Paul R
Team Leader
Personal Lending
How did you get where you are now?
I used to be a private investigator by day and a DJ at night. So how come I ended up working for a bank, a lot of people ask me? Although I’d run my own business, at the age of 33 I decided it was time I got a proper career with a well-established company. And when I joined the Halifax contact centre as a temp in October 2002, I felt I’d found just the right slot for me.
I’m a big people person and being an ex-DJ, so great with people. I also liked the way I was learning something different every day – I felt that I was being trained by true professionals. After three months I was taken on permanently and became number two to the team leader – who is now my wife. You could say I married my boss.
Three months later I was made a team leader myself. I was then sent to various contact centres around the UK to train other team leaders and even won Team Player of the Year Award for 2003. It was the culmination of what had been an amazing first year. Since then, I’ve taken on extra responsibilities and I now act as deputy to my team manager, filling in for him whenever he’s not around.
What are your main responsibilities?
I look after a team of twelve customer sales advisors, and I see my role as encouraging them to be the best they can be. I’m responsible for managing their performance on a daily basis. This involves side-by-side coaching, and talking to every team member two or three times a day about their work. For instance, if someone’s had a bad morning, I’ll have a chat with them to see what we can do to improve things for the rest of the day.
On the other hand, if they’ve done really well, I might put them forward for our employee of the month award. A pat on the back can act as a great incentive as it makes people feel good about themselves. Rewarding and recognising good performance is important at Halifax.
Our monthly one-to-one reviews give colleagues in my team the opportunity to bring up any issues that are concerning them – maybe even to share their delights in meeting their goals. Different people operate at different speeds and we agree on targets that are realistic for that particular individual. Then we discuss how they should go about reaching their goals - I will offer to provide extra coaching if necessary.
As a number two to the team manager, I have to ensure that the other team leaders are following the blueprint in his absence. And the best way to do that is to win their respect by leading through example.
What kind of person do you have to be to succeed in your role?
Well-organised, driven, and good at people management. You should have a very positive attitude and be able to read body language. For example, if a Sales Adviser in my team arrived looking glum, I’d take them aside and ask if everything was OK or whether they needed any support. That way colleagues don’t feel undervalued. If they know you care, their performance will improve accordingly.
Give us an insight into the training you’ve received
I sometimes book myself on courses via the intranet, following my monthly review with the team manager. These can take various forms – anything from workshops and DVDs, to powerpoint presentations and external courses.
Describe the culture in THE TEAM
This is a fun place to work, where like-minded people can make something of themselves. It’s also a very family-friendly environment. My wife Clare and I really appreciate all the fantastic support we’ve received during her pregnancy – baby Alex is due in four weeks.
What are the promotion opportunities like?
Right from the start I let it be known I wanted to be a team manager eventually – it’s an ambition that’s reflected in my personal development plan. It took me just 18 months to make deputy TM, and now I feel I’m ready to seize the opportunity when a team manager opening becomes available.
