Train to perform well for your customers

Get your professionals to become more efficient and effective when it comes to dealing with customers.

Customer Support Behaviours

  • Raise your head, make eye contact, ask questions, short messages and client feedback.
  • Definition of customer support protocols.
  • Training prior to external audits.
  • Training for in-person and telephone contact with clients.
  • Detecting client information from non-verbal communication.
  • Providing customer support in stressful situations (important customers, long queues, difficult customers…).

Sales Behaviours

  • Dynamic and adaptable sales planning.
  • Definition of successful sales protocols.
  • Efficient and effective sales meetings.
  • Memorising products and services.
  • Right mix of products/services for cross-selling.
  • Training in key responses for customer decision making.
  • Training in team sharing of sensitive selling information.
  • Following-up and evaluating sales teams.
  • Creating and implementing sales teams.
  • Communication protocols for customer contact both in-person and on the phone.

Customer Support Indicators

  • The frequency with which key behaviours are implemented during interactions with customers.
  • Compliance with customer support protocols expressed as a percentage.
  • The results of external audits.
  • Frequency, response time and the efficiency of solutions relating to customer interactions.
  • Personalisation of customer service.
  • Waiting times and customer satisfaction

Sales Indicators

  • Number of sales plans that have been met.
  • Number of action plans proposed and initiatives undertaken.
  • Rotation of products/services and the results of customer surveys about the range of services offered.
  • Average ticket or sale per professional.
  • Registry of questions asked in each customer interview.
  • Number of new actions incorporated from other professionals in the team.
  • Invoicing, averages and median values for daily sales.
  • Reduction in the amount of time required to sell as a consolidated team.
  • Compliance with customer support protocols expressed as a percentage.

Train to perform well with your professionals

Trainable Behaviours

Get your professionals to achieve their maximum performance and productivity within the company.

  • Flexible planning which eliminates the need for resources.
  • Effective communication at various levels within the company.
  • Performance evaluation under time-pressure.
  • The ability to make decisions under time-pressure and with little information.
  • The ability to work proactively under time-pressure and with limited resources.
  • Stress management when coping with high workloads.
  • Adaptability to changing situations with limited resources.
  • Performance problem analysis relating to the taking and implementation of measurable decisions.
  • Definition of efficient working procedures that are measurable and observable.
  • Definition of objective and measurable performance indicators.
  • Creativity when carrying out standardised work processes.
  • Communication of clear and precise instructions.
  • Communication that is adequately balanced between delivering instructions and providing reinforcement.
  • Effective and balanced delegation of duties.
  • Adequate distribution of assignments that considers skills and roles.
  • Making compromises relating to one’s own role within a team.
  • Stress resilience in uncertain situations.
  • Autonomy to take observable and measurable actions within a team.
  • Execution of actions that are intended to have a direct impact on the company.
  • Development of personal leadership behaviours.
  • Number of sales plans that have been met each month.
  • Number of individual acts of communication between departments or similar.
  • Frequency with which adequate communication channels are used.
  • Frequency with which performance evaluations are carried out each month.
  • Number of decisions taken on a weekly basis when coping with high workloads and their economic impact.
  • Number of actions taken that fall beyond the scope of the designated role.
  • Number of incidents that have occurred when coping with high workloads or during unexpected situations.
  • Economic impact of decisions taken in situations for which no concrete procedures exist.
  • Daily frequency of incidents relating to existing working procedures that are already defined.
  • Number of working procedures carried out.
  • Number of useful performance indicators for development of the work.
  • Number of modifications made to working procedures in order to improve execution times.
  • Average number of errors committed when undertaking tasks subsequent to planning meetings.
  • Frequency with which instructions and reinforcements are delivered in briefings prior to the commencement of a project or task.
  • Number of incidents that have occurred relating to work processes that have been delegated.
  • Number of transversal processes that have had an impact upon a role, professional or team.
  • Average number of tasks accomplished in a particular role.
  • Number of interruptions made in order to facilitate the development of a work process.
  • Economic impact of proposed actions during the first week of their implementation.
  • Average number of objectives met for assigned projects.

Train to perform well with your teams


Get your teams to reach their maximum performance potential when carrying out their duties.

  • Team management both in balanced situations and also when time and resources are unstable.
  • Coordination of teams in training both under time-pressure and with limited resources.
  • Team cohesion during situations with an uncertain outcome.
  • Synchronisation with teams from other departments.
  • Consensus across teams, either with or without compromises.
  • Simultaneous team performance under time-pressure and with limited resources.
  • Team management within new teams.
  • Leadership within teams comprised of senior and junior individuals, and both.
  • Skill management within teams and successful behaviour modelling.
  • Definition of observable and measurable objectives within the team.
  • Management of team roles that takes both cohesion and performance into consideration.
  • Decision making within the team.
  • Development of plans with similar teams or with teams from other areas.
  • Proactivity and cooperation while coping with high workloads, under time-pressure and in situations with limited resources.
  • Communication of instructions and their implementation within the team under time-pressure and with limited resources.
  • Management of crucial information for the performance of similar teams and teams working in other areas.
  • Performance evaluation and transversality across intra- and interdependent teams.
  • Following-up and providing feedback even when dealing with high workloads, time-pressure and a lack of resources.
  • Performance adjustments in both new and consolidated teams.
  • Observable and measurable innovation and proactivity in both new and consolidate teams.
  • The introduction of new working processes in consolidated teams with high performance.
  • Number of weekly incidents per team for particular by situation or number of daily incidents per team by situation.
  • Number of objectives met per team; number of incidents between departments.
  • Frequency of leadership interruptions brought about by the team.
  • Number of incidents to have occurred for each role before an action is carried out by the team.
  • Number of role rotations within the team during its first month.
  • Number of incidents between profiles that have occurred during the execution of working processes within a team.
  • Number of objectives met independently of the current work situation and the team.
  • Frequency with which work objectives are met in relation to each situation faced by the team.
  • Economic impact of decisions made during monthly team meetings.
  • Frequency with which plans are successfully carried out both within the team and in collaboration with other teams.
  • Number of work processes that are not carried out in spite of support offered across different teams.
  • Frequency of failure or incompletion of work processes assigned to the team.
  • Frequency of incidents arising within work processes due to a lack of objective and measurable data.
  • Incidents within work processes caused by a failure to adjust to real-time performance.
  • Number of opinions or questions raised prior to the implementation of team processes.
  • Margin of difference regarding the performance between junior, senior and mixed-level teams.
  • Number of proposed changes to existing work processes.
  • Number of incidents within work processes that have been recently implemented.

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