Call Center Energy Management Motivation 
Let's Grow Leaders
JUNE 27, 2013
I felt my energy drain as I drove toward the call center. The center’s results were stagnant– it was time to dig deeper. “Joe,” one of the managers, ran enthusiastically across the parking lot. Joe’s energy ignited [.] Necessary, not fun.
Let's Grow Leaders
JUNE 23, 2014
Shelly (not her real name) was completely frustrated with her team’s call center results. She’d brought in extra training, introduced a clever incentive program, stack ranked and managed the outliers, implemented every best practice she could find, and even invited her boss in for a quick motivational talk.
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Tanveer Naseer
AUGUST 5, 2014
This is a cultural intervention in which leaders seek out a few employees who are already known to be master motivators, adept at inspiring strategic awareness among their colleagues. These master motivators are invited to recommend specific measures that enable better ways of working. But they’re rarely put into practice.
Strategy Driven
JANUARY 9, 2018
It’s worth your time and energy to find ways that help build a collaborative environment. You don’t know what your employees want or what motivates them unless you ask. For example, if you have a call center, try sprucing it up by implementing call center gamification. Ask for their Feedback.
Harvard Business Review
MARCH 12, 2018
At some point, every leader has dealt with a person — or, worse, a group of people — who has lost motivation. In order to get at the crux of the problem, it’s crucial to understand that as humans we want to feel motivated and to find meaning in the things that we do. Brandon Lyon/Getty Images. We feel more alive.
Terry Starbucker
JULY 5, 2015
Those “extras” always stand out – in fact, they typically provide an extra dose of positive energy that makes a huge difference for anyone who comes under their spell. Was this just another of my crazy ideas that would make people shake their heads and question my methods and motives? THIS is what’s missing – more cowbell!
Harvard Business Review
JANUARY 27, 2014
Yet some companies manage to buck these trends. Energized, motivated “Rackers” put in the discretionary effort that creates a superior experience for customers. Instead, senior leaders give supervisors the responsibility and authority to earn the enthusiasm, energy, and creativity that signal deep employee engagement.
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