1. Courageous Conversation Scenario
Plateaued employees
You are Mary, manager of several small teams of customer service professionals in the insurance industry. Many of the team members have been in the same role for a number of years, and because of their considerable experience deliver a high quality of service to customers.
Generally they are popular, hard working people who handle an adequate number of customer enquiries. Feedback has consistently been ‘more than satisfied.’ Your organisation wants the customer service teams to get involved with developing new business opportunities.
Competition has been highly successful at this and you are seeing previously loyal customers moving their business elsewhere. You know that the teams are reticent to be seen as sales people. You have heard from team leaders that, “it’s not what they were hired to do,” and “they just don’t have the skills.”
It is essential that the teams respond positively to the current business requirements. You consider Jack, a team leader of 15 years standing in the company, and always an adequate performer, the hardest to turn.
You have called a meeting with him to discuss the changes needed.
Essential Conversations for Developing Others Version 1.2 © Copyright 2007, Corporate Coach U. All Rights Reserved.
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2. Courageous Conversation Scenario
Changes in the market place
You work for a national organisation delivering road side assistance to customers in the event of vehicle break down. You are Andy, manager of a marketing team responsible for putting together campaigns aimed at growing the customer base. The team is a good mixture of young high energy creative individuals and experienced people with a good knowledge of the business, having been responsible for many successful campaigns, some of which have gained national acclaim.
In order to survive your business has to diversify and it has been decided to partner with a national bank to provide financial services, (insurance, loans etc.) to your customers. This involves close liaison with the bank’s staff, located some 300 miles away. The culture of the bank is very different to yours, they are slow to respond to requests for information and projections, and need a level of detail from your team which has not been required before.
You have very aggressive targets which tie new business revenues to marketing campaigns. You know that both sides have to develop new approaches in order to be successful.
You are on an aeroplane travelling to a key meeting with a senior manager in the bank to get support for a new initiative. Joe, your team leader is with you. He is bright but intolerant of the bank’s behaviour to date. Now is your opportunity for a development discussion with Joe.
Essential Conversations for Developing Others Version 1.2 © Copyright 2007, Corporate Coach U. All Rights Reserved.
4-13