Director of Financial Services

We worked with ...

... a Director of Financial Services (UK & Ireland). His team was not driving sales activity at the right pace for the business. He recognized that by improving his leadership capability he could develop a high performing team, fast. His vision was of a team that worked well together, that cooperated with other parts of the business and successfully converted more prospects into long term, profitable and satisfied clients:

‘I knew that how I performed as a leader would have a direct impact on my team. I wanted to have the most efficient, high performing team possible and I knew there were ways of doing this. When I started the ‘Raising Your Game' programme I wanted to know what makes a good leader and how you get people to follow you. I wanted to learn how to engage people to get a high performing team.

I learned the difference between mentoring and coaching - when to do one or the other - and I increased my ability to do both. As a result, we started to get the breakthrough moments that you need in a sales situation.

When I coached I gave the person the opportunity to figure out how to deal with the issue in the right way. They'd come up with the actions and they felt much better because they had worked out how to solve the problem themselves. I'd help them look at the goal and where they were trying to get to, then look at the options for getting to that place, using questions to get the individual thinking for themselves.

We have to work closely together as a team to get results. There are things which enable us - trust and respect - and coaching my team developed that. It was satisfying for me to get to the end of a call or meeting, where I had people thinking and looking at different options and actions. I didn't always have to jump in and tell people what to do.

The programme helped me to focus on how I communicate, not just with the team, but also with my manager. I put myself in his shoes and think about where he is coming from. I try to understand what he needs me to do and to deliver. It's important for us to trust each other because we need to be able to work together quickly and effectively to win a new account.

The benefit to the company is directly related to the bottom line - we win good, profitable, long-term business. Mega major accounts, which are long term relationships and mean multi million dollar revenue year on year - if we do the job right. Winning new business is a key enabler for the business. It's very hard to do but it can be done, and we do it.

Over three years the team's contribution to UK revenue increased from 45% to 65%. That kind of performance is directly related to the team working in a certain way - that's my belief. I was able to delegate effectively and empower my team, to be there to support them when needed but not smothering them.'

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