Over the past 25 years we have trained and coached over 20,000 Financial Advisors and 2,500 branch managers, producing branch managers, complex directors, regional managers, and divisional directors. In that time frame, we have partnered with 15 wealth management firms on some of their most strategic initiatives to help them achieve their goals.

Business Challenge

  • The three-year retention rate of diverse next-gen Financial Advisors was lower than the average of all three-year and under Financial Advisors

Solution

Goal: Increase three-year retention rate of diverse next-gen Financial Advisors

  • Received organizational alignment from the top down on the initiative.
  • Gathered best practices of 30 highest-performing three year and under diverse next-gen Financial Advisors
  • Program built around those best practices
  • Nationwide roll-out to every three-year and under diverse next-gen Financial Advisor
  • Program repeated with new participants, consecutively for three years

Delivery:

  • Mandatory digital pre-work consisting of 27 modules around business planning, client acquisition, and conducting meetings
  • Two-day instructor led training focused on skill development practice. Each participant received a “Best Practices Playbook” in support of the instructor led training.
  • Sustainment:
    • Four-month live webinars to reinforce learning and hold the Financial Advisors accountable to pre-determined performance metrics. Each participant received a “Best Practices Playbook” in support of the webinars.
    • Mobile sales training to reinforce key learnings.
    • 120-day email campaign consisting of a tip of the day, quote of the day, a link to a short best-practice skill development video, and an action step of the day based on the video.
    • One year access to the digital training platform as a resource
  • The client received performance reporting on a monthly basis to measure success.

Results

  • Client reported after three years that the three-year retention rate of diverse next-gen Financial Advisors increased by over 50%.
  • Client then rolled out the program to every next-gen Financial Advisor in the firm.
  • This program is still continuing with each new hire class.

We have worked with five major and regional banks in the last decade,  helping them to improve the performance of their banking associates as the environment changes.

Business Challenge

  • Fewer clients are coming into the bank
  • More and more clients are doing their banking online
  • Less opportunities for face-to-face interactions with clients
  • For many clients, their financial situation is becoming more complex—they have more need for banking solutions available that they may not be aware of.

Solution

Goal: Increase the volume of relationship calls to clients to schedule face-to-face meetings to strengthen the relationship while keeping the emphasis on service.

  • Received organizational alignment from the top down on the initiative.
  • Gathered best practices from Relationship Managers and Financial Advisors.
  • Program built around those best practices
  • Regional roll-out to the Regional Executives, Regional Sales Managers, Consumer Banking market leaders and Regional Sales Performance Managers
  • Two-step training program consisting of how to make outbound relationship calls and a train-the-trainer program

Delivery:

  • One half day instructor led training program focused on how to make outbound relationship calls
  • One half day train-the-trainer program focused on training participants on how to do skill development training for the outbound relationship calls program
    • Sustainment: Four-month situational coaching follow-up calls
  • The client received performance reporting on a monthly basis to measure success.

Results

  • Outbound client relationship call volume increased 300%
  • Face-to-face meetings in the bank increased by 200%
  • In the bank’s footprint, market share increased by 2%

Professional sports teams have unique challenges which impact their ability to sell tickets which can range from team performance – or lack thereof – to changes in ownership, coaching staff, or players.

Business Challenge

  • The Los Angeles Dodgers are in competition for entertainment budgets in the Los Angeles market with the advent of two NBA franchises and two new NFL franchises that moved to Los Angeles.
  • Attendance numbers are so high that it’s difficult to improve on that number year over year.

Solution

Goal: Sell four million tickets.

  • Gathered best practices of highest-performing inside ticket sales executives
  • Program built around those best practices

Delivery:

Conducted instructor led training in 2016 and 2017 for the newly hired inside sales team through a customized program called The Dodger Way that was designed to…

  • Improve selling skills
  • Sell more season tickets
  • Sell more group events
  • Increase season ticket holder renewal rate
  • Sell more plans

Results

Increased ticket sales over two years by 5%, culminating in overall attendance in 2019 of 3,974,309, the highest yearly attendance in the history of the Dodgers.

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