ESITO Contact Centre Programme
Unit Standard 9681 version 4: Contribute
within a group/team which has an
objective(s)
12349 version 2
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Overview
National Certificate in Contact Centre Operations (Level 3)
The ESITO National Certificate in Contact Centre Operations (Level 3) programme is available for people who work in
the Electricity Supply Industry call centres and contact centres.
A contact centre is a central point where all customer contacts are managed. This includes e-mail newsletters,
postal mail catalogues, website inquiries and chats, as well as the collection of information from customers during
in-store purchasing.
A call centre is a place where customer and other phone calls are handled in large numbers. This includes
screening and logging calls and forwarding them to someone who knows how to handle them.
In this manual the term ‘contact centre’ will be used to cover both a call centre and contact centre.
Getting started on the ESITO Contact Centre Operations Programme
The following icons are used to guide you through the manual.
Activity: When you see this image, you will need to complete a written exercise. The activity asks
you to:
Think about your past experiences.
Watch skills shown by other people, while thinking about your own.
Think about new ways of working and how you can use new skills in the future.
Practise the new skills.
This will help you prepare for the assessment task.
Reflection: When you see this icon you will be asked to talk with other people, observe key factors
and think about the material. This will help you understand the concepts and ideas in the manual.
Angie: Your guide and mentor through the programme.
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9681 version 4
Contents
Learning manual for unit standard 9681 version 4: Contribute within a group/team which has an objective(s).
Introduction........................................................................................................................................................ 4 How to use this learning manual.......................................................................................................................... 4 The goal of this manual ...................................................................................................................................... 5 Glossary ............................................................................................................................................................ 6 Overview – Warm up (Activity 1) ....................................................................................................... 7
Being part of a great team .................................................................................................................................. 8 Personality Type questionnaire (Activity 2)......................................................................................... 9
Identify your personality style ....................................................................................................................... 14
Specialist roles (Activity 3) .............................................................................................................. 17
Questioning and Listening ................................................................................................................................. 19
Positive Questions....................................................................................................................................... 19
Open Questions .......................................................................................................................................... 19
Closed Questions ........................................................................................................................................ 19
Paraphrasing .............................................................................................................................................. 19
The Funnel Technique ................................................................................................................................. 20
Using Questioning Techniques ..................................................................................................................... 21
Positive language ............................................................................................................................................. 22 Positive language practise (Activity 4) ............................................................................................. 23
Negative phrases ........................................................................................................................................ 23
Positive phrases.......................................................................................................................................... 23
Giving and receiving feedback effectively ........................................................................................................... 24 Receiving Feedback .................................................................................................................................... 24
Giving Feedback ......................................................................................................................................... 25
The power of delegation ................................................................................................................................... 26 Common group rules ........................................................................................................................................ 27 Respecting team members ............................................................................................................................... 28 Concentrate on what’s being said. ............................................................................................................... 28
Be respectful with your body language and observe your team member’s body language. ............................... 28
Avoid letting emotions affect your ability to listen. ......................................................................................... 28
Don’t tune out. ........................................................................................................................................... 28
