The situation

To achieve market differentiation, the Managing Director of Claims and her leadership team introduced The Commitment a document articulating a number of specific promises to meet their customers’ needs more effectively than any competitor.

The challenge

Delivering The Commitment required everyone in Claims, at all levels and in all geographies, to change their behaviour by engaging with and treating customers as individuals with a unique and specific requirements, rather than focusing on policy and process.

The leadership team had articulated and extensively explained the behaviour change required. We noticed people tended to focus primarily on two things: the hard targets in The Commitment, such as response times, and the reasons why their line of business was different and why their customers could not be managed in the same way. Many of the team appeared resistant to owning The Commitment and bringing it to life.

The solution

We worked to generate excitement and passion in the team about becoming the best they could be and to give them the time, space and support to make The Commitment theirs, by:

The results

• The leadership team shifted from individually holding doubts and questions to being confident and united behind a strengthened sense of mission and purpose. This became the foundation for increased collaboration, as they prioritised the mission above their individual functions. This rippled out to create a positive, confident energy throughout the organisation, and strong partnering with their parent company

• People rapidly shifted from questioning The Commitment to demonstrating it in their customer relationships, how they worked and how they made decisions

• The manner in which The Commitment was brought to life and delivered mirrored the style of behaviour it espoused: collaboration, verbal communication and relationships.