LEADERSHIP CORNER
Verizon sales director puts communication to work

Interviewed by David Butts
Advertiser Staff Writer

Bruce Asato • The Honolulu Advertiser

Personal profile

• Self-portrait: Sue Berk manages more than 250 people in a high-pressure call center. Last year the Hawai'i office won two gold Verizon Excellence Awards for sales and customer service delivery, and many of the employees involved were from Berk's department.

She manages with a combination of communication, flexibility and frivolity.

Berk learned the importance of communication while growing up with eight brothers and sisters. Her first job out after college drove home the point. She applied for a promotion and was turned down by a boss who said Berk's immediate supervisor gave her a poor evaluation. The supervisor had never told Berk that she wasn't happy with her work. Berk quit that job and never forgot the lesson.

"I joined GTE Hawaiian Tel (Verizon's predecessor) in 1983 to support the retail arm of the company, the Phone Marts. I managed the Hawai'i Phone Marts for eight years before taking on this role (at the call centers) in 1997." Berk converted a group of "order takers" into productive sales consultants.

Despite her success as a manager, she says, "First and foremost, I'm a wife and mom. This year, my husband, Brent, and I will celebrate 25 years of marriage. We have two children. One in college and one in high school."

This graduate of Sacred Hearts Academy doesn't know how to slow down. "After our oldest child left for college, I went back to school to study organizational change at Hawai'i Pacific University. At one time or another, I have been involved with the Holy Trinity School Board, Kamiloiki Elementary School SCBM council, Easter Seals Parents Advisory Committee, the American Red Cross Board and the Principal's Leadership Academy."

• Favorite books: They include "Hope Is Not a Method: What Business Leaders Can Learn From America's Army" by Gordon Sullivan, and "Execution: The Discipline of Getting Things Done" by Larry Bossidy.

" 'Fish! A Remarkable Way to Boost Morale and Improve Results,' by Stephen Lundin, was a great little book that we gave to every employee. 'Fish!' gives you ideas for creating a positive (even playful) work environment. Since reading that book, I've had to dress up for various rallies and incentives wearing an oversized fish on my head, having my hair painted a rainbow of colors, and dressing as a high priestess (as in TV's 'Survivor' show), a flower child, a wizard and one of Santa's elves." Berk calls it "executive humiliation" and counts it as one of her keys to success.

• Most remembered mentor: "I would have to say that my parents, Art and Helen Menezes, have been the best teachers and models for me. They raised eight children in Hawai'i and gave us all the gift of a Catholic education. They taught us all the value of faith, family, education, work and community. My mother always told us you can be anything you want to be."

Berk also remembers Debbie Arnold, her boss at the phone company when her second child was born premature and with Down's syndrome. "I had a 5-year-old. It was crazy. Debbie said, 'You get the work done when you can get it done.' It kept me working here. Her motto was 'Life comes first.' "

• Best part of the job: "I love seeing individuals and teams reach and exceed their goals."

• Worst part of the job: "When something goes wrong; we make a mistake and our customers are disappointed."

• Trademark expression: "I've used and I believe in Jan Carlzon's quote, 'People without information cannot take responsibility. People given information cannot help but take responsibility.' "

• Best decision: "A couple of years ago I focused on improving my working relationship with our union leadership. Harold Dias (head of IBEW Local 1357) and I started having lunch just to talk. We got to know each other a little bit." Dias asked Berk to give shop stewards one paid day off per quarter for training with the union. She agreed. "We work as partners. ... We don't always agree, but we have a relationship that helps to keep us communicating."

• Worst decision: "Can't think of one in particular. ... Some choices are smarter than others. Let's learn from them and go on."

• What I worry about the most: "Our employees. All of them. ... They all work very hard. Are we effectively sharing the mission with them? Do they understand why we make changes? Are we effectively helping them deal with change?"

• Most difficult challenge: "Keeping balance can be a challenge. I need time for family, work, spiritual and physical health. I've been out of balance at times. ... Our son has a disability, and his education and care require time and attention. I am blessed with a husband who is very involved and supportive of my work." Berk also sings in her church choir and takes a jazz-dance class.

• Leadership tip: "Think big and help others to think big. Encourage new ideas and help get them implemented. Clearly articulate your vision. Write it down. Talk about it. Engage in robust dialogue with the team on how to achieve it. Reach into the organization for ideas and solutions. Celebrate success and be willing to put on silly costumes when the occasion calls for it."

Taking on... Finding time for communicating

Employees at the Verizon call center are tethered to their phones. The company predicts the number of incoming calls and has just enough staff on hand to handle them. There is little wiggle room. Staffers have to ask supervisors for permission to go to the restroom if it is outside their three scheduled breaks. So, how can Berk deliver frequent updates on the company's performance without hurting the service level?

"A few years ago, one of the front line supervisors suggested bringing employees in on a Saturday for a half-day information session we called the 'State of the Center.' We scheduled everyone (including about 200 sales consultants) to work on Saturday." Half would attend the meeting in the morning and the other half would take the calls. In the afternoon they would switch places. "It was good to have 100 of them in a room," she said.

"They have to know what the mission is. They have to get engaged. We shared the most current results and the trending of results so they could see if the center was making progress. Employees were asked what needed to be improved in the center and came up with eight M.I.B. (Make It Better) teams to address issues such as training, morale, systems, recognition and communication."