Check your understanding. .......................................................................................................................... 28
Understand cause and effect. ...................................................................................................................... 29
Real ways to respect your team members (Activity 5)...................................................................... 29
Manual Recap (Activity 6) ................................................................................................................ 31
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Introduction
This learning manual is a resource that will help you understand key concepts and knowledge for the unit standard
9681 version 4 – Contribute within a group/team which has an objective(s).
It will guide you through information that links to the unit standard and will help you complete the assessment tasks.
The learning manual has been designed for use by level three learners working in a contact centre.
The unit standard is worth three credits. This means there is up to 30 hours of learning you need to finish before
starting the assessment. You will learn in a range of ways, including:
Thinking about your role in a group or team.
Thinking about how you share ideas, opinions and information in a group or team.
Any training you have received on team building or working successfully in teams and groups.
Reading the learning manual.
Any other information you gather through the internet or local libraries on how you can contribute
positively to a team or group to achieve an objective or goal.
How to use this learning manual
This learning manual will help you complete the associated assessment task. Please complete it before you start the
assessment.
The manual is designed as a learning resource and can be completed at your own pace. This means you can work
through and complete the activities in as much time as you need.
You can revisit sections of this manual at any point. Talk to your team members and manager/supervisor about
thoughts and ideas that the learning manual prompts you to think about.
Please note the activities in this manual cannot be used as evidence for assessment. To be assessed for the unit
standard you must complete the assessment tasks.
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9681 version 4
The goal of this manual
This learning manual aims to help you:
Understand the specialist areas of people within your team, including your role.
Improve the way you contribute to your team through the ideas, opinions and information you give.
Understand the importance of great questioning in a team setting.
Think about real ways you will show respect to your team members.
Work on ways you can become more successful and proactive when you have tasks delegated to you.
Understand how your behaviour and those of your team members can influence the success of your
team.
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Glossary
This glossary will help you understand the material in this manual.
When I see this word
Delegation.
External customers.
Feedback.
Internal customers.
Motivate.
Personality.
Specialist.
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It means
In this manual delegation most commonly refers to when you are asked by someone
to complete a task. They trust you will complete the task to the standard needed.
They ask you to complete the task as they have faith and trust you will complete it as
well as they would have if they had the time to do so.
These are the customers your organisation needs to stay in business.
Feedback is a way to let people know how effective they are in what they are trying
to do, and how this may affect you.
These are your team members and people in your organisation. You need to show
great customer service skills with these people as well.
In this manual motivate means to give a person a reason to succeed. There are many
motivators, incentives or reasons to make a person act. Examples of motivators are
money, pride, status or a feeling of duty or loyalty.
In this manual personality refers to the outward display a person shows; what they
say, what they do and how they act. An example is a person who has a bubbly and
fun personality; they might laugh loudly, smile often and be very sociable.
In this manual a specialist is a person who has knowledge in a specific area. This
can include knowledge of how to do their job quickly and efficiently, as well as
knowledge of products and services.
9681 version 4
Activity 1
Overview – warm up.
This manual considers how you work within a group or team to achieve an objective. Your
contact centre is a large team. As a warm up activity it is helpful to reflect on the teams in your contact centre.
Use this space to give an overview of how all the teams in your contact centre work together to make it
successful. Draw a picture or use diagrams or words. Also, describe briefly what makes each team successful.
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Being part of a great team
It’s great that you get to spend time with such different people in your contact centre. The key to enjoying your team
culture is understanding the way your team members like to work, what motivates them and their communication
style.
This section looks at some common personality types. It asks a series of questions and the answers you give (be
really honest!) will determine which of the four personality types you belong to. There are no right or wrong answers
and no style that is ‘better’ than another style.
What is important about this process is that we use it to understand ourselves and our team members and to work
better and achieve great results.
Ready to get started? On the next page you will find a questionnaire. Read the instructions and complete the activity.
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9681 version 4
Activity 2
Personality type questionnaire
The following questionnaire will help you understand what personality type you are. There are
many personality types. Your team members may be different personality types to you.
Understanding your personality type can help you work better with other people.
Instructions:
If you agree that the statement sounds like you, put a cross in the circle in the same row.
If the statement does not sound like you, leave it blank and move to the next statement.
Personality type
Dove
Owl
Eagle

