DEFENDER Direct market, sells, and installs home security systems. After a sales center agent schedules an installation appointment, one of DEFENDER’s branches is responsible for completing the installation and providing required paperwork to fund the deal and protect the customer. DEFENDER has grown from one branch in 1998 to 120 branches in 48 states in 2014. The rapid growth was great but also contributed to some challenges that became apparent to senior leadership and led to the branch management team opening their doors to the Training Department in 2011. Branches were underperforming on key metrics such as installation rate and Pulse take rate. Two opportunities were identified that the Training Department set out to help rectify:
- Lack of process leading to error and inefficiency. New branch managers (BMs) were being put into this pivotal role in the business without established processes to follow and were left to “fend for themselves” when it came to how to accomplish the vital work of ensuring scheduled appointments led to installations.
- Managers, not leaders. Promoting from within for the role of BM 100 percent of the time was working against the company—it was moving people into a leadership role for which they were not prepared.
The Training Department has worked in partnership with branch management for the last three years to provide a comprehensive training program to address the identified opportunities in a four-week “Branch Manager Onboarding” program.
Program Details
Key processes were standardized so that 120 branches had a roadmap to follow for success and to serve as a basis for the training. Program components include:
- Job shadowing: Learning processes and leadership approaches from a high-performing branch manager
- One-on-one coaching: Direct feedback from a territory manager who knows what behaviors it takes to successfully lead a branch
- Completion of “Branch Manager Simulation Training”: This is a five-day, hands-on learning event in a functioning branch working with real in-home technicians. The class is led by a trained high-performing branch manager whose role is to share best practices and guide learning. Throughout the week, new BMs learn the important components of the role through real job assignments; taking inventory; leading team meetings; and participating in mock interviewing, coaching, and disciplinary conversations. New BMs must demonstrate an ability to conduct key functions and understand key metrics using outlined processes in a manner that is in alignment with the DEFENDER culture.
Results
In 2014, branches with branch managers completing the training program added more than $327,080 in annualized profit through an 11 percent increase in Pulse take rate (3 percent higher than top-performing branches) and maintaining an 86 percent installation rate (5 percent higher than branch managers who did not participate in the training). This program produces a return on investment (ROI) of 1,320 percent taking into account development and delivery costs.
