Roger Lee

Roger Lee
Roger Lee, aka Dr. WFO, is an evangelist for Workforce Optimization and influences the strategic direction for our Qfiniti product suite. He brings 20+ years of industry experience managing contact centers, consulting and selling to contact centers. Roger's broad experience, coupled with an infectious passion for customer care, gives him a distinctive perspective that is always valuable. Roger advocates for balance, regularly touting the necessity for equal focus on people, process, and technology throughout all customer service initiatives.

CCNG with McGraw Hill: Customer Experience & Engagement

artificial intelligence

From the desk of Dr. WFO: Thank you McGraw Hill for hosting the CCNG event on October 29, 2015. Your topics of remote agents and distance learning were well received by all who attended. Many topics were discussed throughout the ½ day session, such as: surveying your customer, agent attrition, millennials, multi-channel and omni-channel experiences. We were a sponsor of the event and as I have mentioned in previous blogs, if you are not currently a member of CCNG, or haven’’t attended a regional CCNG event, I highly encourage and recommend making the time. Contact center supervisors, team leaders, managers, and individual contributors would all benefit from attending. Roger Lee aka Dr. WFO delivering presentation on reducing agent effort By the way, in case you missed it, we recently announced Qfiniti Managed Services, take a look and find out more.

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CCNG Executive Summit: Leadership for the new Workforce

customer experience

From the desk of Dr. WFO: On August 3-4, I had the opportunity to participate with a number of great organizations at the CCNG Executive Summit in Fort Worth, TX. Several organizations were represented at the event including: Neat, Kohl’s, HSN, Essilor, Hilton, CareerBuilder, Chase, Texas Workforce Commission, Wells Fargo, Kroger, OpenSpan, InContact, Five9, T Rowe Price, Uhaul, Intradiem, McKesson, Aspect and Ucare. During the two days, we had great open discussion covering various topics impacting the customer experience. I was impressed that the organizations were willing to share their knowledge, passion and dedication in serving their employees and their customers. One of the topics discussed was the value of leadership. As the mature workforce retires and the Millennials and the Gen-Z continue to contribute to the workplace, it is important that leaders continue to evolve by growing and learning the necessary skills to motivate the new workforce. In my career, I have had the opportunity to work with all types of leaders and want to provide my thoughts on the characteristics of a great leader:  Clear and concise communication Active listening Decisive Transparent Sympathetic and empathetic Ownership Accountable Motivated Other-centered Authentic In upcoming blogs, I will provide detail to each of these characteristics, so stay tuned. If you are not currently a member of CCNG or haven’t attended a regional CCNG event, I highly encourage and recommend you make the time. Have your supervisors, team leaders, managers, and individual contributors from your contact center attend the regional events. Developing your employees and future leaders is well worth the investment. If you want to learn more or view upcoming CCNG events, visit their website.

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Hey, Coach! Getting Started With Contact Center Coaching

