Engage all managers of a metropolis and oversee banking network with leading change
The ambition of the new branch direction: develop a state of entrepreneurial spirit among managers.
Change that happens, of course, through the managerial position of branch managers to drive the necessary changes in the organization, work in multichannel and multisite synergies. In light of this ambition, we revisited expertises on fundamental managerial acts such as:
• monthly meeting conduct
• performance management
• employees support and coaching
80% satisfaction rate while overcoming an unfavorable atmosphere to change .
In this project conducted in close collaboration with management training and management of the network, we had to score a strong change to anticipate the legitimate skepticism of a managerial population already "formed many times " who doubted the concrete utility of a new training program.
The results of this project which lasted 6 months: A significant satisfaction rate of 80%.
Leaving the old mindsets to start a new
Upstream, the managers were actually involved in the construction of the training being invited to participate in the design of the modules providing practical management situations to deal with.
Project was launched in few days for up to 50 directors, helping mark the challenge and break down barriers by promoting inter-regional reflection. The day ended with a session of questions / answers between the directors and senior management.
At the end of the day the managers had the choice of modules they wished to follow.
During the training courses, consultants, without ever compromising the goals scored by the general management, also addressed the issues made by the directors by bringing concrete answers.
Less about the content, more about the meaning
Wishing to break apart from previous training, the modules were built by focusing on priority management practices. The process to reflect collectively on concrete situations and then to train, helped make this training truly effective and sustainable.
The use of video allowed managers to become aware of the impact of their communication in their managerial posture.
Finally, integration of branch manager leaders in the training proved the consistency and commitment of senior management to drive change at all levels of the hierarchy.