Leadership skills and motivation

Forty-five call center team coordinators were challenged by the demotivation of many team members, who had been working for several years now performing repetitive tasks with the feeling that they were poorly supported by their managers.

Three different groups were organized according to seniority: each participated in three one-day training events over a six-month period. New technical and self-motivational tools were provided that renewed a sense of belonging and passion for their work. The time lapse between sessions offered participants the opportunity to apply new knowledge and skills in the field and discuss the results at the next session. The course concluded with a final event where the groups were able to share the ideas and knowledge they had learned, not only with each other but also with managers.

Key Actions

Motivation and communication between levels

Adapting the original request for a more motivation management-oriented solution and workshops on difficult cases. Expanding the scope of our intervention increased the effectiveness of our client's investment.

By presenting coordinators' requests to management, participants were able to eliminate communication barriers between levels created by previous circumstances and behaviors.

Once participants felt heard, they dropped their preconceptions about outside trainers. The sense of collaboration encouraged them to share difficult cases, and this enabled them to identify concrete solutions that were put into practice during the training.


1. New tools

Participants were able to convert years of counterproductive behavior by immediately applying tools and techniques that changed the way they handled customers on the phone.

2. Leadership skills

The coordinators, updated and equipped with leadership skills, have achieved results in a relatively short time.

3. Investment

The highly convincing presentation made by the participants to the executives proved that the investment was justified.