BY BRAD ROTEMAN
Last month I wrote about how we used the film version of the musical, Camelot, to motivate our service and sales team at Healthcare Systems Federal Credit Union. There were three additional layers to the moral and motivational foundation we infused into our culture.
In this article, I will provide an overview of how that was achieved. This will serve here, as it did at the credit union, as the base on which the actual process was built. In future articles I will share the system we put in place to effect the changes in practices that went into effect after the moral foundation was firmly set in place.
Every member of the member service team was required to memorize what I called, the three mantras.
I. Good things happen when good people get together to do the right things for the right reasons.
II. People prefer to deal with people. People prefer to deal with people they like. People prefer to deal with people like them.
III. Tom Hopkins’ Champions Creed—I am not judged by the number of times I fail, but by the number of times I succeed. And the number of times I succeed is in direct proportion to the number of times I can fail and keep trying.
First, a group training session was held to acquaint the team with the mantras. During that session we went over each line and elicited comments and ideas from the team as to what the words meant to them. Then we encouraged them to think of examples from their own experiences that validated the mantras.
Having the team members actually talk about how they had seen examples of the mantras in their own experience helped them gain ownership of the ideas. Memorizing was only the beginning of helping them to begin to internalize and eventually live according to the principles of the mantras.
Next, individual coaching sessions were held. More in-depth questioning was done. Each person has his or her own stories in life and by helping people tell those stories we were able to allow each individual to fully explore the meanings in a manner that allowed them to take ownership.
We coached them on how to make these concepts work to better their work experience, improve how we met our objective at HSFCU of giving people the opportunity to improve their lives, and to improve each team member’s home life.
There was, as one might imagine, some resistance to this new approach. First, it was new and new always means some degree of resistance. Second, the whole idea of individual coaching was a foreign idea to our team members. They had likely never experienced it at all, and certainly not with the intensity we brought to the process.
Getting passed the resistance was made much easier by having each person share their stories with us to make the mantras meaningful to them. The process of personalization and internalization was key to overcoming the understandable misgivings people had for the changes we wanted them to make.