1
I am seen as firm and determined.
2
I am always thinking of new ideas and concepts.
3
I feel more comfortable dealing with facts and figures
than dealing with people.

4
I like traditional practices and accept ideas.

5
I am a gentle person who enjoys peace and harmony.
6
I often upset people with my directness.
7
I will argue with the television when I don’t agree with
what people are saying in programmes.
8
I like to take my time filling out forms.

9
I like to work on my own.

10
I often find myself telling jokes with friends.
11
Before making a decision I like lots of information.
12
I am naturally noisier than others around me.
13
Getting the task done is more important to me than
people’s feelings.
14
I am enthusiastic, spontaneous and persuasive.
15
How people feel is very important to me.
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Peacock
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Personality type
Dove
Owl
Peacock

16
I thoroughly check all small details before coming to a
conclusion.
17
I can be seen as bossy and aggressive at times.
18
People say I can sell anything to anyone.
19
I find small-talk difficult.
20
I am inclined to criticise people who do not think
logically.
21
Being rushed to meet tight deadlines worries me.
22
I prefer to be alone than having to mix with others.
23
I am seen as a calm person who cares about people.

24
I like working in a job that I understand and that is not
rushed.

25
I am good at talking people into seeing things my
way.
26
People often call me a perfectionist.
27
Having authority and control is very important to me.
28
Emotions and feelings are not as important as reason
and logic.
29
I push my ideas strongly, even if others don’t agree.
30
I am steady, thorough and practical.
31
I enjoy being the centre of attention.

32
I get bored with formality, systems and rigid
processes.

33
Time is more important to me when doing a job than
people’s feelings.
34
I like to be part of the team instead of the leader.
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Eagle
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Personality type
Dove
Owl
Peacock
Eagle

35
Structure, rules and procedures are important to me.
36
I am often described as a workaholic.
37
I thrive on new, challenging and different tasks.
38
I enjoy reading more than talking.
39
I don’t like being rushed.
40
I am highly competitive.

41
I make decisions quickly and on my own.

42
I tend to listen and be influenced by other people’s
ideas and suggestions.
43
I am a very detailed person.
44
I am seen as a controlled, confident and courageous
person.
45
I tend to be shy and quiet.
46
I enjoy parties and am often the centre of attention at
them.
47
I enjoy new things, even when they are risky.
48
People see me as mild mannered and easy going.
49
I am confident and sure of myself in most situations.
50
I am neat and tidy in just about everything I do.

51
I get annoyed when people make light of serious
situations.

52
I don’t like making decisions on my own.
53
I have no trouble in making fast and important
decisions on my own.
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Personality type
Dove
Owl
Peacock

54
I often hide how I feel.
55
I tend to express exactly how I feel.
56
Fine detail is very important to me.
57
I get annoyed by people who waste time and lose
track in discussions.
58
I have a reputation for entering into situations too fast.
59
I tend to take control in most situations.
60
I am more attracted to adventurous ideas than
practical ones.

61
I am often the one doing the talking in the group.

62
When I am upset everyone knows.

63
I often put off making the hard decisions.
64
I am a patient, even-tempered and quiet person.

65
I dislike arguing and often give in to people.

66
I can be seen as cool and withdrawn by some people.
67
I prefer to be the leader than a team player.
68
I am a good storyteller and often exaggerate parts of
the stories.
69
I avoid aggressive and over-assertive people.

