Key Insights For Improving Sales Culture (Day 5)
Raddon Financial Group and Center for Practical Management have partnered together to help clients improve their sales cultures. Many organizations have recognized the tremendous growth opportunities within their existing franchises. One of our current engagements is with a high performing mid-size northeast financial institution who wishes to drive their performance even higher.
Performance Management – Day Five
In attendance were the CEO, EVP, business banking manager, chief lender officer, e-commerce manager, IT manager and several branch managers/teller supervisors. This was the fifth and final day of our Performance Management engagement.
The focus on day five was reinforcing the proper use of tools that support the institution’s new management system. For example, it is now mandatory for each manager to fill out a weekly management activities worksheet. This tool is valuable because it concisely summarizes management activities to ensure consistency across all levels of the organization. The EVP can now easily see that his direct reports are managing their employees effectively.
The attendees then broke into small groups and conducted skill practice clinics. The topics of these clinics varied widely, depending on who was in each group. For example, a group of five branch managers created a clinic around helping their front-line employees to comfortably explore customer financial needs through high gain questions. Attendees then paired up and role played using instructions for the clinic. Another clinic helped the IT manager gather feedback to refine the new customer form. These were real-live clinics that immediately added value in all areas of the organization. The homework was for each manager to conduct at least one clinic for their employees over the next month. Both the CEO and EVP agreed to personally attend four clinics and give balanced feedback to their direct reports.
Attendees also spent two hours videotaping quick coaching sessions. Participants were given a coaching worksheet tool that builds structure and consistency into the coaching process. They were asked to think of a real-life quick coaching opportunity that they experienced over the last few weeks and practice based on that scenario. Participants then paired up and were sent to empty offices to videotape and evaluate their coaching effectiveness.
During the final session of the day, the facilitator asked the attendees to self evaluate their own coaching skills and develop three month coaching action plans. After submitting their plans, the facilitator will be responsible for providing each individual with balanced feedback on their coaching plans.
I have enjoyed sharing my experiences of this Performance Management engagement with you. Please feel free to contact me with any questions at firstname.lastname@example.org.
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