Surveys regularly confirm that 80% of projects fail to realise what they set out to achieve. The good news is that the other 20% are successful. These successful projects achieve a balance of focused project delivery, strong leadership from management and a positive pull from the business. Managers are able to think strategically and translate ideas into action.
Metaskil has teamed up with Caret to help management to strengthen their leadership capabilities, develop their management skills and increase organisational effectiveness. Our combined approach focuses on people and the best use of their strengths for the benefit of their businesses. We develop leadership capabilities, build stronger teams and raise motivation in the workforce through a mixture of coaching, facilitating and mediation. We profile individual and group capabilities, clarify “joint” job descriptions and work out development plans. We introduce goal setting and measurement systems that focus effort and encourage personal development.
This Financial Services organisation wanted to expand its sales force and increase market penetration. Sales figures showed that staff were making insufficient sales visits and converting too few visits into sales.
Our project set out to introduce better practices for reviewing results, setting targets, tackling poor performers and motivating good sales people.
We worked closely with the Sales Directors to identify more challenging targets, agree improved reporting and measurement processes and developing support for Area Managers. We developed a performance management development programme focused on improvement measurements, one to one feedback and coaching skills, motivating techniques, gaining behavioural change in others and culture change.
The number of visits, sales per visit and sales value per visit all increased. This created sustainable and significant growth. Sales staff gave clearer advice, processing delays were reduced and, as a result, customer retention improved. Overall performance expectations were raised and managers accepted that performance was their key responsibility.
