Sales & Service1 - Accountabilities
Process 1: Sales & Service Mgmt.
Activity 1: Set your sales & service context & direction
Activity 2: Review & monitor your sales & service performance
Activity 3: Provide coaching to your direct reports
Activity 4: Provide recognition & reinforcement
Activity 5: Support training & development
 
Process 1: Sales & Service Mgmt.
Owner: Sales & Service Ettectiveness
Purpose:
Sales and Service Management
  • Ensure the effective delivery of sales and service initiatives and programs through establishing the sales and service context and setting direction for subordinates by providing relevant information and resources, establishing goals, and setting limits.
  • Co-ordinate the implementation of national and regional sales and marketing initiatives and programs within the branch.
  • Create a proactive sales and service environment in which to maximize employee sales productivity and customer service effectiveness for existing and potential customers of all banking groups.
  • Implement a consistent sales management process as defined in Passport.
  • Review and monitor sales and service performance against plan and standards to identify gaps, issues and best practices.
  • Coach subordinates to advance opportunities in the pipeline.
  • Work effectively with Banking colleagues (e.g., Commercial Banking, Specialized Sales Force, etc.) to leverage sales and referral opportunities to improve share of wallet, acquire new customers, retain existing customers, and provide the full financial service offering to customers.


Branch PassPort Chain of Accountabilities Draft

July, 2011

The ‘Chain of Accountabilities’ expresses key accountabilities for Leaders and the supporting activities, tools and templates. 

In support of role ‘do-ability’ specific tasks may be assigned to direct reports. Where the Manager is unable to complete all activities due to span of control or other environmental considerations guidelines have been included to support assignment of tasks. All other elements of the Chain of Accountabilities cannot be assigned except as designated.

Scope:
Task Assignment Guidelines
  • Assignment of tasks is skilled knowledge and experience dependent
  • The Manager remains accountable for work outputs and working behaviors
  • Assigned tasks may be withdrawn at the Managers discretion
  • Managers may assign partial frequency of the task (ie. ABM completes Fifteen Minutes of Predictability twice per month, Branch Manager conducts the balance)
  • Audiences may be differentiated based on the direct reports skilled knowledge and experience
  • Managers are accountable for observing the direct report conducting the assigned task(s) at least once per month (frequency of observation is based on proficiency) for outputs of work and working behaviors.

Assumption
Area Manager may establish a cross- functional relationship with the team for Chain of Accountability components.

Out of Scope
  • Mortgage Specialists
  • CBO (reporting relationships TBD)


Term Definition
Consultative Selling Includes - Need satisfaction, Two-way communications and is Benefit-oriented
Fifteen Minutes of Predictability The period of time devoted weekly to each team member that explores weekly progress, and the opportunities and obstacles to progress. It is guided by a set of diagnostic questions, please read Fifteen Minutes of Predictability document for full details.
Side-by-Sides The best way to focus on the behaviour of your Team Members and help them improve their skills, is to actually observe them in a customer situation
Walkabout The Walkabout is your opportunity to communicate and interact with your team members in an unstructured and open manner.
1:1 Coaching You will conduct this type of coaching to discuss performance improvement opportunities as well as reinforce good performance.
Skill Builder The Skill Builder Meeting is another activity to help your team achieve its sales and service goals.
Team Meeting Team meetings are used to reinforce performance and to develop strategies for improving sales and service performance and bottom line results.
Links Type Form Number Input Method Retention Storage Responsibility
Best Practices for Sales Leaders Document            
Branch PassPort Chain of Accountabilities - June 13, 2011           Sales
Passport Sales & Service Management Process            
Contact Name Role Phone Email Organization
Director of Sales & Service        


Activity 1: Set your sales & service context & direction
Task 1: Read description
Task 2: Complete general activities
Task 3: Review business focused content

Flow To:  Activity 2: Review & monitor your sales & service performance


Activity 2: Review & monitor your sales & service performance
Task 1: Read description
Task 2: Conduct your side-by-sides
Task 3: Perform Fifteen Minutes of Predictability®.
Task 4: Conduct a walkabout with in your branch
Task 5: Conduct your team meeting

Flow To:  Activity 3: Provide coaching to your direct reports


Activity 3: Provide coaching to your direct reports
Task 1: Read description
Task 2: Conduct 1:1 Coaching
Task 3: Review Best Practice

Flow To:  Activity 4: Provide recognition & reinforcement


Activity 4: Provide recognition & reinforcement
Task 1: Read description

Flow To:  Activity 5: Support training & development


Activity 5: Support training & development
Task 1: Conduct your Skill Builder meeting