Coaching is one of the four cornerstones of a healthy credit union sales and service culture. The others are: training, tracking results, and sales and service culture champions who believe in the products and are accountable for results. Note that training and coaching are separate cornerstones—this is important.
Periodic training sessions in product features and sales/service techniques are necessary and extremely valuable. Coaching, however, is a continuous, cooperative process.
When CUNA Mutual Group’s Lender Development Program® professionals work with credit unions that successfully meet sales and service goals, we often see a strong ethic of continual mentoring, support, improvement, and accountability. Additionally, we see credit unions with this ethic and culture fulfilling their missions and commitment to protecting and improving the financial lives of their members.
Avoid the “assumption zone”
Effective coaching programs start with an objective performance analysis: Identify what employees should be doing, and what they’re actually doing. Then identify any barriers to achieving the desired performance.
Focus on facts—avoid the “assumption zone” where you’re basing your assessment on what appears to be happening rather than the actual causes of a behavior. Start by listing some potential causes of under performance and discuss them with each employee, so you’re both working from the same playbook.
For each issue that negatively affects an employee’s performance, try to determine whether the barrier relates to one of three things: hill, will, or skill.
Hills: Obstacles to performance
A common obstacle to sales success in credit unions is that lending employees don’t know what’s expected of them. Perhaps goals are not specific enough or communicated well.
An employee may not have the authority or time required to learn about a member’s financial situation, suggest relevant solutions, and close the sale. Employees may need more work space or other resources, such as product information sheets, brochures, or websites.
Once you’ve uncovered obstacles, you can work on eliminating them—or adjusting your expectations.
Will: The motivation and desire to succeed
Ultimately, motivation has to come from within each person. But you can influence employees through consistent, fair rewards and consequences.
Tangible rewards such as money or prizes are obvious motivators—as long as you’re rewarding the correct, well-defined behaviors. It’s also effective to publicly celebrate and privately acknowledge an employee’s efforts.
“Feedforward” is a motivational mentoring tool. In addition to sharing performance results after the fact (feedback), encourage employees to envision how well they’ll do with the proven sales/service techniques you’re teaching. Persuade them to anticipate success and rewards from these actions, and they’re more likely to fulfill that prophesy.
Skill: The knowledge and experience to do the job right
If employees don’t know how to cross-sell in general, or don’t know how to present specific products to members so the members can make an informed decision, diagnose the level of each person’s skill deficiency:
Coaching influences behavior—as does lack of coaching
Whether managers, supervisors, and senior employees intend it or not, they’re influencing their lending staff’s performance every day.
Is that influence positive in your credit union? The answer is likely to be yes if you have a coaching program that’s dynamic, specific to each individual, and focused on specific behaviors.
Kathy Blumenfeld is the vice president of CUNA Mutual Group’s Lender Development Program. Contact Kathy at 800.356.2644, ext. 7737, or send her an e-mail.