In one of the leading banks in the banking sector during a rapid change in the institution, the need for development in leadership, communication, cooperation and motivation of the management team of the Central Operations group including the senior management was shared.
According the shared need, the ” Hep Beraber Sonuca Program” was created and the process was planned. In 2014-2016, a total of 800 people were trained, including the management team (4 group managers, 35 managers, 150 directors) under the transformation program.
Process stages;
Planned according to ADKAR model.
Awareness: Analysis,
Desire: Launch
Knowledge and Ability: Trainings
Reinforcement: DevelopmentAl Conversations
Awareness: Analysis
One-to-one interviews with the Assistant General Manager, Group Managers, Focused group studies were conducted with a sample of 56 people selected from the Directors and Directors and the team and the current perception and development areas were determined.
Planned areas of impact: Leadership and people management, cooperation, communication, awareness of its effects, appreciation, solution-oriented approach, development, developing, taking action.
Desire: Launch
With a program involving the entire team, messages showing that the top management comprehending and caring the team has been shared. With ERA keynote, participants were given a vision of future leadership and motivation, and a study was carried out with a rhythm workshop, where communication and cooperation were provided by having fun.
Knowledge and Ability: Trainings
Various modules and contents based on the specific development areas of the team were designed and realized by focusing on play, individual and group exercises and by leraning on experience and practice that could be used in their daily life.
Impacts Occurred:
It was shared by Senior Management that from the first module that the effects of change in communication, cooperation and mobilization within managers can be observed
Evaluation of the subjects actualized by managers and directors with focus group work and the developments they observed in their own team after the trainings
Here are some examples of what has been implemented from the training:
Awareness of strong areas and areas of development
Increased motivation for taking action
Being aware of the effect it has had on the other person
Create a common language
Solidarity / empathy
Being aware of your strengths and focusing on them
Willingness to improve yourself, increased approach to team development
Recognizing toxic communication and applying antibodie
Appreciation
Delegation increased
Listening to the team more, valuing, understanding each other, increasing empathy
Increased confidence in own team
Team meetings have begun
More frequent feedback is given to the team
Group relationship strengthened
They take action by taking self-authority instead of giving up.
Increased cooperation between managers and teams
Reinforcement: Developmental Conversations
The Central Operations group underwent three major transformations during the program process including the performance and bonus system.
In parallel with the great change in the institution, half-day development conversations were held six times with managers and directors in order to keep development sustainable.
In development chats, managers’ own cases and application difficulties, successful applications were shared and new areas of development were supported
The Impact of the Program
Comment from Assistant General Manager
Together to Result, Central Operations Transformation Program trainings that we have realized with ERA contributed in various aspects to team members and to faciliation of team management. Thanks to these trainings, the participants are able to; Self-knowledge and better understand of their features, feel their value in the eyes of management, look more broadly at the needs and expectations of the Institution and the employee,have a positive change of perspective on providing behavior and motivation to their own teams, and generally have a bird’s view perspective on subjects, address problems with all its components, and most importantly, recognize the different aspects and characteristics of teammates, fellow managers at the same level, and they experienced a variety of benefits, such as high quality, empathy communication. In a nutshell, “We got the highest result for behavioral change with a soft training.”