DATA FROM CLIENT SOURCED RESEARCH ON INFLUENCING WITH INTEGRITY® TRAINING
Soft skills training is difficult to measure. Dr. Laborde wanted to be sure her clients were receiving concrete benefits from her training. She was familiar with a psychological instrument that was widely used in Sociology, and which could show shifts toward increased personal responsibility. Since internal locus of control is equated with personal responsibility and success in any endeavor, this instrument could be used to measure the effectiveness of her training. If the instrument was administered pre and post and a shift toward increased responsibility occurred, then the training would be considered a success. Using her academic training and credentials, she spent ten years gathering statistics and encouraging her clients to conduct their own research. I.B.M., Pacific Bell and Sprint followed her advice. In addition to instruments, we added sales figures, interviews, questionnaires, and anecdotes to the trove of research. Increased sales were consistently reported as well as increased retention of employees.
A synopsis of client research and I.D.E.A. research follows. Each professional study validates the concept that new skills grow your brain and enhance your successful behaviors. A synopsis of
client research and I.D.E.A. research follows. Each professional study validates the concept that new skills grow your brain and enhance your successful behaviors.
Sprint Corporate Research
25% improvement in sales call/close ratio after the training. Sprint Director: “In the four months after IWI, we ended up having all centers at plan. December-which was a short month and a month in which three-quarters of the people were out the last week-was the best month of the year. . . We went from 70% of plan to 120–130% of plan [between September and January].”
Training Manager Ken Shafer: “Here are the figures for our car dealership. New car sales are up l4%. For the automobile industry as a whole, the new car sales increase is only 1 to 2%. Also, our dealership profits are up 18%.”
Marketing Manager Gunnar Thordarson: “It has been six months since the field has been introduced to your new sales skills and I am pleased to report that we have had a 20% increase in sales. Bottom line results speak for themselves.”
Bruce Harris: “Several other participants have reported dramatic improvement in customer relations after only a short interaction using their skills.”
Sales V.P. David W. Richardson: “have also received several reports from the field on how they’ve already incorporated the [Sales Excellence] skills into sales presentations, which has resulted in increased business for Bulova.”
Linda McGregor: “Research correlated economic achievement and sales success . . . and high job performance . . . to . . . greater internal locus of control . . .. results show the students attending the GLA Sales Excellence training recorded a more significant shift toward an internal locus of control than the students attending other sales and technical courses, or no training at all.”
(I-E Locus of Control Psychometric Test, Pre and Post)
A statistically significant change toward increased responsibility is indicated by business people who attended an Excellence Seminar, 3 or 5 days. People with an internal locus of control perform better at work, exhibit more initiative, are more cognitively active, are more eager to learn, respond to failure in more appropriate ways and are more successful than those with an external locus of control.
Under the guidance of Linda McGregor, Pacific Bell conducted a similar study which indicated Sales Excellence™ participants recorded a more significant shift toward internal locus of control than participants attending selected sales and technical courses, or no training at all.
Administered up to eight months following the Excellence Seminar indicate there is some slight regression, however, the positive shift is retained.
CHASE MANHATTAN BANK
Employee interviews six months after Communication Excellence™ document that people continue to use the skills learned in the seminar.
Industry average for automobile salespeople is almost 100% turnover each year. At Colonial Ford, Training Manager Ken Shafer documented that turnover is only 25%. He attributed this substantially to the Excellence training.
Director said, “We have seen a very significant drop in the amount of attrition.”
CUSTOMER COMPLAINT REDUCTIONS
Customer Service complaints to the Public Utility Commission dropped from 17 to 2 after telephone employees and managers in one division were trained in Customer Communication Excellence. Ask us for the name of the large utility company which documented this.
Maintained complaint reduction for a year after the training.
SPRINT: Corporate Survey
Generally all meetings last one-half normal time.
FPL AND SPRINT
81 % reported increase.
FPL AND SPRINT
84 % reported increase.
MEDTRONIC, INC: Manager Report
Account of the adversary switching positions.
Manager Reported union problem solution after seminar.
22 conflicts resolved on video.
Questionnaires recount conflicts resolved with upper management, direct reports and colleagues.
SPRINT AND FPL: Opinion Survey
90% reported increase.
SPRINT AND FPL
97% reported increase to problems solved.
Manager says, “Interactions with customers as well as teamwork with other groups have dramatically improved.”
Manager says, “Dramatic improvement in customer relations after only a short interaction using their new skills.”
SPRINT AND FPL
Energy increase 84%
Enjoyment increase 82%
Motivation increase 81%
Creativity increase 84%