In a financial services group the low front line engagement was identified as the cause of slow revenue growth. Programs were put in place to enhance leadership communication with the front line teams. Branch heads were trained to engage and guide their teams to help them succeed. Processes were put in place to ensure sustained implementation.
The development programs were institutionalized to enhance growth of front line teams and branch managers. This led to significant improvement in the engagement reflecting in enhanced sales growth, while keeping NPAs under check.
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