Description: The article is about boc login. This passage mainly talks about Bank of Montreal. Bank of Montreal has made great achievements in communicating with customers and providing great services. It also make significant changes in their employees’ family routines.
BMO financial group are one of the large Canadian financial services providers. The businesses I specifically lead are the mergers and acquisitions group. We have people in Montreal, Toronto, Chicago, Calgary and Vancouver. When you’re in an organization that has been in existence for 200 years, there can be a lot of success built up in the organization. There’s a lot of legacy.
If we go back a year ago, the team was performing well. It was clear that there was more potential within the team. It’s a very committed team, everyone is hard working. Everyone was quick learner, they were skilled. We had a lot of diversification within the team. As a group, we were doing well. There was more than we could do. We weren’t able to take it to the next level at that point.
The team was out of balance. There were compromises being made. Some of the personal sacrifices people were making for the office led to a negative mindset at that times. As a younger team, they have young families, it’s a very demanding environment on the personal side. We could strike a better balance between these two sections. We were trying to improve quality of life in everyone’s daily routines.
We’re trying to make a better work-life balance. One of the things that I want to do is to improve the employee engagement. I want to elevate the team’s performance relative to peers. When you looked at the market opportunity that was presented, it would be great if we were able to take our performance to another level.
We could establish ourselves as the dominant player in the market. From an efficiency point of view, we were very efficient in what we did. We were effective in achieving our goals, we had work to do. They were dealing with the family, they were trying to balance it with the corporate goals, it was essential.
When people understood that, that was the successful part of our program. We were trying to find a balance. If we were to find the right balance, it would allow us to elevate the performance at all three levels. From the day we started, the first exercise was to set goals. I didn’t think the goals we set were incremental. They were tough, they were big goals. It took four months to do it, we were prepping for the four months.
I asked everyone to provide me with some feedback on a confidential basis. I saw life-changing on a personal and family level from people. It wasn’t the financial success of the group that I could celebrate, it was the personal accomplishments. People had made fundamental changes in their lives, they were talking about being better spouses and being better parents.
Their kids were going to be more successful due to some changes they had gone through. I think that was more meaningful on the corporate side. We’re doing very well financially, we’re ahead of aggressive plans. If we look at sales pipelines, we can see that our sales pipelines are very deep. If I look at our brand, I can see that our brand is built in the market.
When we compared ourselves to peers, we can see that we are taking a leadership position. The feedback we get from the market is very positive. Within our business, they’re having so much success. We have a lot of metrics across a lot of different types of areas.
When you look at all those metrics, we are outperforming. If we compare it year-over-year, what we have accomplished is dramatic. We did a 13-week assessment of the business. We accomplished more sales pitches than we had in the prior fiscal year.
When I look at some of the achievements that we’ve had on a financial sales, it truly has been differentiated from the prior year. I think everyone in the team has to participate. We had a high level of engagement from all levels.
When you look at the accountabilities, we have divided it up throughout the whole organization. It wasn’t the leadership levels. Everyone had to take on some of the responsibilities, once everyone took on that level of responsibility, we all started holding each other accountable, the level of commitment came up.
When you look at the level of commitment, no one wants to let down the rest of the team. Everyone who was championing an initiative was striving to do it. Instead of gaining individual performance, they start to share collectively. Best practices were shared across the different initiatives. It allowed someone to come up with a great idea and others leverage off of it.
It started to build the team element. There is a much higher level of goal orientation, people are very precise on goal setting. The other thing that we do much better is setting stretch goals. When we first started the process, people would try and set goals that were easily reached. if you pushed them, it would go a little harder than that, but it wasn’t asking for monumental change. People are much more comfortable being uncomfortable in the team.
When you start to look at the goal setting, people understand the process. If you set stretch goals, they will try and figure out how to accomplish that. When I started the program, the first group that went through was the leadership level. I should have taken from different levels within our team.
When you come away from the program, you’re in a mindset different than the rest. We are trying to communicate it to people that haven’t been gone through the curriculum, they can’t identify with it. It allows you to have a common content in the office, everyone understands where you’re trying to move.
I don’t have to motivate the team or convince them of what the curriculum is. We’ve seen the examples of that. We’re seeing the benefits. It’s constantly pushing people to go further, it tests themselves, it challenges themselves, they become uncomfortable. We’re always trying to go further and achieve more in elevator performance. We’ve accomplished in our team, we will help infect others within our organization.
We’ve accomplished that in the rest of our organization. We have tried and created levels of communication, we have brought new concepts when we’ve accomplished something, we have celebrated it. People start to talk about that. We start to influence the bigger piece.