Dan Smitley on WFM, Leadership and Kindness

This year, we’re excited share key insights and learnings from each of our Top 25 Thought Leaders. Today, Dan Smitley is in the spotlight. As a Featured Contributor and regular ICMI event speaker, you’ll get plenty of chances to learn from Dan this year, but we thought you might like to get to know him first. So, take a look at this Q&A, and if you’re not already, be sure to follow Dan on LinkedIn for a mix of thought-provoking and laugh-inducing content. (Will Ferrell memes, anyone?)

What’s one fun fact about you that most people don’t know?

Dan: I tell my kids all of the time, “I used to be cool!” Double lip piercing, blue mohawk the lead vocalist of a hardcore band (aka screamer). My wife still blames me for how alternative all three of my daughters are now.

You’re a go-to expert in workforce management. What’s one common misconception about WFM, and how would you address it?

Dan: A common misconception is that WFM is it’s a transactional department. We take the historical data, create a forecast then create a schedule which we give to the agents/operations. It’s seen as a very linear. It then puts WFM into a very small box and keeps them from the strategic table that helps drive the organization.

I would address it by helping the WFM team see they can and should be driving change with the business, the agents and the customers. This starts with getting curious about the data and constantly asking “why” the historical data is the way it is. Then, move to better understanding the “why” behind the metrics that their key stakeholders are driving. Build the relationship with the key stakeholders by getting curious, listening and then offering advice that might not even be connected to WFM. I want the WFM team to understand that they can have a seat at the strategic table, moving away from just a transactional department, but they have to be willing to get curious, build relationships and support those around them.

Your leadership style blends positivity with honesty. How do you balance these qualities to inspire and guide your team effectively?

Dan: I don’t see positivity and honesty as something to be balanced. For me, they are both are rooted in kindness, which is something I unabashedly try and embrace. Brene Brown has this great concept that “clear is kind.” So, I communicate with my team and my leadership directly, authentically and transparently.

When giving a PIP to a low performer, I believe I am being kind by clearly sharing how they need to improve. When giving that PIP, I also believe that it is kind to approach the conversation with positivity. Not toxic positivity that ignores the challenges we’ve experienced that brought us to this point — but a positivity that encourages them, helps them and holds out hope they can improve. From my perspective, positivity and honesty are about seeing the best in people and believing that they can still get better.

You’re known for your generosity in sharing knowledge. What drives your passion for mentoring others in the contact center industry?

Dan: Whether it’s my family, faith community or my professional network, I find fulfillment in life by helping others. When I’m sharing my knowledge and experience with the CX community, I’m doing it because I hope it helps people. That help might be giving them a smile, giving them a new idea or giving them a bit of encouragement. And when I hear from others that those small gifts are actually helping them — my cup gets filled and I get excited to share more!

What’s the biggest trend or innovation in WFM that you’re currently excited about?