We've helped contact centres and retail networks in more than 50 large organisations improve sales, productivity and customer experience

BravaTrak clients

Are you under pressure to meet your sales, productivity or customer experience targets?

We help you increase performance so you exceed your targets and achieve your strategic goals. We do this by turning your managers into High-Performance Coaches with our proven system.

If performance isn’t where you need it to be, you probably haven’t provided your managers with a High-Performance Coaching system to follow to achieve your strategic goals. With one in place, they’ll maximise the performance of their frontline teams and deliver the results you’re seeking.

BravaTrak is the first High-Performance Coaching system. It provides you with a proven approach for increasing sales, productivity and customer experience.


Why we can help you

  • We’ve specialised in helping contact centres, and retail networks achieve their strategic goals for 23 years. So we know how to assist you to overcome the challenges you’re facing.

  • We’ve worked across inbound sales and service, outbound sales and retention. Whatever the nature of your sales or service channel, we can help you improve performance.

  • We help clients just like you get incredible results. Our measure of success is getting sustainable performance improvements for you. Performance increases over 21% are typical within a few months – as demonstrated by over 46 testimonials.

  • You can discover more about us here.


Why High-Performance Coaching?

The coaching your managers provide their teams determines the sales, productivity, and customer experience performance of your channel.

Here's the proof:

  • Googles' data scientists have identified the essential characteristic of a great manager is being a 'good coach' (Harrell & Barbato, 2018).

  • "High-performing firms provide 15 to 20% more coaching compared to other firms" (The Sales Management Association, 2008).

  • McKinsey has found that at best-practice companies, frontline managers spend 60 to 70% of their time to the floor. Much of it spent providing high-quality individual coaching (De Smet, McGurk, Vinson, 2009).

  • Zenger Folkman has found the teams led by the best coaches generate six times more sales than teams led by the worst coaches. They also create 186% greater customer satisfaction (Zenger, Folkman, Sherwin, & Steel, 2012).

  • Ernst & Young has found that workers say they could be 21% more productive every day. Only two things stand in their way - poor staff management and a lack of motivation (Ernst & Young, 2013). You can fix both issues when your managers follow a High-Performance Coaching system.

  • Without coaching, frontline staff lose 87% of their training within one month. Combining training with coaching improves returns four-fold compared to training alone (CEB, 2005).

Unfortunately, the Corporate Executive Board has found that coaching is the activity that managers perform the worst (CEB, 2005).

“But my managers already coach their teams. Why do I need a High-Performance Coaching System?”

You lack real-time visibility of the coaching your managers are providing

You probably don’t have real-time visibility of what coaching your frontline managers are doing. Without data on their coaching activity and on the quality of their coaching, you can’t hold them accountable for doing what they need to. Nor do you know what support they need.

Our Coaching Tracker gives you real-time visibility of their coaching activity, and our Coaching Survey gives you visibility of their coaching quality.


Most managers don't know what to coach

Most managers focus their coaching on the wrong things.

One of the problems is they coach on results, without providing behavioural specifics. For example, they'll ask their frontline staff to 'reduce their after call work' without being clear on what they need to do to improve.

The other problem is they're not coaching the behaviours that maximise performance. Think of any sales, productivity or customer experience measure you want to improve. If no work has been done to identify what your top 15% of high performing frontline staff do differently from your average performers, your managers won't know what to coach.

Our High-Performance Coaching system helps you identify what your top performers are doing differently from everyone else - so your managers know exactly what they need to focus their coaching on.


Most managers don't know how to coach

The findings of research recently published in Harvard Business Review highlight an unfortunate reality - most managers don’t know how to coach people. The study found that managers tend to think they’re coaching when they’re just telling their employees what to do (Milner & Milner, 2018).

Think about the coaching techniques your managers use. Chances are you've had them trained in only one.

However, coaching is situational. The technique to use in one situation isn't appropriate to use in another. For example, your managers need different techniques to reinforce behaviour they want team members to keep using, correct off-track behaviour, and guide team members when they need help.

Our High-Performance Coaching system gets your managers skilled at the Coaching Techniques they need for every situation they face.


Most managers don’t know when to coach

Most managers consider 'coaching' as something they infrequently do, in a meeting room. They fail to spend much time out on the floor, observing and coaching their people while they're working.

However, the coaching conversations that deliver the most significant gains in performance are those day-to-day conversations managers have with their team members. Research suggests that high-performing managers spend more than 60% of their time providing coaching, guidance, assistance and support to their staff (Cahill, 2014).

Our High-Performance Coaching system gives your managers the best-practice coaching activities, to guide them on when to coach.


