Caribbean Team Vibes and Whatever! Karen Brown sat in her office and thought about her 20-year career at Bright Lights Corporation(BLC). Her success at BLC has been from her own efforts and management. She had improveddiversity for the team she led, launched new products and had taken on challenges which at timesseemed insurmountable. Recently, she and her colleagues were part of a team that launched anumber of products in the Caribbean region. The successful product launch had created a hugedemand for the company’s products that required BLC to establish and centralize a call center inTrinidad and Tobago. Karen was discouraged that, at the end of their first month of working together, the team members’call response average was a little over two minutes off target. She was also getting complaintsfrom the three Caribbean team members. They calculated that together the three spent an averageof five and a half minutes with each customer; when customers wanted further information, theemployees referred them to the training videos. In contrast, they observed that the Panamanianmember, Maria Perez, spent about 15 minutes with each customer, often walking the customerthrough the videos over the phone. These longer calls were affecting the compensation of allmembers, and the Jamaicans and Trinidadians were angry.Joy Campbell says:This goes beyond being annoyed about how much Maria talks, it now affects my pay—it’s beingdocked. When she does a call, it goes way past product information; she carries on about family,gets wrapped up in their problems, laughs and jokes—but the thing that really put me over theedge was when she told someone she’d put the kids who used our equipment on her prayer list!We don’t do things that way in my country. You should have studied my culture before you joinedthis team. This is serious business. The lives of many children depend upon our product, and theircaregivers need to know our company cares about them. We have to build trust that we aren’tgoing to sell them something and then hit the road. No one else on this team takes the time to earnhealth care providers’ respect. We need to make them feel confident in their decision to buy ourmonitors and not someone else’s. But don’t take my word for it—have a look at the how customershave rated me: my satisfaction scores are exponentially higher than anyone else’s on this team.Karen worried that both she and the team were at a breaking point. Kindly provide a suitable conclusion.
Caribbean Team Vibes and Whatever!
Karen Brown sat in her office and thought about her 20-year career at Bright Lights Corporation
(BLC). Her success at BLC has been from her own efforts and management. She had improved
diversity for the team she led, launched new products and had taken on challenges which at times
seemed insurmountable. Recently, she and her colleagues were part of a team that launched a
number of products in the Caribbean region. The successful product launch had created a huge
demand for the company’s products that required BLC to establish and centralize a call center in
Trinidad and Tobago.
Karen was discouraged that, at the end of their first month of working together, the team members’
call response average was a little over two minutes off target. She was also getting complaints
from the three Caribbean team members. They calculated that together the three spent an average
of five and a half minutes with each customer; when customers wanted further information, the
employees referred them to the training videos. In contrast, they observed that the Panamanian
member, Maria Perez, spent about 15 minutes with each customer, often walking the customer
through the videos over the phone. These longer calls were affecting the compensation of all
members, and the Jamaicans and Trinidadians were angry.
Joy Campbell says:
This goes beyond being annoyed about how much Maria talks, it now affects my pay—it’s being
docked. When she does a call, it goes way past product information; she carries on about family,
gets wrapped up in their problems, laughs and jokes—but the thing that really put me over the
edge was when she told someone she’d put the kids who used our equipment on her prayer list!
We don’t do things that way in my country. You should have studied my culture before you joined
this team. This is serious business. The lives of many children depend upon our product, and their
caregivers need to know our company cares about them. We have to build trust that we aren’t
going to sell them something and then hit the road. No one else on this team takes the time to earn
health care providers’ respect. We need to make them feel confident in their decision to buy our
monitors and not someone else’s. But don’t take my word for it—have a look at the how customers
have rated me: my satisfaction scores are exponentially higher than anyone else’s on this team.
Karen worried that both she and the team were at a breaking point.
Kindly provide a suitable conclusion.
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