FROM DEPENDENCY TO SELF DIRECTED TEAM
How the call center team became autonomous and the leader was able to step back for her own strategic project
This is a deep dive.
For those who want to see how we decode complex team dynamics
— and turn invisible patterns into business clarity
ABOUT THE CLIENT
The call center is part of the oldest state bank of one of the CIS countries

The head of the call center has been with this division since its establishment in the bank in 2020. During this time, the staff increased from 8 to 46 employees.

The manager directly oversees two team leaders—one responsible for the development of the call center and the other for operations.

In 2022, the bank's call center ranked first in the country among state banks for customer service quality.

In 2023, part of the team left due to a change in bank management. Since then, there has been a shortage of operators and difficulties with their training.
PSY Element:
What would you like to work with?
Manager:
I want to understand why my team is not independent. I plan to leave for my project within a year, but I can't do it, because now the team can't make any decision without me. My departure can harm the business, and I don't want to let it happen.
PSY Element:
Why did you decide to contact us - organizational consultants?
MANAGER:
Because I don't understand the reason behind this. Could it be that I'm not setting tasks correctly? Or are the employees too young and inexperienced? I've already done a lot—I've talked to them, assigned tasks that interest them, and brought them to meetings with bank management. Yet, they still don't show initiative and wait for me to solve everything.
WE OFFERED THREE STAGES
The client has limited time, and their main objective is to quickly address the team's autonomy so they can focus on their own project. We offered a three-stage approach that will enable us to resolve this issue swiftly
Check-up
We will understand the reasons for the team's inaction to accurately and quickly influence the root cause
Team session
We will conduct one team session with the key employees of the call center to highlight to the leader and the team what is holding them back from taking responsibility. It will be easier after for the manager to implement our recommendations
List of recommendations
We will prepare a checklist for the manager to implement the changes in team behaviour
CONTRACTING
We pay close attention to the form and content of our communication with the client. This communication holds valuable information that helps us better understand and delve deeper into resolving the client’s problem
We did not notice any peculiarities except for one. When the head of the call center was discussing our candidacy with the deputy chairman of the bank, he assumed that the consulting would involve the entire bank rather than just the call center. This leads us to consider that there may be some underlying issues within the bank itself
1 STAGE
DIAGNOSTICS
This stage is similar to a doctor's diagnosis, where, before prescribing medication, the doctor sends the patient for tests to accurately determine the diagnosis. We also cannot work without a diagnosis, as we will not know the true reason for the team’s strong dependence on the leader, making it unclear which tools should be used
DIAGNOSTICS HAD SEVERAL STEPS
Analysis of external sources
We analyzed open sources to understand how the company "sounds" in the outside world
Analysis of internal communication
At this stage, we analyzed the correspondence in work chats and internal documentation. This helps us see the company's internal "language" and the nuances of communication among employees
Interview with the head and key employees of the department
To get a complete view of the problem, to feel the emotional background in the company
Analysis of consultants' dynamics
As consultants, we observe our own feelings and behaviour during work. It is important as the team of consultants begins to "play" the same dynamics as the client's
OPEN SOURCES ANALYSIS
We analyzed publications in the media, the company's website, customer reviews in order to see the image of the bank in the outside world. And to find out the key events in the history that could affect the general dynamics and in particular the dynamics of the call center
Publications in the media, bank website
WHAT WE NOTICED
  • Change of chairman and departure of key team
    The bank frequently changes its chairmen. The departure of the most recent chairman prompted the resignation of key employees
  • Prolonged privatization
    The bank has always been state-owned, but attempts to privatize it have been ongoing for two years, so far without success
  • Capital and resource issues
    In 2023, there were problems with lending. The bank's market share is declining, and it is going through a challenging period
  • The role of the call center is supposed to change
    The strategy, developed by external consultants, enhances the role of the call center, as many tasks are linked to sales and customer service provided by the call center
CUSTOMERS' FEEDBACK
OUR THOUGHTS
  • Conservatism and outdated technologies
    Many highlight the bank's reliability due to its longevity. However, they also point out a high level of conservatism and bureaucratic red tape that hinders innovation
  • Friendly "facade"
    The friendliness of the staff at the entrance, reception, and call center is prominently noted. However, this friendliness often diminishes during further communication on the bank's products
For now, we are simply noting these observations, as we still have limited information to form a comprehensive picture
Due to privatization, the bank's role is changing; it now needs to take a more active position in the market, as demands for profitability and competitiveness are increasing
The role of the call center is becoming more important for the bank
There is a friendly "facade" that conceals the conservatism typical of a state bank.
INTERNAL COMMUNICATION ANALYSIS
When there is such an opportunity, we always analyze internal correspondence, documents, working notes that are available in the company. This helps us to understand the "language" of communication in the team, to see its features

