This level of delegation is very important, not only to create space for leader to develop visions and longer terms strategic goals, but also in encouragement of key individuals who will both be challenged by new activities, but will also be developed for future benefit of organisation.

A leader’s role is to focus on those areas of operation where he or she can deliver greatest value and this requires huge shifts in perspective of role. Leaders differ from managers in terms of accountability.

Whilst a leader is accountable for strategic growth of organisation and delivery of results, a manager is more responsible of delivery of shorter-term results through people.

These are, of course, generalisations and roles vary.

Developing others through delegation is a great way to grow skills and confidence in your workforce. Through utilising viewpoints of others, you create variety of solutions which might well escape you, from your own experienced, though single perspective.

The catchword today for business is flexibility.

With changes in suppliers, customers, and processes connecting them altering almost daily (or so it seems) future clearly belongs to organisations which can adjust to change quickly and effectively.

The good news for Call Centres is that, unlike more traditional sales organisations, modern Call Centre has equipment in place to measure this easily.

Instead of doing a sales training course and then waiting some weeks or months before you can reasonably evaluate effectiveness of course, Call Centre can institute any change regarding CRMs and measure its effect on sales on a frequent, regular basis.

In traditional face-to-face small-scale operation, manager can make change but not be sure of its effectiveness or whether change is due to changes instituted as things change anyway.

How do you know improvement in sales is due to new processes or due to something else? Or what if it is successful - how long does it last?

And what does this mean in practice?

At CustomCall (www.customcall.com.au), in line with its company Core Value of Continuous Innovation, this issue was dealt with in following way: 6 CRMs from 4 different teams were brought together for 2 hrs for a workshop to improve their sales. Then sales conversion rates were measured over a one month, two month and three month period. These results were compared with their results for one two and three months preceding workshop. This produced an improvement of one month + 11.43%

two months +22.04% three months +22.66%

Looks good but maybe everyone else changed too without any training.