In my 28 years of consulting with credit unions and other financial
institutions, my experience has taught me that we tend to start
with the wrong set of plans. Most credit unions have not created
the right foundation to make that conversion to a full service sales
It's easy to create a sales mentality with our Sales & Marketing
people, Call Centers, those in our Lending department, and others
with an obvious sales or self-promotion responsibility. But how
about everyone else?
By the way, this other group represents the majority of our staff!
And guess what? We can't honestly say we have a sales culture without
The question is, can we convert everyone to a sales culture mentality?
That is…whether they are front office or back office? CEO or
receptionist? The answer is a resounding YES...WITH A BIG IF!
The ''if'' means IF we set the proper foundation in our
sales culture conversion planning process. If not, we are only giving
lip service to having a sales culture and our lack of substantial
growth in providing members with more of our products and services
will quickly and easily become obvious.
Let me share 28 years of experience in what I have found to be
the 4 basic principles it takes to create and maintain a successful
and measurable conversion to a full service sales culture in a credit
union. I have also provided some recommendations I have become familiar
with over the years that might save you some time and you might
want to consider.
By full service I mean every single staff member is involved and
has been trained in the basics of carrying out their individual
roles with a sales culture mentality.
FIRST and foremost you need to immediately start assessing
and selecting any new staff in four critical sales culture dimensions
prior to hiring. (For this, I recommend the PDI from TBS as an addition
to your recruiting process. It is easily administered and inexpensive.)
A. A Highly Focused Performance Achievement Drive - This means
someone who is more likely to be dependable and responsible on
the job by taking personal ownership for what they do. Adhering
to the rules. Showing self-control and stability in performing
tasks. And taking initiative to doing their job well and assisting
B. An Attitude of Customer Service Excellence -They reveal an
attitude of being more competent, responsive and courteous with
those they interact with. This includes eye contact, smiling,
listening and communicating effectively.
C. A Sales & Self-Promotion Mentality-They feel comfortable
promoting themselves, their products, services and their company.
They like challenges and set high standards and goals for themselves
while being a self-starter.
D. A Deep Desire for Tenure with an organization- This instrument
predicts the initial staying power of the person being considered.
This Assessment also comes with an action plan to assist the supervisor
in coaching the person in the areas where they need additional support
and guidance. (I recommend the PDI from TBS as an addition to your
SECOND, You must have successfully implemented an Internal/External
Customer Service program over the past 6 months. It must be consistently
and visibly practiced on a daily basis by everyone on staff from
the CEO to the part-time receptionist. This is a critical prerequisite.
This should include some type of a Customer Service Satisfaction
program. It might include the following as the proper way to practice
Customer Service on a daily basis:
- GREET them in the proper way.
- VALUE the customer so they feel special.
- ASK how you can be of help.
- LISTEN with full purpose to understand their needs.
- HELP them get full satisfaction.
- INVITE them to come back and see you again.
Also have a simple but practical way to solve problems, challenges,
and opportunities as quickly as possible whether on the telephone
The steps might be.
- UNDERSTAND their specific concerns
- IDENTIFY the specific issues at hand
- DISCUSS practical options
- FIND acceptable solutions.
(I have not seen a better program than the one by IS, Inc. and
their program ''The Customer.'' It is the most highly validated
customer service program I have been exposed to.)
THIRD. You have to teach your entire staff the proper way
to sell and self-promote or it will never be internalized and supported
by the ENTIRE staff, which is essential.
YOU ASK….'' How do I do that?''
HERE IS THE ANSWER. There is a fundamental principle that states,
''You teach people to sell the way people want to buy!''
