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Financial Services Organisation
Nationwide attitude change programme on Relationship Management; benchmarking internal role models who are excellent at what they do; Train the Trainer programmes for business managers and internal trainers; project managing first stage of roll-out
Situation - In 2003-4 the bank launched a couple of strategic initiatives to enhance customer relationships and income growth. This stemmed from a need to differentiate from competitors and satisfy shareholders. Benchmarking research placed the bank behind its competitors in key areas of cross selling and attracting switchers so new stretch income targets were set requiring a focus on winning more business. The bank aims to make £10+ million from the 2004 initiative. To deliver this sum a heavy emphasis was placed on the intervention designed by Speak First.
Intervention - Part of this bank’s strategic initiative involved creating a development path for Relationship Managers, a review of current training provision and the launch of an attitude change programme. Speak First was invited to design the programme and train internal staff to deliver it. To ensure a bespoke programme, based on internal best practice, we conducted in-depth meetings, using a unique modelling process with nominated Relationship Managers, who excelled at the relationship aspect of their role. We determined the vision, values, beliefs and strategies that were the difference that made the difference in this group. The design was based on the modelling information and involved consultation with a range of stakeholders to ensure business buy-in. We ran four separate train the trainer events for Area Commercial Managers and internal Trainers in response to different levels of experience with the concepts and with facilitation. The roll-out deadline was extremely ambitious, requiring a speedy response, flexibility, openness to change, high standards and the need to challenge expectations so as not to compromise professionalism. The focus of the programme was to develop awareness of what constrains Relationship Managers’ success, reframe their limiting beliefs, and develop successful strategies in the areas where the bank was lagging behind. The goal was to develop excellent relationships with customers and to exceed targets.
Outcome - The client indicated that we had exceeded expectations and since the stakes were high invited us to co-run the pilot so that this spotlight programme resulted in success. Every Area Commercial Manager attended the train the trainer and 90% were not only wholly committed to the programme, they also commented that the design more than met their needs. Few programmes had attempted to achieve an attitude change resulting in clear and measurable increase in activity and income levels. The organisation is now conducting the roll-out for 2,200 Relationships Managers over two months. Early feedback is indicating a commitment to make the necessary key behavioural changes. We are monitoring the impact of this on activity and income levels.
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