful, I would tell him to follow the same thing with unsuccessful. I would Show him the way why it was unsuccessful. So he will align to a new method to see if this is helping or not. So ultimately, if he sees a little, um, incentives in the next Month, that will definitely change his mindset and, uh, get the technique how to crack the sales and give service to customers, uh, which would, uh, which will be a, uh, primary role of in the customer, uh, service role.

So, Uh, in terms of sales, uh, I used to follow a strategy where, uh, in my Excel, I used to, um, you know, I have a prototype, uh, which is a dummy tool Where, uh, if an employee so for example, for a a month, I employee need to achieve 10 sales, and, he would get this much of amount and there will be a compliance score, uh, which are the metrics checklist, uh, has to be followed to be eligible for this incentives. So I used to follow a Pattern or a, uh, sorry. It would be a tool where after 10 days, so I would approximately see how many sales the employee has done, what is his Compliance score, and what is the expected amount, and how many more sales he need to do to achieve the incentives? Uh, there will be slaps and incentives. Something called, uh, if a employee do from, uh, 1 to 5 sales, he will get certain amount. If you do 5 to 10 sales, certain amount. If we have 10 to 15, there will be certain amount. So based on the, uh, employee's run rate, I used to give, uh, the targets for the for the day for the days so that, uh, the employee will be aware what he is chasing and what he can expect, uh, approximate amount in the next month. So this tool has definitely helped me, um, to show employees money upfront So they would, uh, uh, fix the target in their mind what has to be achieved to get that incentives.

Uh, rapport building with the team is different is, uh, is a definite s for me because, uh, in any organization, uh, mentoring has to be there. So it will not just only come with the sales, product, service, uh, or just instructing. We just have to invest our time to know what is our, uh, team strength and what is our weaknesses. So, what I used to do is, um, just like that. So as a team leader, I would have heavy tasks, uh, too many, uh, tasks for a day. So what I used to do, I used to be prepared, uh, with my task so that whenever an uh, add on or, um, ad hoc task is added in my to do list. Uh, I used to uh, invest my time there to resolve that issue. So as I'm following you to do to do list here, I know what exact amount of time need to be, uh, given for that task. So whenever, uh, I'm so I used to complete this to do list at half of the shift, so I would use the remaining time to spend with my team and conduct activities, uh, so that it will definitely, uh, boost my team morale. Uh, so they know, uh, it's just not only a numbers game in an organization. The people also value for them. And along with this, I would know what are their interests based on their, uh, education, where I used to guide them in terms of IJPs so that they can apply to higher positions and, uh, benefit themselves. So this, uh, approach to invest time and get better results will definitely motivate the team so that, uh, they will be keen to learn new things from me and even teach to, uh, other team members as well.