Here we pay attention to a few points:


  • most of the manager's communication with employees takes place online, in Telegram
  • employees respond to the manager very quickly
  • the manager points out to the employees their inexperience
  • there is irritation in communications with the manager responsible for development
INTERVIEWS
We conduct interviews and observe how they take place
PREPARATION
Before the interview, we prepare a list of questions. They are based on a psychoanalytic approach, which allows us to learn the "hidden layers" of the company - how the business task is described, what fears it causes, how employees protect themselves from these experiences, etc.
"Hidden layers" help us see how the company functions as a system and what hinders it
List of questions for the interview
INTERVIEW WITH THE MANAGER
Observations from this conversation
  • Intuitive Management
    The manager was building the call center intuitively - there was no prior experience, and no one in the company knew how to do it. They did not seek external expertise or training, instead constructing the department themselves and experimenting
  • Lack of system in task assignment
    Tasks for managers are assigned "on the go," via Telegram. There is no program for tracking tasks. Meetings with managers are at different time and are chaotic
  • HR department offers no support in hiring & training
    The call center independently searches for, interviews, and hires employees. This consumes a significant amount of resources from the current staff
  • 45-Minute wait times on the line
    Due to a shortage of operators, wait times have increased to 45 minutes, sometimes the manager has to assist operators by answering calls
INTERVIEWS WITH KEY EMPLOYEES
When the team is more than 5-10 people (as it was in this case), we make a selection of those with whom we will conduct interviews. This selection allows us to gather valuable and diverse information and understand overall picture.
Thus it is sufficient to speak with a few individuals to grasp how the entire team operates
  • Those who are connected with the main problem
    Usually these are those employees who are directly related to the problems stated by the head.
    In this case, there are two managers
  • From different levels of the structure
    We try to interview people from different levels of the structure to get a better picture.
    In this case, we chose managers, supervisors and operators
  • Those who stand out from the team
    Such employees reveal the side of the team that usually goes unspoken. In this case, we invited the conflicting employees and those who are consistently dissatisfied with their working conditions
WE INVITED 6 EMPLOYEES:
  • DEVELOPMENT MANAGER
  • OPERATING MANAGER
  • 2 SUPERVISORS
  • 2 OPERATORS
WHAT HAPPENED NEXT WAS SURPRISING
We've never had such "sterile" interviews!
All the employees were surprisingly friendly, arriving on time, smiling, and responding with identical, almost rehearsed phrases. We couldn't glean any insights — neither through metaphors nor through emotions (which the employees simply did not exhibit). The only thing we managed to understand is that almost all tasks assigned to the managers by the leader are addressed collectively. Both managers consult with each other and involve supervisors to determine how to tackle specific tasks.
WE WERE PUZZLED
As consultants, we couldn't understand the cause of this "sterility" and how it affects the team's lack of independence
However, the beauty of our method is that it allows us to analyze what is happening even in such complex situations and to think about how it all relates to the team's dynamics and the client's request
IT WAS IMPORTANT HOW INTERVIEWS WERE CONDUCTED
  • "Sterility"
    We recall the "facade" mentioned in client feedback about the bank — something similar played out during the interviews. The communication was very friendly, flat, emotionless. However, behind this even communication, something is clearly hidden. This is likely related to the nature of the call center, where employees are forced to conceal their emotions, endure negativity, and respond according to scripts
  • Many contradictions
    There were many contradictions in the employees' interviews regarding various issues: how decisions are made in the team, what the KPIs in the call center are, the frequency and order of meetings, the atmosphere within the collective, etc. As a result, it was challenging to piece together a coherent picture. Here, we consider that perhaps this confusion is created by the employees' feelings, which do not surface due to the nature of call center work
  • Theme of maturity
    The theme of maturity was constantly present during the interviews. Some mentioned their young age, others spoke of children they need to care for, and some referred to the call center as a "springboard to adult life." All of this indicates that the theme of maturity is in the air and somehow linked to the current problems. We think that the role of the call center is shifting to a more active one, just as the role of the bank itself is changing. This also resembles a stage of maturation

Our notes on the results of the interviews

  • Lack of resources
    The call center is experiencing an objective lack of resources due to the change of management and the dismissal of some employees. A large volume of operational tasks prevents the independence of the team.

