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Success Stories
- Creating a Uniform Culture
- Driving Organizational Focus on the Right Customer
- Driving Revenue Through Referrals
- Establishing Differentiation Through a Distributor Sales Force
- Executing a New Sales Strategy
- Helping a Client Quickly Turn an Existing Program into Sustainable Action and Results
- Increasing New-Hire Productivity
- Instilling a Winning, Competitive Attitude in the Sales Force
- One-on-One Coaching to Breakthrough Results
- Providing Practical Tools for Sales Management in a Changing Marketplace
- Raising the Bar on Performance
- Results Soar for 700-Agent Call Center
One-on-One Coaching to Breakthrough Results
Industry:
Region of a Large National Bank
Situation:
The sales team ranked number one in all major sales measurements – cross selling, sales per FTE per day, and profitability. Senior management wanted to retain its top ranking in the organization, realizing other regions were gaining momentum and threatening its position. They believed the answer was to drive individual sales productivity through the improved quantity and quality of their sales manager’s coaching activities.
Analysis:
Business Efficacy conducted interviews with high-performing managers as well as senior management. Certain challenges had to be overcome for success to occur.
- Different levels of comfort with coaching activities.
- Perception of a lack of available time to coach.
- A culture that rewarded and prioritized operational excellence.
- No sense of urgency to change – they were already number one.
Execution:
To create the belief, motivation, pattern, and competence to drive sales productivity individual-by-individual, sales managers needed intense, one-on-one coaching from a professional sales management coach. The focus was to reach and exceed “breakthrough” sales results – results perceived as beyond probable, but possible with extensive behavior change.
For a 90-day period, Business Efficacy coaches increased the quantity and quality of the sales managers’ one-on-one coaching interactions with bankers and teller supervisors.
Immediate help was needed with:
- Understanding how to set and communicate expectations.
- Gathering quality performance data.
- Analyzing the data.
- Providing feedback to the bankers and teller supervisors.
- Developing banker knowledge and selling skills.
Most managers did not have a clear understanding of what real coaching entailed. The managers needed to learn (on-the-job) how to leverage and link all the tools at their disposal (i.e., incentive programs, performance management programs, etc.) to drive improved behaviors.
The sales management coaches had to drive the managers into details the managers wanted to avoid. This in turn forced them to deal with resistance from staff, face the discomfort of doing something new, overcome the fear of failure, and eliminate complacency when incremental success was achieved. The Business Efficacy coaches demonstrated confidence, focus, and understanding of exactly what had to be done to drive success. Having a resource the managers could trust to take them where they had not been before accelerated the willingness to try new and different things.
Impact:
- 85% percent of the tellers met their quarterly referral goals during the 90-day period. Ten of these tellers had been on the job for less than 120 days.
- Prior to the “Breakthrough” Performance Coaching Program, only 12 percent of tellers in the branch met their quarterly referral goals.