70
Most people see me as a good listener.

71
I like an open, quiet, friendly environment to work in.

72
I find expressing my feelings difficult.
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Eagle
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Personality type
Dove
73
I am known as warm, friendly and understanding.
74
I have no problems in expressing my feelings and
opinions in meetings and discussions.
75
I prefer to listen than do the talking.
76
I enjoy standing up and talking to groups.
77
At the end of the day it is efficiency and results that
count.
78
People often talk to me about their problems.
79
I rely on my own decisions rather than people’s
opinions.
80
I gesture with my hands and talk fast when I get
excited.
Owl
Peacock
Eagle
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Totals:
Transfer the totals from the columns above to these circles:
DOVE
OWL
PEACOCK
EAGLE
Your highest score is your natural, most comfortable style. The second highest is your supporting style.
Initial source before amendments:www.womenindairying.org.nz.
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Identify your personality style
Match your highest and second highest scores to the headings below and read the description of your personal
style.
Dove/Dove
Dove/Dove people like original actions. They stick to
their tasks and are passionate about their causes. They
put their best efforts into their work. They are quietly
forceful, conscientious and concerned for others.
Dove/Dove people like to be respected and honoured.
Dove/Owl
These people are outgoing, easygoing, accepting, and
friendly. They enjoy everything and make things more
fun for others by their enjoyment. They find
remembering facts easier than remembering theories.
Dove/Owl people are best in situations that need sound
common sense and practical ability with people as well
as things.
Owl/Owl
These people are serious, quiet, and earn success by
concentration and thoroughness. They are practical,
orderly, matter of fact, logical, realistic and
dependable. Owl/Owl people make up their own minds
about what should be accomplished and work toward it
steadily, regardless of projects or distractions.
Owl/Dove
Owl/Dove people are sensitive, kind, and modest about
their abilities. They do not force their opinions or values
on others. They don’t care to lead but are often loyal
followers. They are often relaxed about getting things
done because they enjoy the present moment.
Owl/Peacock
These people are quiet, friendly, responsible and
conscientious. They work devotedly to meet their
obligations. Owl/Peacock people add stability to any
project or group. They can be patient with the finer
details. They are loyal, considerate, perceptive and
concerned with how people feel.
Dove/Peacock
These people are full of enthusiasm and loyalties but
seldom talk of these until they know you well.
Dove/Peacock people care about learning, ideas,
language and projects of their own. They tend to
undertake too much then somehow get it done. They
can be independent and stubborn if they think
Owl/Eagle
something they believe in is being threatened.
These people have original minds and great drive for
their own ideas and purposes. They are good at
Dove/Eagle
These people feel real concern for what others think or organising tasks and carry them through with or
want and try to handle things by taking into account without help. They can be sceptical, critical,
other people’s feelings. They can seem a little independent, determined and sometimes stubborn.
detached or removed from situations – this may be
because they are thinking about their own thoughts.
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9681 version 4
Peacock/Peacock
These people are warmly enthusiastic, high-spirited,
ingenious and imaginative. They are able to do
almost anything that interests them. They are quick
with a solution and ready to help anyone with a
problem. They can do things at the last minute
instead of preparing in advance.
Peacock/Dove
These people are warm-hearted, talkative, popular,
conscientious, and born co-operators. Peacock/Dove
people need harmony and may be good at creating
it. They are always doing something nice for
someone. These people work best with
encouragement and praise.
Peacock/Owl
These people are good at on-the-spot problemsolving. They don’t tend to worry and they enjoy
whatever comes along. They are good at persuading
others with logic and tact. They often achieve results
through other people.
Eagle/Eagle
Eagle/Eagle people are practical, realistic, and matterof-fact with a natural head for business. They have no
interest in subjects they see no use for but can apply
themselves when they need to. They like to organise
and run activities. Eagle/Eagle people are great
administrators, especially if they remember to consider
other people’s feelings and viewpoints.
Eagle/Dove
These people are quiet and reserved. They really enjoy
theories or scientific facts. They like solving problems
with logic and analysis. Eagle/Dove people need
careers where some strong interest can be used and
useful.
Eagle/Owl
These people are quiet, reserved, and observe life from
a distance. They can have flashes of original humour.
They are usually interested in how and why things work
and in organising facts using logic.
Eagle/Peacock
These people are leaders in activities. They are good in
Peacock/Eagle
These people are quick and good at many things. anything that needs reasoning and intelligent talk such
They are great company, are alert and outspoken. as public speaking. They are usually well informed and
They like to solve new and challenging problems but enjoy adding to their knowledge.
may forget to work on routine assignments.
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Explain what you have learnt from completing the questionnaire about how you behave in a group or team.
