The top priority of a Shift Leader is to be a Sales Representative role model and lead by example.  This includes maintaining average to above average sales statistics for close rate, upsell and add on percentages, showing up on time for every scheduled shift, working the entire shift and being on the phone and available to take calls during the shift, etc.  This also includes modeling the company’s core values at all times.
Most additional duties can and should be performed at the beginning or end of the shift supervised.  Time spent on other duties during the shift should be kept to a minimum.  A Shift Leader at Legacy Publishing Company is a true “working supervisor.”  A Shift Leader is not expected to be a Manager or a Trainer.  A Shift Leader needs personal focus and accountability for performance as well as an overall awareness of what is happening on the Sales Floor at all times.

Duties include:

• Stay “Available” for phone calls as much as possible; take phone calls, make sales.
• Arrive for shift with enough time to be available to take calls when shift begins.
• Maintain “Available” percentage of 70% or more.
• Available time of less than 50% is cause for disciplinary action.

• Be a role model for self management.
• Use all self management tools including:
• Maintain an obvious positive attitude.
• Keep an accurate log sheet.
• Written script check lists.
• Written self management check lists.
• Read “Perspectives.”
• Use Role Play Profiles.
• Listen to recorded calls (his or her calls and/or Training Calls).

• Follow all rules and procedures outlined in the Legacy Publishing Company Employee Handbook and Sales Representative Compensation Plan.
• Strict adherence to Guidelines for Integrity and Guidelines for Attendance

Additional Duties:

• Open or close the Sales Center including:
• Unlock or lock the door to the Sales Center.
• Open or close phone lines as directed/needed.
• Turn on or turn off:
• the alarm system
• air conditioners,
• Monitor and outbound computers, etc.
• Turn off all computers in sales center at end of day.
• Erase previous day’s breaks from “Break Board.”
• Enter shows on “Break Board.”

• Keep Sales Center clean and orderly.
• Encourage and direct Sales Representatives to keep work areas clean and orderly.
• See that food is disposed of in kitchen trash can for nightly removal.
• Clean kitchen area and see that trash is taken out at end of day.
  

Track attendance on the visualizer.

• Highlight in yellow when a Sales Representative is in the Sales Center
• Add any Sales Representative working off their schedule
• Highlight in blue when a scheduled Sales Representative is not in the Sales Center
• Make clear notes using approved language and abbreviations.
• All “blue lines” must be accompanied by a note of explanation.

• Encourage and facilitate Sales Representative Self  Management :
• Encourage Sales Representatives to use all Self Management tools.
• Set up Sales Representatives to listen to calls as requested, encouraged or directed.
• Control access to what Sales Representatives are listening to.
• Do not allow random access to recorded calls.
• Limit to the Sales Representative’s own calls or approved training calls.
• Provide Script Checklists and/or Self Management Checklists to Sales Representatives listening to calls.
• Be certain adequate copies of all forms are available.

• Check and/or fix Sales Representative orders as needed.
• Email any changes made to Sales Center Manager and Customer Service Manager.

• Enforce procedure and handle disconnected sales calls.
• As outlined in “Guidelines for Disconnected Calls.”

• Be constantly aware of what is happening on the Sales Floor.
• Maintain shift notes throughout shift.
• As Sales Representatives leave at the end of their shifts make certain each has logged out of all systems properly.

• Send shift notes to Sales Center Manager via email at end of shift.
• Shift notes should include:
• Close rate during shift worked.
• Any computer or phone system issues and current status regarding them.
• Excused “bounced calls” should be sent in a separate email.
• “Prank Calls” may be emailed to Sales Center Manager.
• Short notes on any Sales Representatives set up to listen to calls or worked with in any way regarding self management.
• Notes regarding any Sales Representative attitude or behavior issues including:
• Excessive or inappropriately timed “Away from Desk” status.
• Excessive or abusive use of “At a Training Session” status.
• Failure or refusal to use self management tools.
• Any obvious or vocal displays of a negative attitude or disruptive/inappropriate behavior.

• Attend periodic meetings as directed.

• Other duties as directed by Sales Center Manager.
• May include but are not limited to:
• Requested reports to be printed at beginning or end of shift
• Updating Time Clock program.
• Reminding reps to sign order errors and time edits, etc.
• Specific instructions regarding specific Sales Representatives.