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 realised that it needed to evolve from a product-focused wholesaler to a client-focused organisation. 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 customised Kaufman-centric content, Richardson built an approach that prepared sales professionals to learn while providing them with best practises 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 behaviours were sustained, Kafuman's sales managers participated in a half-day Developmental Sales Coaching programme. The programme equipped managers to coach by using questioning skills to help underwriters and brokers uncover obstacles and create their own solutions. A customised measurement plan aligned to Kaufman's internal KPIs was included in the programme to track changes in selling behaviours across the organisation.