Explain what you have learnt from completing the questionnaire about how other people in your group or team
behave.
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9681 version 4
Activity 3
Specialist roles.
Understanding the strengths and areas of improvement for you, and your team members will
help create an environment of success. A successful team consists of members working
towards a common goal.
Identify the strengths and specialist areas of people within your team. This activity will help you do your job well,
knowing the people in your team and their specialist areas.
Write down the names of each person in your team. Against these names write their specialist area of product
and service knowledge.
People who are great at managing time in my team are:
People who are great at dealing with difficult customers in my team are:
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People who are great with any computer issues in my team are:
People in my team who know about the company, its history and other departments are:
People in my team who are wonderful at raising team morale and making other people feel great in the team are:
Now I have completed this activity I will use this group or team awareness positively by:
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9681 version 4
Questioning and listening
Questioning and listening are important elements of effective communication. To question well you need to be
able to listen well. Likewise, to be an active listener you need to be able to use good questioning skills.
Types of Questions
Positive Questions
All questions should be asked in a positive way. Make sure your questions are asked in a way that is not
threatening. You can do this by choosing your words well and making sure you speak in the right tone. A positive
question is one that a person is not afraid to answer.
For example:
“Tell me again about the task you want me to complete” is a positive question.
A negative question is “You are not making sense – what exactly did you want me to do again?”
Open Questions
Open questions help people provide the most information at once. They usually begin with words like how, why,
what, who, and when.
An example is: "How did you feel?"
Closed Questions
Closed questions can be answered in a few words or sentences. They are used to gain specific answers. They
can start with are, is, and do.
An example is: "Do you agree with the team meeting actions I have given you to follow up?"
Paraphrasing
The paraphrasing question is a good way of checking to make sure you understand what has been said. It is best
to use your own words rather than repeating back those words of the person you are talking to. Paraphrasing is
good for checking you understand important and detailed information.
An example is: “So what you are saying is…”
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The next section is an excerpt from the manual for unit standard 11097 version 2 – Listen to gain information in
an interactive situation.
The Funnel Technique
The funnel technique starts out with open questions at the start of a conversation and uses closed questions to
finish the discussion. It is a useful approach to work out what is most important for a customer.
Use the diagram below and try this with your next customer.
Start ‘wide’
Use open questions.
They will gather lots of detail for you to
work with.
Open questions start with:
“Who” “What” “Why” “When” “How”.
Close in to finish
Use closed questions.
Closed questions start with words like:
“If” “Do” “Will” “Are”.
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9681 version 4
Using Questioning Techniques
You have probably used all of the questioning techniques before, at work and at home. By applying the most
suited questioning type, you can gain the information that you need even more effectively.
Use the table to help when you are listening to your customers.
If you want to
Use this questioning skill or technique
Learn.
Ask open and closed questions, and use probing questions.
Build relationships.
Ask people for their ideas and thoughts. If you do this in a positive way "Tell me what
you like best about working here", you will help to create open discussions.
Prevent
Use probing questions to make points clear. Examples include “Why do you think this
misunderstandings.
is the case?”, “What do you think would happen if...”, “How was this different
from...”
Calm down, or stop a
Use the funnel technique to gain more detailed information from the other person.
negative situation.
This can help you to find a small detail that may be the solution the other person is
looking for.
Convince people.
Ask a series of open questions. It will help the person to understand what you need
to know, and also shows the other person that you are interested in their point of
view. They then partner with you for a positive end result. E.g. "What do you think
about moving to a faster service?”
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Positive language
People in the contact centre are your internal customers. The strong relationships you build with people there will
make your role more enjoyable.
Part of building strong relationships is thinking about the language you use in a team setting. Building great
relationships includes using language that fits well with the situation you are in, the subjects that are being talked
about, and the people in the audience.
Here is a scenario: You are invited to speak at a management meeting because you are seen as an expert in a
new product. You prepare by thinking about what you are going to say. In the meeting you use simple language
that is easy to understand, explain complex points in a way you know people will understand, and do not use any
language that is based on opinions and feelings.
You say: “Introducing this product in January will mean 1000 more customers will be interested”.
