How do you take a company from high turnover, low morale and stagnating sales numbers, to outperforming others in the industry and measuring significant growth despite other industry realities?
If anyone knows, it’s Bob Hamer, President of Mobiloil Federal Credit Union. His organization did just that.
In a few words, the strategy was simple: change organization-wide attitudes toward sales.
In a recent case study published by AchieveGlobal, we share an account of how Mobiloil Federal Credit Union restructured its operations and created a culture of trust and cooperation. The results: A remarkable increase in per-member transactions, helping grow the company’s loan-to-share ratios.
Among the progress Hamer outlines in this case study, Mobiloil Federal Credit Union took these steps to success:
- Spent a year restructuring, rebuilding trust and empowering staff and managers to be real leaders;
- Helped the credit union staff transcend a long-held misconception of sales as a negative customer encounter, and reposition sales as the route to meeting customer needs;
- Used AchieveGlobal programs to develop stronger leaders, build service excellence, develop programs of recognition, guide customer interactions and build customer relationships;
- Deployed frequent surveys with credit union members to see how tellers and others were performing, and what needed to be changed or reinforced.
The results of these changes were profound. After two years, the internal restructuring and changed focus to “sales-as-service” transformed the organization to one in which there was increased staff confidence, greater productivity and reduced turnover.
And to top it all off, loans grew by almost 50 percent.
And those are numbers that any sales organization can take to the Credit Union!
Sharon Daniels is CEO of AchieveGlobal in Tampa, Florida
