difference between a good skill and a
less than good one when they see it.
The golf coach saw every swing and
watched for the smallest glitch. Coaches who try to mentor from their office
or who simply look at reports in an
attempt to change behavior will never
see a change. Watching the customer
service representative with a customer
at their desk, making joint calls and,
yes, even watching business bankers on
the telephone from time to time are all
critical if coaching is to be effective.
Ask, then tell makes coaching go well.
It’s that dialogue that helps the coach
better understand if the banker can
do the skill but won’t, or would do
the skill but can’t. The latter means
the banker needs more training
and the former means a behavioral
adjustment is in order.
When the coach and the banker
create a short, actionable plan
for improvement, accountability
happens. The manager’s follow up
(seeing the skill again on another call
perhaps) let’s the associate know the
importance of improved competency.
There is no Masters Tournament in
banking. Mastering skills, improving
results and maximizing the customer
experience can happen daily, and it all
begins with great coaching. n
ABOUT THE AUTHOR
JACK HUBBARD is chair-
man and chief sales officer
of St. Meyer & Hubbard,
a sales performance con-
sulting and training firm
located in Elgin, Ill. He serves also as
an instructor for the ABA School of
Bank Marketing and Management.
When the coach and the banker create a
short, actionable plan for improvement,
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