You don’t say: “You guys would be wasting your time bringing this thing in earlier. I’d bet you’d really annoy the
troops too. Not a good look”.
In this section we look at the benefits of using positive language in a contact centre. Let’s look at the difference
between positive and negative language.
Negative language:
Tells the person what cannot be done.
Includes words like ‘can't’, ‘won't’, and ‘unable to’.
Doesn’t include positive actions that would be good to take, or the
positive results of completing an action.
Positive language:
Tells the person what can be done.
Includes suggestions for different options and choices.
Sounds helpful and supportive.
Talks about positive actions and the positive results of these actions.
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9681 version 4
Activity 4
Positive language practise.
Start using positive language right now!
Translate the negative phrases in the left hand column to positive phrases. We have helped you
with an example to start with.
Negative phrases
“You failed to include” (makes the person feel like they
have been careless).
Positive phrases
“We can help you to do this. Can you send us...”
“You claim that” (blaming tone).
“I fail to understand” (makes the person feel stupid).
“You must” (demanding tone).
“You understand, of course” (makes the person feel
belittled).
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Giving and receiving feedback
effectively
Feedback is a type of communication that we give or get.
Feedback is a way to let people know how effective they are in what they are trying to do, and how this may affect
you.
It provides a way for people to learn how they affect the world around them. Feedback helps you become better at
your tasks. There are two sides to feedback - giving it, and receiving it.
In a contact centre examples of the times you may receive feedback include:
When you are talking about your quality scores with the person who monitors your calls for quality.
When you are talking about your performance on the job with your manager. This could be at any
time, but is most commonly at your performance appraisal meeting.
When you are talking to internal and external customers and they make comments on your service,
knowledge and skills.
In a contact centre examples of the times you will give feedback include:
When you have a one on one discussion with a customer, team member, and your manager.
When asked to comment on the organisation, or contact centre through forums, discussion groups,
meetings or evaluations.
Receiving Feedback
Some people experience feedback as criticism of them and they don't want to hear it.
Some people are willing to accept feedback and they try to seek it out, because they believe they can grow from
it.
Here are some guidelines to receiving feedback from others.
Be open and listen without interrupting the person giving you feedback.
Accept the feedback.
Accept the value of what is being said, and the other person’s right to say it.
Work together with the person giving you feedback, and ask to clear up points if you need to.
Be sincere – take this as an opportunity to grow and develop in a positive way. For example, if
feedback indicates you need to improve on how you deal with customer conflict then this is a great
opportunity to ask to listen to agents who do this well, be coached, or ask for a mentor to talk over
ways you can improve how you deal with customer conflict. By gaining these skills you will become
more competent in your role, and work opportunities may become available to you.
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Giving Feedback
How you give feedback is as important as how you accept it.
To give great feedback you must be tuned in, sensitive, and honest.
Here are some guidelines to giving feedback to others.
Give your feedback in a manner that is not threatening. In real terms this means thinking about where
you give feedback – in private, or in a group setting.
Focus only on your points and not any other factors, or emotions you are feeling.
Focus on the behaviour that needs to change, not the personality of the person.
Think about your feedback you want to give – don’t just ‘blurt’ it out without thinking.
An example could be that you have been asked to monitor the calls of a new agent to assess their quality
scores for the week. Giving feedback in this situation could include:
Making a time to meet the agent, in a quiet space where you both will not be overheard.
Letting the agent know the topics you will be talking about so they won’t be surprised or nervous.
When in the meeting, talking to the agent about the quality results, and no other details about what
you have heard about the agent beforehand.
Thinking about using positive language. This might include identifying a positive aspect of their call
that they completed to a high standard, before you talk through the improvements needed.
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The power of delegation
Every day you learn new and valuable ways of completing tasks. If you were not given the opportunity to try new
things and learn new information then you would not enjoy your role as much as you do.
Delegation is a way you can experience and perfect new tasks. When people delegate tasks to you (ask you to
complete tasks for them) you have been given the opportunity to shine, and let them know how good you are at
your job.
Just as there is an art to delegating, there are also guidelines for being delegated to. Follow the guidelines below
to make sure you succeed in your delegated tasks.
When I am being delegated a task I will:
Understand that I am thought of as the best person to complete the task – and that is why I am being
asked.
Make sure I ask as many questions as I need to so I make sure I understand the task well enough to
complete it to the level needed.
