Case Study

DeLorenzo Sales Department

SUMMARY

A mid-sized retail organisation specializing in haircare products recently engaged our team to assess internal team dynamics and identify the underlying factors affecting sales performance with ASPYR clients. By surveying 24 sales staff and engaging in strategic discussions with the General Manager, we uncovered key insights into what drives a high-performing team.

Chris DeLorenzo

General Manager, DeLorenzo Hair

2. Background Information

The organisation, well-regarded in the competitive retail landscape, prides itself on delivering exceptional customer service and fostering strong client relationships. However, recent challenges in the evolving retail environment, particularly within the haircare sector, prompted a closer look at internal practices.

A comprehensive survey was conducted over one week, gathering responses to 20 targeted questions focused on five core attributes out of 19:

  • Customer Service
  • Communication
  • Respect and Inclusion
  • Team Dynamics and Cohesion
  • Ethical Conduct

In total, 500 data points were collected from 24 sales staff (with three team members not participating) and supplemented by insights from the General Manager. The findings have been instrumental in revealing that while customer service remains a strength, other internal factors—especially respect and inclusion—are key to unlocking further growth and alignment.

3. The Challenges

The survey revealed a critical insight: out of the five key attributes, respect and inclusion emerged as the cornerstone of a fantastic team. Specifically, the findings indicated that:

  • Respect and Inclusion:
    This attribute strongly influences ethical conduct, serving as the foundation for team dynamics.

  • Ethical Conduct:
    Variations here appear to affect how team members interact, which in turn influences team cohesion.

  • Team Dynamics and Cohesion:
    Misalignment in these areas was found to impact overall communication within the team.

  • Communication:
    Team members reported below-average performance in communication, noting a lack of open dialogue and fear of judgement when expressing ideas.

  • Customer Service:
    Although the team demonstrated confidence in connecting with prospects and clients, the full potential of their service is hindered by internal obstacles.

Furthermore, there exists a noticeable misalignment between the team’s self-perception and management’s expectations, particularly in areas of open communication and clarity of messaging. The General Manager was aware of the retail challenges in the haircare market but needed deeper insights into the internal dynamics that could be holding the sales team back from reaching peak performance.

4. The Approach

Our engagement with the organisation followed a structured and confidential process:

  • Survey & Assessment:
    A detailed survey was administered to 24 sales staff, capturing 500 data points across 20 questions focused on the five key attributes.

  • One-on-One Interviews:
    In-depth discussions were held with the General Manager to explore perceptions, challenges, and aspirations regarding team performance and client engagement.

  • Data Analysis:
    The collected data was analysed to identify the cascading effect—from respect and inclusion to ethical conduct, team dynamics, communication, and finally, customer service.

  • Strategy Session:
    A follow-up session with the General Manager focused on key questions:

    • What internal practices may be hindering optimal communication?
    • How can the organisation foster an environment of psychological safety where team members feel heard, respected, and trusted?
    • What targeted initiatives could bridge the alignment gap between management and the sales team?
  • Benchmarking:
    The team also examined the four pillars of a dynamic team:

    • Being heard
    • Feeling a sense of psychological safety
    • Being respected by colleagues and management
    • Being trusted by colleagues and management

This comprehensive approach provided a clear roadmap for addressing internal challenges and enhancing overall team performance.

5. Summary of the Results

The 29-page report generated from our assessment provided several new insights for the General Manager:

  • Internal Misalignment:
    There exists a significant gap between management and the sales team in terms of communication and mutual expectations, particularly regarding respect and inclusion.

  • Strengths Identified:
    The team remains confident in their customer service abilities and demonstrates strong trust and responsibility amongst colleagues. These strengths provide a solid foundation for future development.

  • Opportunities for Improvement:
    Enhanced internal communication is critical. By instituting targeted workshops, training, and development initiatives, both management and the team can bridge the identified gaps.
    Specific focus areas include:

    • Creating open channels of communication without fear of judgment.
    • Establishing practices that reinforce respect and inclusion.
    • Encouraging a culture where ethical conduct and team cohesion are actively promoted.

6. Next steps

The General Manager intends to work with us over the next 3 to 6 months to implement these initiatives. This collaboration will also extend to other teams, such as technicians, with the aim of producing comparative reports that further define the traits of a hyper-performing team in line with the organisation’s culture.

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