H.W. Kaufman Group, a global network of insurance companies, was growing. This growth introduced the company to three challenges.
First, it became increasingly clear that managing their scale would require a new approach. Second, competitive forces were growing. In response to this challenge, Kaufman realized that it needed to evolve from a product-focused wholesaler to a client-focused organization. Third, the business needed everyone within to embrace “One Kaufman.” Doing so meant that each company within Kaufman would support all of the other companies.
Kaufman wanted to overcome these challenges and thereby increase revenue by 10% in each market, becoming the first choice for wholesalers and inspiring top producers to continue growing their business.
12% increase in sales within their first month post-training
After the initial month, revenue grew 61% among offices engaged in training
The investment in the workforce helped reduce employee turnover by 18%
Through customized Kaufman-centric content, Richardson built an approach that prepared sales professionals to learn while providing them with best practices and measurement tools to ensure sustained results.
Learning began with SkillGauge® online skills diagnostic self-assessments for all sellers so that they could benchmark their skill levels at the beginning of their learning journey. Then Richardson hosted 2 days of instructor-led workshops focused on improving Kaufman's sales team's consultative selling skills. To ensure that new behaviors were sustained, Kafuman's sales managers participated in a half-day Developmental Sales Coaching program. The program equipped managers to coach by leveraging questioning skills to help underwriters and brokers uncover obstacles and create their own solutions. A customized measurement plan aligned to Kaufman's internal KPIs was included in the program to track changes in selling behaviors across the organization.