Make sure I understand what I can, and cannot do when completing the task. This includes the things
I am responsible for. When I need to I will make sure I get approval from the appropriate person.
Always ask if I am in doubt or feel I can’t move onto the next actions in the task.
Ask for support from the appropriate people if needed.
Understand how important it is to let people know of my progress. I will update the right people, at the
right time so everyone feels happy about the progress of the task.
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Common group rules
It is important to act or behave in a professional way in a contact centre. Your internal customers (the people
you work with) can make your day enjoyable if you follow some common guidelines to being courteous in group
or team activities.
Here are some guidelines to remember.
Do not be late. If you do arrive late, do not make excuses to everyone while people are speaking. Step
in quickly and quietly while taking your seat. The less interruption the better.
Do not carry on a conversation while someone else is talking.
Do not arrive unprepared. Being prepared means carrying a pen, pencil, paper, or notepad.
Make eye contact when people are speaking.
Don't doodle or whisper to the person sitting next to you. You can't just be there physically; you have
to be mentally present.
Show positive body language, and think about your body language. Where is your chair pointing?
Where is your body pointing? Normally the direction of where your chair and body points denote the
place or people you are listening to. If you are pointing your chair and body at the speaker, or the
group in general that is a great start.
Use positive language.
Stay away from over the top statements and emotions. If you are angry or emotional then talk to
whomever you need to after the meeting. A room full of people in the group or team is not the best
place to highlight your emotions.
Think before you speak. Your idea or opinion is better received if you think it out, including thinking
about how you will explain it to others.
It’s important to understand that treating your internal customers as
well as you treat your external customers is your key to success.
Respect people in your contact centre and they will respect you.
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Respecting team members
Contributing in a positive way to your team involves respecting others. Here are some ways you can respect your
team members.
Concentrate on what’s being said. This includes:
Listening for the facts, and also the meaning behind the words. You can hear the meaning behind the
words based on how someone speaks (their tone of voice and the emotion in their voice).
Making sure you don’t interrupt your team members while making sure you do not assume you know
what they will say.
Be respectful with your body language and observe your team member’s body language. This includes:
Keeping appropriate eye contact with your team members. This includes looking interested in what
your team member is saying. Looking interested sends the message that you are paying full attention
Using an open body position. This means that you face the person speaking.
Avoid letting emotions affect your ability to listen. This includes:
Actively listening, not forming your own response while pretending to listen.
Listening without judging. An example could be a team member who has not been able to complete a
task. Without understanding the situation you could judge them unfairly, when there was a good
reason why they were not able to make the deadline.
Don’t tune out. This includes:
Being focussed and interested even though what is being said sounds familiar.
Making sure you listen to all of the information given. Some important information may be said near
the end of a sentence.
When you listen think about how the information is related and important to you. This will keep you
alert and interested.
Check your understanding. This includes:
Using your questioning skills to check you heard and understood the feelings, thoughts and ideas
behind the words. Checking to make sure you understood what your team member said is a sign of
respect.
Being interested means facing the person speaking, maintaining good eye contact,
nodding your head, smiling at the right time and showing the right facial gestures in
response to what is being said.
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Understand cause and effect.
Respecting team members means understanding the situations you can place them in. For example, you might be
tired after a busy weekend, and feel like calling in sick on Monday. When you do this you cause your team
members to work harder to carry your customer call workload. Not understanding how your actions can influence
others can lead to ill feelings within the team.
Activity 5
Real ways to respect your team members.
You need to put into practice real ways you will respect your team members. Complete this
exercise to help you along the way.
I will show respect for team members in meetings by:
I will show respect for my team members by using language that includes:
I will show respect for my team members when I complete tasks by:
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I will show respect for my team members by my work attendance. This means:
I will show respect for my team members by behaving at work in the following way:
I will show respect for my team members by giving and receiving feedback in the following way:
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Activity 6
Manual Recap
My action plan for receiving feedback in the
future includes:
My action plan for giving feedback in the future
includes:
One on one I will respect my team members by:
When people delegate to me I will help them to
succeed by
1/
2/
In a group setting I will respect my team
members by:
3/
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