  • Lack of time
    The specificity of the call center's work "conserves" all the feelings and experiences of employees that are not processed in any way. This, among other things, can interfere with the independence of the team, since the initiative requires a lot of healthy aggression.
  • Role change
    The theme of the call center's maturation mirrors the theme of the bank's maturation. Both the call center and the bank are shifting their roles from passive to active
INTERNAL DYNAMICS
This stage was particularly important in this case because we did not manage to gather substantial information during the employee interviews. Analyzing our dynamics while working with this client will reveal insights that the employees could not express. This is possible because, during client engagements, consultants experience a "parallel process"—the same dynamics that exist within the client's team. This reflects how psychology operates in team interactions
To distinguish the client's dynamics from our own, we look at the behavior that is atypical for us and reflect on how it relates to the client's request
Task overload
One of the consultants took on more than they could handle. As a result, we had to redistribute tasks when the deadlines for the client had already been extended
Health issues
Two consultants experienced food poisoning, with one falling ill right before the team session
Working on weekends
We were so overwhelmed with the project work that our meetings were rescheduled to late Sunday evenings. This caused a lot of frustration, and we felt extremely tired

OUR NOTES ON INTERNAL DYNAMICS

  • Employees are overloaded
    Employees are likely overloaded with operational tasks due to a lack of personnel in the call center. This leads to overwork and declining health (indeed, the manager and some employees often take sick leave)
  • No place for emotions
    Confidentiality, strict adherence to scripts, and a lack of emotions are all characteristics of call center work that “preserve” emotions
BASED ON THE ANALYSIS WE FORMULATE THE HYPOTHESIS
The dynamics of the call center completely mirror the dynamics of the bank. The bank is undergoing privatization, and its goals for the coming years are significantly changing (the bank's role is becoming more active - the requirements for profitability and competitiveness are increasing). Key top managers have recently left the bank, their positions were filled by employees without managerial experience
The same situation is occurring in the call center. The function of the call center is shifting from a passive role (handling inquiries) to an active one (selling the bank's products). Employees have also left the call center, and some managerial positions are occupied by staff without the relevant experience
As a result, the call center team finds itself in a position where it needs to completely change its approach to work and set new goals (becoming a sales division). However, no one knows how to implement these changes, as there are no specialists with such competencies and experience in either the bank or the call center, and external expertise is not being sought
Additionally, the nature of the work and the overload with operational tasks contribute to the “freezing” of feelings, making it impossible for any activity, including independence, to manifest"
Typically, we provide the manager with an analytical report where we explain our hypotheses regarding the situation, and provide a comprehensive list of recommendations. But since we had teamwork ahead of us, we decided to make a report after to include observations from this session and supplement our recommendations
TEAM SESSION
Typically, we conduct team sessions in the second stage of our work — when we implement changes and address the identified issues. However, in this case, our task was different: we aimed to quickly initiate the change process to make it easier for the manager to implement our recommendations at the end of our work
Why teamwork will speed up the process in this case
  • The team will see its difficulties and negative patterns that prevent it from being independent