What High-Performance Coaching leads to

With a High-Performance Coaching system in place, your managers will know what to coach, how to coach, and when to coach. Additionally, you’ll have visibility of their coaching activity and quality, which will enable you to support them and hold them accountable for taking the right action. This will enable them to shift the performance of their teams, turning their core performers into high performers.

High-Performance Coaching turns your core performers into high performers

High-Performance Coaching turns your core performers into high performers

The biggest performance improvement opportunity lies with your core performers. For example, a 5% increase in their productivity leads to over 70% higher performance than a 5% increase in high-performer productivity. In addition, their performance is easier to improve, as greater room for improvement exists (CEB, 2003).

Because High-Performance Coaching improves productivity, many clients find they don't have to recruit new staff to replace voluntary leavers or to handle higher work volumes. For example, Contact Energy eliminated the need to use temp staff during a high-volume period of the year, while a government department avoided employing an extra 100 frontline staff.

We've helped companies like Contact Energy, Virgin Australia, World Vision, State Insurance, Bank of New Zealand, Telecom NZ, and Cigna Insurance (amongst many others) turn their core performers to high performers. Check out the proven system which helped these companies achieve this.


With High-Performance Coaching, employee engagement improves at the same time

You can get short term gains in sales or productivity by piling on the pressure, but this burns people out. People leave, and you have to go through the hassle and expense of recruiting and training new staff.

High-Performance Coaching gets sustainable improvements in sales, productivity and customer experience by increasing the motivation of your frontline staff, and their managers. They put more effort into their job and are more committed to the business. As a result, clients find that employee engagement frequently increases to world-class levels, just like at Contact Energy and World Vision Australia. This outcome should come as no surprise. There is ample evidence that the coaching provided by a person's manager has the most significant impact on their engagement and productivity (Wellins, Bernthal, & Phelps, 2005) (Gallup, 2015).

Check out the improvements in employee engagement which clients have achieved.


By improving employee engagement, you get a range of other benefits

Clients tell us that improved engagement also leads to less unplanned leave (lower absenteeism). Employee turnover also drops with higher engagement, which reduces your recruitment and training costs.


What you should do now

1. If you’d like help to increase sales, productivity or customer experience in your contact centres or retail network, then claim your FREE High-Performance Coaching strategy session. During this free consultation, one of our experts will discuss your situation and the system you need in place to achieve your strategic goals.


Cahill, B. (2014). Activate your managers to drive performance (p. 5). BearingPoint Institute. Retrieved from https://www.bearingpoint.com/files/activate-your-managers-to-drive-performance.pdf&download=0&itemId=373032

CEB. (2003). Shifting the performance curve: Exporting high-performance sales disciplines to the core. (p. 7).

CEB. (2005). Building a world-class coaching program: Partial overview of 2005 strategic research findings (p. 2).

De Smet, A., McGurk, M., & Vinson, M. (2009). Unlocking the potential of frontline managers: Instead of administrative work and meetings, they should focus on coaching their employees and constantly improving quality. McKinsey. Retrieved from https://www.mckinsey.com/business-functions/organization/our-insights/unlocking-the-potential-of-frontline-managers

Ernst & Young. (2013). The Ernst & Young Australian Productivity Pulse™: Wave 4, May 2013: Reaching our $305 billion productivity potential (p. 2). Retrieved from http://www.ey.com/Publication/vwLUAssets/Reaching_our_305_billion_productivity_potential/$FILE/Productivity_Pulse_May_2013.pdf

Gallup. (2015). State of the American manager: analytics and advice for leaders (p. 8). Retrieved from http://www.gallup.com/services/182138/state-american-manager.aspx

Harrell, M., & Barbato, L. (2018). Great managers still matter: the evolution of Google’s Project Oxygen. Retrieved from https://rework.withgoogle.com/blog/the-evolution-of-project-oxygen/

Milner, J., & Milner, T. (2018). Most managers don’t know how to coach people. But they can learn. Harvard Business Review. Retrieved from https://hbr.org/2018/08/most-managers-dont-know-how-to-coach-people-but-they-can-learn

The Sales Management Association. (2008). Research brief: Measuring sales management's coaching impact (p. 14). The Sales Management Association. Retrieved from http://salesmanagement.org/web/uploads/pdf/8fa9799a465268debbc7a352a46b7e94.pdf

Wellins, R.S., Bernthal, P., & Phelps, M. (2005). Employee engagement: the key to realizing competitive advantage (p. 7). Retrieved from https://www.ddiworld.com/ddi/media/monographs/employeeengagement_mg_ddi.pdf

Zenger, J.H., Folkman, J.R., Sherwin Jr., R.H., & Steel, B.A. (2012). Organisations flourish with strong leaders. In How to be exceptional: Drive leadership success by magnifying your strengths (pp. 11-20). New York: McGraw-Hill.