When the City of Malmö's contact center wanted to take the next step in its work with people, it was about more than developing the coach role.
By investing in self-leadership with Coacha coachen as part of the work, the unit was strengthened with a clear and higher purpose: to provide better service to the people of Malmö. At the same time, it was decided to train additional conversation coaches in conversation methodology training.
The challengeThe City of Malmö's contact center brings together around 65 municipal counselors as well as advisors, development functions and managers. Telephony is the largest channel, but the organization also meets residents on a daily basis via e-mail, chat, social media and physical visit locations.
For several years, the call coaches had been a strong driver in the development of call methodology. They took most of the initiatives, set targets and drove improvements with colleagues. At the same time, an important insight emerged: long-term advancement requires each employee to own their development.
- "We saw that the biggest and most sustainable changes occur when employees themselves are involved and own their own development," says Elin Ozols, project manager with responsibility for service and interaction.
The ambition was therefore broader than method development. It was about strengthening self-leadership in the unit and thereby raising the quality of the meeting with the citizen.
Malmö city coaches from left Elin Ozols, Cecilia Bigum, Ann Neuman, Lars Cronqvist, Valentina Brahimi Shala. Missing: Eleonore Liljeholm.
Solution - common ground and clear direction
Part of the initiative for increased quality and self-leadership became Coacha coachen and in connection with that, new coaches were also trained in conversation methodology:
Conversation Methodology Training
New coaches received a structured foundation in conversation methodology. The aim was to create confidence in the role and ensure that the coaching assignment is based on professional tools and not just on previous professional skills.
The existing group of coaches underwent a joint development effort focusing on:
In-depth coaching approach
Common model and structure
Powerful questions and reflective conversations.
Clear role shift from solution provider to support
The training "Coacha coachen" was conducted on site in Malmö and followed up digitally. As part of "Coacha coachen", all previous participants are offered ongoing digital exchange of experience, which Malmö has also taken part in.
In parallel, the working method was developed. Listening remains important, but is now supplemented with shorter coach debriefings and pure reflection conversations. This provides greater flexibility and better conditions for real development.
Although the work is still ongoing, there are clear effects:
Increased self-confidence of the coaches
Coaches describe greater confidence in:
Asking challenging questions
Using silence as a tool
Mirroring rather than instructing
Allowing the employee to formulate their own solutions
Shifting towards employee-owned responsibility
Development is no longer primarily driven by the coach. The employee owns their journey and the coach is support alongside.
The initiative has been clearly anchored in the organization's mission.
"Having the management team on board is a must in this type of change. We had already started working on self-leadership in the organization. This was a natural continuation and important part of that. And why was it important? Well, at the end of the day, it's about the citizen - that's why we exist. "
Strengthening self-leadership creates better conditions for quality, treatment and responsibility in every contact with Malmö residents, regardless of channel.
"We have moved from the coach driving development to the employee owning it. The coach is a support, not the one with the answers."
- Elin Ozols, Project Manager Service and Attendance, Malmö City Contact Center
Anchoring is crucial. The initiative needs to be clearly prioritized and anchored with managers and leadership. When purpose and direction are shared, it becomes possible to sustain over time.
Link to the mission. Development work must be linked to the core of the business, inthis case the citizen's experience.
Change takes time. Acceptance of pace creates better anchoring and stronger results.
Training provides security. A professional foundation strengthens the role and increases impact.
Self-leadership is a cultural issue. It affects the whole unit, not just the call methodology.