One of LMI's introduced MR. A to the Profile Evaluation System (PES) and explained the importance of focusing on determining employee strengths to get the right-fit. All the members of the Sales Team were evaluated and based on the results of the PES assessment their responsibilities were divided into two groups- account managers who cater to the existing clients and the consultants who get in the new business.
The Effective Personal Productivity (EPP) Program was then conducted for two groups- the Senior Leadership Team including MR. A and the second group consisted of their immediate subordinates (sales heads.)
This program was conducted for both of the above groups simultaneously, as a weekly intervention, once a week, over a period of 9 weeks. The focus was on improving performance through change of behaviors using the following:
* Spaced Repetition
* Application and retention of concepts
* Multi-sensory impact as a tool for internalization of concepts
* Weekly Tracking mechanism to measure impact on business in terms of quantifiable results
Session one- A pre-course, one-on-one meeting with each of the participants and consecutively with their immediate superiors to understand their background, experience, personal and professional achievements and failures, challenges in achieving current goals. Meeting with the superiors was purely to understand their expectations from the subordinate and some behavioral traits observed, that could be affecting achievement of results. An evaluation was also conducted on certain behavioral parameters which affected productivity.
Session two ( end of week one)- This is the kick-off session where the participants were introduced to the LMI Process, the LMI tools and material and a goal setting exercise was conducted. MR. A shared his vision and goal for the company and asked for their support and co-operation as joint owners to help achieve this vision together. Participants were asked to set personal and professional goals that they would like to achieve through the program. These goals are fine-tuned to make them SMART and STRETCHED. They were also tied –in to the overall organizational goal shared by MR. A.
Challenges in achieving individual goals were discussed and on the assumption that by following the LMI Process along with the support of the Facilitator and the Internal Coach ( immediate superior ), these goals could be achieved, a win-win agreement was signed between the participant, the facilitator and the immediate superior. This was a commitment by each of the participants to follow the process of weekly application of tools and behavioral exercises for the next 9 weeks to achieve the set goals.
A self analysis of work habits was conducted to create an awareness of some behaviors that could be affecting personal productivity at work.
The Program Kit consisting of the LMI Manual with CDs, the application and Plan of Action exercises was handed over. The participants were asked to read and listen to the first module of the program of the program, use some of the exercises and thinks of ways to apply certain ideas before the next session. The same facilitation process was conducted every week for different behavioral modules.
Goals Set:
2 Account Managers – Customer satisfaction was currently at 6 on a scale of 1-10 where 10 was the highest level of satisfaction. The goal was to take it to 8.5. This had been achieved in the initial years.
5 Consultants – New Business Development – 1 new client each within the next 6 months and 1 more by the end of the year. A total of 10 by the end of the year.
Session 3 ( end of week two) to Session 5 ( end of week four)- Focus was on individual behaviors towards :
1. Productivity- With the help of the material in the manual the participants were able to define what productivity meant to them , identify key areas where they could improve productivity, what in their day to day to activities could be changed to drive productivity, identify various attitudes towards people , procedures and policies which actually hindered productivity. Small changes were applied during the week to either simplify, eliminate or delegate activities.
A list of their High-pay-off activities (HPAs) were made and linked to the pareto principle.
The goal set in session 2 was broken up into weekly goals and a plan of action was developed for each week with a tracking mechanism. The changes made in daily activities to increase productivity in this week were linked to achievement of this goal.
2. Time Management – With the help of the tools and application exercises in this module participants maintained a time lo for 3-4 working days and analyzed their time management pattern. It was realized that there was a mismatch between the time spent on their HPAs to achieve the set goals and the actual time spent on these activities. Only 40-50% of the time was being spent on activities that led to achievement of their goals. The balance was being spent on crisis management, interruptions, unplanned meetings, mistakes made by subordinates, etc. These activities were then analyzed and a POA made to increase time spent on HPAs. This led to delegation of certain activities, simplifying certain activities, changing certain procedures to eliminate duplication, etc. All of these changes were made with a focus on achieving the goal set in session 2.
3. Controlling priorities in all areas of life- In this week the participants started evaluating their priorities in other areas of life besides just the professional area, and linking that to productivity and achievement of goals. These area included health, family, knowledge and self-development, social, religion. The started linking personal goals to the professional goals and started working on achieving both together to lead a more balanced life. This directly affected productivity.
They also started applying simple to techniques avoid interruptions and develop better work habits, using effective time management tools, coping with and learning from emergencies, being able to say “NO.”
Session 6 (end of week 5) – Mid Term Evaluation- A presentation was made by each of the participants sharing the progress on the goals and the behavioral changes leading to the achievement.
Result: Account managers had brought down the no. of customer complaints by 50% by proactively spending time on identifying needs and providing timely service. They were now preempting needs of their customers. The customer satisfaction level had reached 7.2
The Consultants had started meeting more prospects due to better time management and prioritizing and spending less time on servicing existing clients by giving them the confidence that there was a special team to handle their concerns. They started researching clients and understanding their needs better, involved seniors when required, were able to offer better pricing strategies and 2 out of 5 of them were able to close 1 client each by mid-term.
Senior Management was able to focus on organizational strategies, coaching and recruitment.
Session 7 ( end of week 6) to session 9 ( end of week 8)- The second half of the program focused on team development through:
1. Communication: Attitudes to wards communication were analyzed. Behaviors such as listening, asking the right questions, giving instructions and feedback, speed reading , etc. were emphasized and a plan of action was made to implement the necessary changes week on week. To make it easier they were asked to identify one person each from their family, office ( subordinate / superior ) and customers with whom they often had a communication problem. They were then asked to identify the areas that they could work on based on the tools and concepts discussed in the session and apply it with each one of them. This led to making them aware of their habits and trying to change them. Participants gradually stopped cutting off their subordinates in the middle of the conversation, exhibited more patience with their superiors. They were more conscious while giving instructions and ensured they were understood by the opposite person.
2. Delegation, Empowerment and Team Productivity: More time was invested in team development. Level of Delegation for each team member was identified and developmental plan designed to take him/her to the next level. The goals setting exercise was conducted for each member of the team and a plan of action designed. The necessary guidance and support was provided. Tasks were assigned and progress monitored on a weekly basis. This led to :
- Additional time for the consultants to focus on hot prospects and leaving the ground work to the subordinates
- Focus on key accounts for the Account Managers
- Motivated Team due to increase in confidence levels
- Increased performance and lower attrition
- Earning incentives
- Setting clear performance parameters and providing timely inputs
- Succession planning
Session 10 ( end of week 9)- Final evaluation –Presentation made by the participants. The following were the results:
1. Customer satisfaction level was at 8 at the end of 9 weeks and continued to remain between 8 and 8.2 for the next 8 months. Some domain specific changes finally brought it to 8.6 in the 9th month and it continues to be at 8.4 after 1.5 years.
2. Amongst the 5 Senior Consultants and their teams, they got 3 new clients during the program and achieved a total of 11 new clients against the goal of 10 in the first year.
3. 4 new sales people were employed during the time and 3 retained.
4. Revenue went up by 20% as compared to the last year.
5. An additional service was introduced.
Other benefits:
1. Communication noticeably improved
2. Renewed clarity of direction
3. Decision taking process was shortened
4. Goals were clearly defined at all levels for the next 5 years
5. New software to support customers was implemented