contact center

During my visits with various contact centers, the word “coaching” is often used in conversations with management. However, it isn’t always clear what coaching actually means. A good operational definition of coaching is: Taking the time to develop a person’s skills by teaching, communicating, and measuring their success To begin applying any definition of coaching, you have to approach it with discipline and have an appreciation for the value it brings to your employees and the company. That said, you must make the time to prepare for coaching, set aside time for regularly scheduled coaching sessions, and develop ways to track individual performance improvements. On the surface, this sounds simple, but in the dynamic, real-time environment of a contact center, this can prove to be a daunting endeavor. And, if you’’re like most contact center leaders, your plate is already full, so any new addition will come at the expense of an existing activity.  The key? It starts with an investment commitment  Whether you are an experienced coach and simply looking for new ways to improve, or in the beginning stages of establishing a formal program, you have to be honest with yourself, your company and your employees with regard to the amount of time you’’ll actually have to dedicate to coaching. If you have 10 direct reports and are spending less than 10 hours of every week on coaching activities, you’’re not investing the time needed to do it effectively and in ways that will provide real returns for your organization. There are several reasons why people say they can’’t dedicate 10 hours every week to coaching, and some are very creative, but in many cases, the reason they can’’t spend time coaching is simply because they haven’t become accustomed to doing so. And, when you’’re not successful, you end up spending a lot more time explaining why you’’re not successful, thus taking time away from the activity that makes you successful -– growing your people through coaching. Applied to the real time contact center world – when the metrics aren’’t there, we spend a lot of time trying to fix the metrics at the expense of spending time with agents. Thus begins a cycle that is hard to break. Get the buy-in from senior management for a coaching program and the time that is needed.  A professional basketball coach needs his front office to back him up; the same applies in the contact center. This is no simple task, and it starts with looking to your own team of peers, – getting them all on board and spending some time together talking about different approaches to coaching, the benefits of spending time with the frontline, the potential return on the time investment and the impact on the enterprise’s bottom line, and what things would need to change to make more time for coaching. You’’ll most likely find that just about every leader could make time for coaching if there were fewer administrative type activities… and what you’’ll also find is that if these activities were “pooled” (similar to the what you do with the inbound contact center workload), tremendous efficiencies could be gained. Next, turn your attention to the other results, and document all of the wins for the company by moving the administrative tasks from leaders and providing them with time to develop their “teams.” Starting a contact center coaching progam starts with investment. It’s as simple as that. Stay tuned the second and third installments in this series for more coaching tips.

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From the Desk of Dr. WFO: Who Exactly IS Dr. WFO (aka Roger Lee)?

Dr WFO

When the opportunity to create a blog under a pseudonym came up, I jumped at the chance. Dr. WFO is the perfect name for the wealth of knowledge and experience behind me. My first blog post left me fielding the question, “Who exactly is Dr. WFO?”  And, no, this isn’t me in the photo here! Here’’s my response: In December of 2014, I rejoined the WFO Software team as Senior Director of Product Marketing. This move was something of a homecoming for me, as I’’d worked with the Qfiniti and Explore product lines in the past as an employee of etalk and then Autonomy for five years back in 2004. After spending six years honing my customer experience craft, I couldn’’t stand being away for any longer! Throughout my career, I’’ve managed call centers and consulted for many more. I bring extensive knowledge and experience to my new role in workforce optimization (WFO), call recording, performance management, and voice of the customer (VoC). Despite the moniker, I take my role as the customer experience leader seriously. I directly influence the overall strategic direction and product management for our Qfiniti product suite. In this capacity, I collaborate closely with customers, industry analysts, research and development, sales, and the senior management team to plan and implement a product roadmap that ensures smooth integration into the larger, overall portfolio of customer experience management products. With more than 20 years combined experience in finance, call center operations, information management systems, restaurant operations, payroll services and quality, I have developed and implemented a quality monitoring program and formalized and implemented Lean and Six Sigma in the call centers, resulting in approximately $10 million in cost savings. I have held several leadership positions and have been characterized as an “other-centered leader” who fosters a transparent environment with an emphasis on engaging and actively listening to all staff and customers. I am also a sought-after keynote speaker at tradeshows and conferences. As part of my global travels, I have given several high-energy, thought-leadership presentations and written articles on various topics, including: impacting the contact center including workforce optimization; optimizing your quality monitoring program; Six Sigma in a service environment; leadership skills; and the importance of developing frontline employees. I have also been featured in global industry publications including Contact Center World, Customer Interaction Solutions, Call Center Network Group (CCNG), and Call Center Magazine. I received my bachelor’s degree in accounting at the University of St. Thomas in Minnesota and am based out of Minneapolis, Minnesota. I am a certified generational trainer and have served as a team leader for the Minnesota Council for Quality, assessing local companies using the Malcolm Baldrige criteria. I was also a member of the American Society of Quality (ASQ) who served as Vice Chair of the Education & Advancement section of the Minnesota chapter. I’’m always looking for ways to improve the customer experience. I welcome any feedback, questions, and discussion on how you are improving the customer experience in your organizations. Roger Lee @dr_wfo

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