220: Sean Minter: They were eager, but didn’t have the tools

//220: Sean Minter: They were eager, but didn’t have the tools

220: Sean Minter: They were eager, but didn’t have the tools

Sean Minter Show Notes Page

Sean Minter had a client that was extremely customer experience oriented. But when he observed his staff trying to deliver a great customer experience on his client’s behalf, he realized they were eager but didn’t have the tools to do a good job.

Sean was born in Richmond, Virginia but moved a lot throughout the east coast and Midwest, when we was younger. His father was an engineer and Sean has lived in VA, NJ, OH, FL and TX.  However, once he graduated from college, he stayed in the Dallas area.

As a kid Sean could always be found on the sports field or tinkering on some project.

Ultimately, he graduated with an engineering degree and was recruited to work in telecom networks in Dallas in the mid 90’s. He obtained his Master’s in Business at SMU while in Dallas in the executive nights/weekend program.

He was primarily a technical engineering resource until AT&T recruited him to join their regulatory organization where he spent a lot of time with public utility commissions negotiating and arbitrating the details of the opening of the local telecom markets associated with the Telecom Act of 1996.  After successfully negotiating an agreement for AT&T, he and a fellow colleague at AT&T decided to start one of the first competitive local exchange carriers in Texas called Alt Communications.

ALT Communications grew up and finally merged with Birch Telecom and Value Line Long Distance in 1998.

Then he decided to attack the next challenge in the telecommunications, broadband. Sean along with a couple of advisers decided to become the largest provider of broadband services in what was then known as the Southwestern Bell Area which consisted of Texas, Oklahoma, Missouri, Arkansas and Kansas. Sean raised over $200m for this venture from VC firms, GE Capital, Lucent and Credit Suisse.  This venture was taken over by Lucent in 2001.

Next Sean decided to take on Voice over IP. He and former executives from IP Communications started Reallinx in Dallas as a nationwide B2B Data Aggregator and VOIP service provider. This company grew and was ultimately acquired by GTT.

In the meantime Sean’s former investors in IP Communications started a Private Equity Firm and bought a BPO called PRC out of South Fl. In the mid-2000s. The company was not doing well so they asked Sean to help out as a consultant. Ultimately, the private equity firm decided to replace the entire executive management team and Sean took over the COO and CIO functions. The company successfully restructured and the new executive team grew the company and ultimately sold it to Alorica.

With the experience he gained, Sean left Alorica and decided there was a better way to supercharge performance for frontline leaders and agents. AmplifAI (Featured in the webinar How to Supercharge Contact Center Agent Performance, Onsite & @Home) was born based on this need. AmplifAI focuses on using data to help drive consistent actions such as coaching from frontline leaders as well as using high-performer behaviors to drive those consistently throughout the organization.

Sean is focused on making sure we develop frontline leaders and employees such that they are productive and can build skills that will last them throughout their careers.

Sean still lives in Dallas with his wife Sarah and his son Lincoln.

Tweetable Quotes and Mentions

Listen to Sean Minter of @amplifAI to get over the hump on the @FastLeaderShow – Click to Tweet

“Everybody can become a high performer in something.” – Click to Tweet

“Management is necessary to understand what you need to do, but leadership is necessary to motivate and develop your people.” – Click to Tweet

“A lot of those fears about AI in many cases are overblown.” – Click to Tweet

“The goal is to identify those people that want to do better and give them the ability to get better.” – Click to Tweet

“Create a plan and methodical process to identity the people that don’t want to get better.” – Click to Tweet

“On a daily basis we create a game plan from every frontline leader.” – Click to Tweet

“Humans are not good at organizing things and using data to create a plan.” – Click to Tweet

“Humans by default are scared of change.” – Click to Tweet

“Change requires you to get out of existing habits and create new habits, which requires a lot of effort.” – Click to Tweet

“A tool is only as good as the people and process that use it.” – Click to Tweet

“Technology is not going to solve your problems unless you adapt its use and drive adoption.” – Click to Tweet

“If you’re focused on customer experience today, you have to live in a world where that translates into an employee experience.” – Click to Tweet

“How your managers talk to your agents, in many ways, is how your agents talk to your customers.” – Click to Tweet

“Anything that requires you to do something, you have to start off by making it simple.” – Click to Tweet

“The first step in any implementation is driving the human interaction.” – Click to Tweet

“The number one reason for attrition is agents don’t get the support they need to become successful.” – Click to Tweet

“We don’t want people who are motivated coming in the door to six months from now leaving because they weren’t supported or helped.” – Click to Tweet

“Nobody comes to work every day to do a bad job.” – Click to Tweet

“You go from good to great by focusing on the details and focusing on the people.” – Click to Tweet

“Focusing on the numbers doesn’t make you go from good to great.” – Click to Tweet

“Ultimately, people drive the numbers.” – Click to Tweet

“If you improve the people and drive that frontline development, that’s what takes you from good to great.” – Click to Tweet

“The complexity of contact centers nowadays is much greater.” – Click to Tweet

“If you have a person that fails it’s probably more your fault than their fault.” – Click to Tweet

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Hump to Get Over

Sean Minter had a client that was extremely customer experience oriented. But when he observed his staff trying to deliver a great customer experience on his client’s behalf, he realized they were eager but didn’t have the tools to do a good job.

Advice for others

Focus on always improving and never be happy with where you are in the job you’re in.

Holding him back from being an even better leader

Being able to delegate more and hand things off more.

Best Leadership Advice

Take action as fast as possible to help people be successful.

Secret to Success

I have the ability to talk to and understand every level of an organization.

Recommended Reading

Good to Great: Why Some Companies Make the Leap and Others Don’t

Contacting Sean Minter

Website: https://www.amplifai.com/

email: sminter [at] mplifai.com

LinkedIn: https://www.linkedin.com/in/seanminter/

Resources and Show Mentions

How to Supercharge Contact Center Agent Performance, Onsite & @Home

Call Center Coach

An Even Better Place to Work


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2019-04-10T10:51:10-04:00April 10th, 2019|Podcasts|0 Comments

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