Consider that if the people in your bank don't find fulfillment in the bank's purpose, you're doing it wrong.
There is a reason why the national average employee engagement is 34%. Most people can't even recite the company mission (including a lot of executives), much less wake up excited to deliver on it.
People love doing meaningful work. Let us help you connect them to it.
It's critical for companies, and people themselves, to know how they operate and what drives them so they can put themselves in the best possible position to succeed. We recommend the use of assessments to gain an in-depth understanding of key employees' behavior types and their primary motivators.
Through our people science partner, The Predictive Index, we deliver actionable information for gaining cohesion and productivity out of a team.
Behavior type is the single most important element when putting together a cohesive team, even more so than specific skills and experience. Balancing those types is the key to building great teams. As an example, you wouldn't want to have three visionaries and a single implementor. Yet most teams have these sorts of imbalances. Ideally, a diverse team of people with their own strengths, such as a visionary, an implementor, a people person, and a facilitator make an effective team.
According to a Gallup report in 2018, 34% of all US workers are "actively engaged" meaning they are enthusiastic about and committed to their work and workplace, 13% are "actively disengaged" meaning they have a miserable experience at work and are toxic for other employees to be around. The remaining 53% are "not engaged" meaning they may be generally satisfied but they are not cognitively or emotionally connected to their work and workplace; they will usually show up and do the minimum required but will quickly leave their company for a slightly better offer.
According to that same report, organizations that are the best in engaging their employees, achieve earnings-per-share growth that is more than four times that of their competitors. Compared with business units in the bottom quartile, those in the top quartile of engagement realize substantially better customer engagement, higher productivity, better retention, fewer accidents, and 21% higher profitability. Engaged workers also report better health outcomes.
It's all about the people. When they are doing meaningful work with the resources they need in a psychologically safe environment, you can sit back and watch MAGIC happen.
If you're a business owner or executive, we assert that you likely have all or most of the elements in place to achieve this, yet there may be barriers hidden from your view preventing your organization from reaching it's potential. We partner with you to identify and remove those barriers.
The cornerstone tenets of most diversity and inclusion training are inclusiveness and empathy. We consider those to be table stakes, baked-in prerequisites. We expand the conversation by coaching banks on how to leverage the lucrative nature of having diverse teams.
We believe that a team constructed with a purposeful mix of cultural backgrounds, life experiences, gender, and behavioral styles will have a higher quality of ideas and work product.
It's not merely our opinion that companies that make diversity a priority are considerably more profitable. A 2016 study from the Peterson Institute for International Economics as well as a 2018 report from McKinsey titled, "Delivering Through Diversity" make it clear.
The McKinsey report reveals not only the value of diversity but demonstrates "the penalty for opting out." It states, "Overall, companies in the bottom quartile for both gender and ethnic/ cultural diversity were 29% less likely to achieve above-average profitability than were all other companies in our data set. In short, not only were they not leading, they were lagging."
Great communicators will tell you that there is no one-size-fits-all approach to communicating with people. Everyone is different. Among the most valuable insights that our assessments offer are effective ways to communicate with managers, co-workers, customers, vendors, etc. It also demonstrates ways of communication to avoid with certain types of people.
Taking that a step further, we've found that breakthroughs in communication happen when we get groups together in our workshops or team trainings and showcase the differences between each other. We find things like annoyance and withholding give way to understanding and trust.
