Shift to Performance Culture

Shift to Performance Culture

Situation:

• Financial services organisation had been asked to lift targets significantly.
• Organisation already had done some sales training but this had failed to significantly impact results.

Challenges:

• Sales executives still saw themselves as product providers and did not have requisite skills to influence clients or the industry.
• Many of the state managers did not have a high sense of accountability for targets and lacked the entrepreneurial skills to realise strategic outcomes.

Resolution:

• A strategic influencing program was implemented for all sales executives, starting from the State Manager to the individual Business Development Manager.

Outcomes:

• Some non-performing sales managers decided to leave the organisation after acknowledging they would not be able to influence at the level required.
• Results show a significant increase in the revenues and are on track to execute on the strategy.