In such an arena, many Banks, of which Bank B, have resorted to mergers and acquisitions coupled with innovative marketing strategies and aggressive recruitment and retention plans to gather what it takes to be among the top alpha banks of the country.
These strategies, along with the growth they secure, bring a series of challenges related both to the new comers and the current veterans.
To name a few, below are some of these challenges:
- Unifying the performance and the employee satisfaction centered management culture that accompanies the competitive growth strategy and rolling it down to the farthest of the organization structure.
- Building high performance teams that deliver under the stress of daily operations and the strain of market conditions.
- Creating a sustainable motivation central that derives its momentum from the way leadership handles teams on day to day basis.
- Optimizing employee turnover to serve the sustainability of the bank’s vision and strategies and its execution excellence.
In addressing those needs, B Bank and “trace partnered with an objective a management plan and an execution strategy of the same for the purpose of reaching the set goals.
It all started with a pre-project survey that benchmarked the current status of motivation and outlined the challenges team members and their leaders face in their dealings. A set of KPIs and training and coaching objectives were identified for the team, and special attention given to some influence centers and few other areas and persons described as “challenging”.
The project was then rolled out from top down to cover the Chairman’s office, the bank’s directors, its seniors as well as middle and branch managers. Over 300 leaders were trained, coached motivated and followed-up for the change sought. Workshops provided trained on techniques that became ready to use once the session ended. Participants engaged in real plays, challenges that relate to their daily jobs, and attempted to think of them and solve them as the session went on. They ended their 2 day time investment in personal change plans that they committed to follow up once back on their jobs. Some were later on engaged in one-to-one executive coaching sessions to assist their development and fuel the execution of their personal growth plans.
The overall organization was set to speak the same language in alignment with its aggressive and innovative HR and marketing strategies and the result expected to translate into the bottom line.
Looking deeper into what makes people leave their job would almost guarantee an answer that name the relationship with the manager. On another note, being “happy” at work ensures a higher engagement and thereafter more productivity. The great thing about these 2 facts is that the prime influencer of both is none but the team leader.
This is where the thinking started.
“Nothing changes of nothing changes”.
We thought. So in order to engage the team members, collectively as well as individually, managers needed to do the things they do, the things they say and even think and believe, differently.
This is where the pre-project survey results on challenges and aspirations were plotted into the training and coaching sessions that targeted team leaders of various organizations structure levels, who can, in turn implement the change required for success.
The workshop, and later on, the scheduled executive coaching sessions, attended by more than 300 senior and middle managers, equipped the participants with the skills needed to evaluate and act on motivation patterns, identify and use communication styles and cues effectively for influenced and enhanced performance, construct a reinforcing beliefs culture that boosts productivity, build effective teams, coach for development, delegate for organizational and personal growth as well as for the increased job satisfaction, manage change, follow up, and implement the sought after agile culture.
Throughout the workshop that derives its teaching from winning practices modeled into simple learning objectives and methodologies, participants these on real personal cases that they related their time investment to. They were individually coached on their cases and were fueled and challenged to practice their insights and acquired know-how both to solve the presented issues as well as to plot the learning back into the work place. At the need of the workshop, the managers were requested to commit to an action plan related to both personal objectives as well as well to ones concerning their teams. These action plans were than used for follow up and executive coaching.
The pre-project survey was rolled over another time a few months after the project ended, and results were enhanced on every level.
To us, it was the recording of another success of “trace’s methodology and know-how delivery and another place where our team left a trace and people were capacitated.