  • The manager will see the true reasons for the team's inactivity (and make these conclusions independently of us, since has not yet seen the report)
Additionally, as consultants, we always verify our hypothesis during the initial team sessions since it is "alive" and may require adjustments based on new insights and feedback from the team
TEAM COMPOSITION
We have slightly changed the composition of the team to include all employees from the manager's team
THE TOTAL AT THE TEAM SESSION WAS
9 PEOPLE, INCLUDING THE HEAD
WORK PLAN
To avoid receiving "sterile results" and socially acceptable responses for the second time, we chose the drawing method. This approach will initiate a conversation about the emotional experiences of employees and aspects they may not even be aware of
We divided the team into 2 groups and gave them a task. Participants from one group had to draw a call center in the present. And the members of another group - a call center in the future. We will discuss these drawings at the team session
WHY DRAWINGS?
  • They show the hidden
    Participants express all their thoughts and feelings by creating drawings on assigned topics, allowing for the collection of information that was not captured during interviews
  • Simplifying discussion
    Drawings are always easier and more interesting to discuss. And this is ideal for the first team session and to avoid "sterility"
  • Exploring Complexity
    The themes for the drawings will help to further investigate the transition of the call center from a passive to an active role, uncovering new perspectives and aspects of team dynamics
TEAM SESSION RESULTS
Drawings of participants on the topic "Call center today"
Photo by Jacob
Photo by Kolya
Photo by Oliver
Photo by Leo
Photo by Paul
What was said about the call center in the present
  • A large volume of current tasks and negative customer feedback is causing general fatigue within the team
  • The team is not allowed to express their emotions due to strict regulations.
Drawings of participants on the topic "Call center in the future"
Photo by Jacob
Photo by Kolya
Photo by Oliver
Photo by Leo
Photo by Paul
What was said about the call center in the future
  • Many tasks are new, which causes discomfort. Employees tend to withdraw and wait for tools, clear processes, and new competencies.
  • The vision of the future call center is filled with fantasies, which confirms the hypothesis about the team’s misunderstanding of the strategy

NOTES ON TEAM SESSION' RESULTS

  • Emotional tension
    Discussion of the call center in the present evokes smiles and laughter, which may indicate high tension within the team and a defense against real discussions about the current situation
  • The future is alarming
    Discussion of the call center's future brings sadness, despite the positive drawings, which may indicate anxiety about parting with the current state and moving into the unknown
  • Distance with the leader
    There is a noticeable distance between the leader and the team — there is a sense that the team is in the same room and communicates with each other, but communication in the shared space with the leader and consultants is impossible
WHAT TEAM NOTICED ITSELF
  • Uncertainty of purpose
    The manager and the team saw that the new role of the call center was unclear. It's on paper, but no one knows how to implement it, including the manager
  • Lack of experience
    The team is in urgent need of a leader and tools, as they do not understand how to make the transition to a sales department
  • The team is overloaded
    The team is overloaded with operational tasks and cannot process their emotions and fatigue in any way, as it is not customary to discuss it in the call center
  • Distance between the team and the manager
    The manager and the team are at a distance from each other, this prevents the transfer of experience and trust
THUS THE HYPOTHESIS WAS VERIFIED
3 STEP
REPORT
We prepared a detailed analytical report reflecting everything we found during the diagnosis, the hypothesis regarding the team's lack of independence, the results of the team session, as well as a comprehensive list of recommendations that the manager can use to work on developing the team's independence and initiative, understanding its root causes
Report with recommendations and a checklist
NEXT STAGE
REPORT DISCUSSION
After the client reviews the report, we schedule a meeting to discuss it
Discussion of the analytical report with the manager
RESULTS
Four months later, we had a call with the manager of the call center. We always stay in touch with our clients after completing our work. It is important to understand how our recommendations are implemented and what results the client achieves over time
What the manager did in four months based on the checklist
  • HIRED A STRONG DEPUTY
    The manager decided to involve external expertise in building the team, so a successor with sales experience in the call center of a large company was found
  • STARTED ACTIVE HIRING
    Now hiring new employees is easier, as the HR department has been involved in this task
  • ORGANIZED EMPLOYEE TRAINING
    Employee training is now carried out not by call center employees, but by external providers
  • BUILT BUSINESS PROCESSES
    The manager hired specialists in business process development to streamline operations within the department and make them clearer for all employees
  • APPLIED NEW COMMUNICATION STRATEGIES
    The manager began to organize constant meetings with the team, to exchange experience and discusse steps on new tasks
  • DELEGATED
    Thanks to a strong successor and a team that began to take on more tasks, the manager managed to delegate the main processes
Thanks to all these changes, the team became more independent and was able to handle the strategic tasks. This allowed the client to move on to their new project four months after our diagnosis
THE manager'S FEEDBACK ON OUR WORK
WHY COULD NOT OTHER TOOLS HAVE HELPED?

In similar cases with an unindependent team, managers typically conduct training for employees or dismiss those who are underperforming. However, in this instance, this approach would not reach the desired effect, as the main objective was to change the communication style with the team and help them transition to a new task. It was crucial to create a space where the team could discuss their complex feelings about the new tasks and share experiences with more senior colleagues. Additionally, it was critically important to involve external expertise for the new role of the call center, as the current resources were insufficient to handle the task.