This blog post comes to us from a utility player of an employee, Team Captain Stephanie Mellott!
My name is Stephanie Mellott. I am the Team Captain for our Dayshift team. Besides making recruitment calls, I also help run the dialer and manage CMEs throughout the day.
My position at Incept is a pretty interesting one. I spend my time on the clock split between running certain reports, checking blood bank voicemails, making phone calls, and telling the Conversational Marketing Experts (CMEs) what job to call and when to call it. I feel like having the balance of being on the floor doing the “grunt” work and being in charge of handing it out gives me a great advantage when I plan my fellow CMEs’ workflows.
Even though all CMEs are viewed and treated equally many of them have different strengths in different programs. Placing CMEs in programs where they excel makes for better success in our workflows and better morale on the floor. Spending a good amount of time on the phones gives me a personal relationship with CMEs and real-time experience in workflows so I can understand them from the point of view of a CME. To make it simple: I know what people like, and I know what they do well.
For example, some people seem to have a certain skill with lapsed and super-lapsed donors. I’ve heard it jokingly referred to on the floor as being a “lapsed donor whisperer”. I know those CMEs will not only have a high success in workflows with lapsed donors but that they will enjoy doing the calling. Attitude sometimes is half the battle to getting appointments, and placing a CME in programs they already like gets them there from the first phone call to the last.
That is not to say I can place everyone where they want to go all the time. As I’m sure everyone knows, we sometimes have to call jobs we are not so fond of. The most important thing with these workflows is paying attention to CMEs’ stats across the board. Having access to where a CME is at for the program, the day, and week helps making scaling easy. I try my best to keep an eye out for them and move them accordingly. CMEs can’t always be in the blue or green, but it helps their morale and the total percent-to-goal when they know they won’t be left in a job in which they are not doing well.
My most important strength in selecting the right CME for the job really just boils down being able to relate, being able to encourage, and putting people where they feel the best when I have the opportunity to do it.
“The reward for work well done is the opportunity to do more.” - Jonas Salk