3D Development

High Street Bank

Opportunity / Issue

The client was reducing a network of 17 local Customer Service Centres down to 5 Regional Supercentres to provide telephone support to their customers.

The 5 Senior Managers selected to run these Supercentres would be required to step into leadership roles and champion the change. This was a significant challenge for the group as they had previously operated for many years as Managers rather than leaders and had very limited time to build the required skills and confidence to lead their new much larger teams through a rapid change project.

Our Approach

Diagnosis

We interviewed all members of the Bank’s Project Team and identified specifically what success would look like for them and how the target training group’s success would be measured. We also established and documented where they believed the specific training needs lay for each individual.

We conducted 1: 1 interviews with each of the 5 Managers , clearly explained the requirements of their new roles and explained how their success would be measured. This discussion enabled us to build a thorough training needs analysis and define both group and individual needs.

The group TNA included change management, inspirational leadership, influencing and persuasion , time management and managing performance.

Training needs which did not match the group TNA were assessed and built into an individual coaching plan for each Manager to ensure their long and short term needs were addressed and the support each person received was bespoke and targeted.

Design

3 Day Workshop

We designed an initial 3 day workshop which addressed the group’s priority needs and allowed them to explore the change they were about to lead and plan for success. The Workshop was highly interactive and included several practical challenges which the group worked through together developing their communication and leadership skills through a plan/do/review cycle. On Day 3 each Delegate developed their own personal development plan with specific goals around setting up their new centre and developing their teams.

Action Learning Sets

In between interventions we planned in self facilitated Action Learning Sets at fortnightly intervals. This allowed the group to own their own development, share experience and identify further training requirements. We also provided a Learning Log to facilitate ongoing reflection and individual learning.

8 Week Follow-up Workshop

The next stage was to invest 2 days reviewing the group’s progress and honing the skills they had begun to develop. We used a combination of Manager, Peer and self Assessment to establish how near each individual was to their initial goals. We celebrated success with them, identified and clarified any outstanding gaps and developed the next stage of each individual’s Action Plan.

1:1 Coaching

Data from the follow up workshop was fed into individual face to face coaching sessions which continued for 3 months. On completion of these all Stakeholders agreed short term development goals had been reached successfully and longer term ones were fully owned by the individuals and their Managers.

Outcomes

• All 5 Supercentres were launched on time and met their initial objectives.
• The Performance of each Leader was assessed and met all standards required
• The change was landed effectively and staff retention rates were higher than anticipated
• 3D Development was engaged on a second project to help the Leaders develop customer service skills in their teams. Resulting Customer feedback survey scores were excellent.