Simple, but profound. The philosophy of this kind of selling is
based on strong ethics, values, beliefs and trust and then being
driven by personal accountability. What it says to your people is,
I don't have to be manipulative, aggressive, demeaning, and driven
by what I am going to get out of it in order to have a strong sales
The concept is simple. Only by getting to know your customers and
their needs- and believing that you can meet those needs -will you
ever really enjoy relationships with customers built on trust. Then
and only then, will you bring more value to your customers than
you receive in any kind of reward or payment. Whether this is measured
by increased membership or greater use of your products and services,
you will begin to reap the rewards of a true selling culture. (The
finest sales culture training program I have seen is Integrity Selling
for the 21st Century. The revised textbook to this program is just
being released this week and the publishers are promoting it as
the best book on selling in the past 50 years).
FOUR. Everyone needs a coach…even the CEO. Coaching
is everything in sports, but in business it seems to be sadly lacking.
How do we know? Look at the statistics. Recently a national survey
of medium size organizations concluded that less than 35% of our
employees are actively engaged in what they have been hired to do.
In plain words this means, ''I only do as much as I have to
in order to keep my job.'' That's scary. That statistic is backed
up by another 15-year study recently released by the Gallup organization.
It said the #1 reason people leave their job is not due to wages,
benefits, training, career path or distance from the job…IT'S
BECAUSE THEY DON'T GET ALONG WITH THEIR IMMEDIATE SUPERVISOR!!!!
One major reason is, ''They don't coach me to better performance
in my job!!!''
Coaching is a skill that every leader, manager and supervisor must
learn. Coaching is all about inspiring, encouraging, and challenging
people to do their best. This means having the skills to encourage
your people to do good work, correcting poor performance and using
good judgment and caring about each member of your team. Guess what?
You can't create and maintain a sales culture without your leaders,
managers and supervisors practicing basic practical coaching skills
every single day. (The most practical and easy to learn program
I have experienced is ''The Practical Coach'' created by
Media Partners. Its concepts are simple, practical and they work)
The organizations I am familiar with that are using this program
indicate a tremendous acceptance by all staff in its approach. Over
my 28 years, some of the organizations I visit on a regular basis
do not have these fundamentals in place and I see their struggle
to become a sales culture. How do I know? When I visit the organization,
I just listen to the front line people, call center staff, loan
officers, collection personnel, back office people, as well as management
and supervisory personnel. It's obvious who is struggling and who
I am not intending to be critical or judgmental in my observations.
Instead I am just stating reality and telling it like it is. As
a consultant, that's what I get paid to do.
In my observations, we are just not spending adequate training
dollars on our staff to create the type of culture we want and need.
Technology seems to be the meal of the day. As one person put it,
''There is no business; there are only people serving people.''
Many organizations have all the outward paraphernalia and media
for touting their sales culture, but that does not tell the whole
story. The real world scenario reveals that the majority of staff
are still struggling with the sales culture concept and the credit
union is not receiving the expected results. Sometimes we aren't
willing to admit it to ourselves or others. It's like the epitaph
I once saw on a headstone that read, ''I TOLD YOU I DIDN'T FEEL
What I am trying to say is if you want to validate what I am saying
just initiate a confidential staff survey and ask them if everybody
on staff is practicing the sales culture principles? You might also
measure the ratio between the dollars you've invested trying to
get a sales culture and the results you are getting. Whether it
is a lot of money or a little money that in and of itself could
be the problem. A lot of or a lack of will not insure success or
Sometimes the answers we seek to these perplexing problems don't
seem to get answered because no one is willing to ask the right
questions. If we do not create and maintain the 4 foundational blocks
described above, we will most likely struggle in managing a sales
culture in our credit unions.
I am the first to admit that it is challenging to do. But the potential
rewards are worth all the pain, grumbling, whining, blaming, discomfort
and procrastination that comes with the staff learning and internalizing
these new behaviors. But trust me. Try it. I know you will be glad
This article was written by Dick Wilson, Sr. VP of the Consulting
Div. of NITC, Inc. All Rights Reserved.
For more information on how you can contact the above recommended
organizations or to request a copy of the soon to be released book,
''Integrity Selling for the 21st Century,'' please call
1-800-238-6844 or send an e-mail to
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