Right thinking but wrong timing

366

Dear Joan:
I currently work in a phone center for a major bank, where we give account information, make referrals and answer general questions/problems for our customers. We do, however, perform some personal banker functions and know basically all the ins and outs.

By handling customer calls, we bridge the gap between the operations of the bank and the retail/commercial services at the branches to the customer. With this information, we could be used as a prime source to improve the responsiveness of the bank.

My dilemma is this: my employment is only short-term, but yet it means quite a lot to my future and could mean a job after graduation in a different part of the bank. I feel that if I offer my views and ideas of the direction that the department could go, I risk losing my position and a very important reference, which was why I took the job.

The ideas I have are somewhat radical:

1.      Team-directed goals

2.      Elimination of first level supervisors (would be redundant with the group)

3.      Reduction of statistics of calls handled

4.      Direct contact with functional areas and branches to give feedback on problem-solving and service improvement.

I feel these would improve our departmental efficiency, create a challenging and more positive workplace and perhaps improve service at the bank as a whole.

I feel if I don't speak up, I will become more frustrated in a job that I am already a bit burned out in.

Answer:
I don't know where you got your ideas but you are to be congratulated. They represent a new way of thinking in American business. Most of the gurus of management thinking are encouraging companies to do the kinds of things you are suggesting.

In your case, however, it might be a case of right thinking but wrong timing and wrong position. Your best bet is to start small and safe and work up from there. Here's why.

Your instincts about being the new kid on the block-and a part-time one at that-are correct. You may not have the leverage needed to cause any major change in your company. And I'll bet these would be major changes.

Most organizations have a hard time making major changes. Any change that causes a reorganization or a shift in responsibilities and authority will take even longer. Let's face it, people will fight it (even if it makes perfect sense) if they think they will lose power and control. (For instance, some companies are changing the role of supervisor to that of facilitator of the group. These changes take years to implement.)

In addition, most companies don't realize the benefits of reorganizing to empower the employee and serve the customer. American businesses have been functionalized since the invention of the assembly line and it will take a lot of financial losses and heavy competition before most of them will turn to a completely new way of operating. Unfortunately, for many of them, it will be too late to recover.

Finally, changes as "radical" as yours usually don't happen without the vision of the top leader behind them. The people on the front line usually know the most about the customer and have the best ideas about how to satisfy them but they are usually the last ones to be asked for their opinion. It takes top management directives to change that mindset.

However, if your boss is open to new ideas, I suggest that you talk to him or her about two of your ideas: team goals and direct feedback to functional areas about customer concerns. These are the least threatening and stand the greatest chance of approval.

Team goals are something your boss has control over, while feedback to other groups requires cooperation from other groups. Have a list of benefits to the organization, the boss, the team and the individual for each idea. When you talk to your boss, be very specific about how you think it could work.

Offer to pilot the feedback idea with one area in the company that would benefit from the information and would be most open to the idea. Try to find a department with a receptive manager who welcomes input and joint problem-solving. Perhaps you could meet with this manager or ask the manager to attend one of your team meetings or you could prepare a feedback report (However, a verbal feedback report will be more positively received than a written one.) Or, your boss may feel he or she is the one to give the feedback.

You could help gain momentum and acceptance for the team goal concept by talking among your co-workers and getting some of their ideas before you approach your manager.

Because you want to expand your short-term job into a full-time position, you can benefit by showing your boss that you have ideas about making improvements in team efficiency and customer service. Your challenge will be to evaluate your company's culture and your boss's receptivity to new ideas before you recommend any ideas. A point to keep in mind: the employees with the ability to shape new ideas into a form that will be accepted by the organization will be promoted and seen as stars. The people with great ideas that push them before their time are seen as idealistic and out of touch.

If you don't get an opportunity to recommend these ideas now, I hope your bank is lucky enough to hire you and promote you in the future, so that you can be in a position to implement them someday when you're in a management position. With your initiative and good sense, that should be in no time at all.

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