Credit card is an industry with high requirements for product innovation and service innovation. Account managers need to quickly master new product-related knowledge and new customer-related knowledge, so they need strong learning ability. Moreover, in interviews and questionnaires, everyone thinks that learning ability is very important. After the sales transformation, account managers should carry out sales innovation and service innovation, so the competency model of account managers includes "learning innovation", which includes "learning ability" and "innovation ability".
From the perspective of managing others, the main task faced by account managers is to manage the team they lead, and to be responsible for the training and development of employees, as well as the communication and coordination with customers, superiors and peers. "Team management" embodies how the account supervisor can effectively manage other people in the team. Team building includes "staff training" and "teamwork". "Communication and coordination" is more about how account executives effectively manage others outside the team, including "interpersonal understanding" and "relationship building".
From the perspective of management tasks, account executives mainly deal with customers when organizing external management tasks, especially after the sales transformation, there is more interaction with customers, and "customer orientation" reflects the external management tasks of account executives. The internal management task of account supervisor is mainly aimed at the performance management of team members, and "plan management" embodies the task management of account supervisor within the team. "Plan management" includes "time management" and "execution ability".
On the basis of comprehensive analysis of the above data, the competency model of customer executives is finally divided into three modules: managing self, managing others and managing tasks, including 6 competencies and 27 dimensions (see Table 8-7).
Table 8-7 Customer Supervisor Competency Model Summary Module Competency Dimension Management Self-achievement-oriented self-vision, courage to challenge, bear pressure, pursue excellent learning, innovative will, learning strategies, apply what they have learned, innovative consciousness, managing others' teamwork, cultivating subordinates, effectively motivating, shaping cultural communication, coordinating and effectively expressing, listening attentively, positive feedback, conflict resolution management tasks, customer-oriented service consciousness, demand mining and effective response.
Definition: the ability to quickly understand the intentions of superiors, form goals, integrate resources, formulate concrete and operable action plans, and supervise the implementation of the plans. The behavior of those with excellent dimensions is qualified, and the behavior of those with insufficient performance is result-oriented ● Quickly determine and stop efforts that waste resources or fail to generate value-added, help employees adjust resource arrangement mode and work style, and improve the output-input ratio of employees;
Identify people who get good grades, not just people who invest a lot of time. ● Pay attention to the achievement of employees' goals and always urge employees to invest more resources and energy to achieve the goals;
● Encourage yourself and employees to think about whether all efforts can bring added value. ● I think that investing a lot of time and energy is an excellent performance of work. I am always busy keeping myself in a highly saturated working state, but the work effect is not obvious;
● Simply urging employees to get busy, paying more attention to whether employees have invested a lot of time and energy in their work, and not analyzing the real effect of their time and energy with employees. Planning ● Set the goals and objectives of long-term work, divide it into several processing steps, make a timetable, and assign tasks/personnel;
● Anticipate the problems and obstacles that will appear, measure the performance regularly according to the objectives, or evaluate the progress or achievements in stages. ● Have the habit of making annual, quarterly and monthly work plans;
● Important work or new work should always be planned in advance, and several tasks should be carried out at the same time with overall consideration and reasonable arrangement. ● There is little planning in advance, even if there is planning, it is not thorough; Frequent changes without reasonable explanation discourage colleagues;
● Don't have enough patience to set goals and objectives and find out all kinds of difficulties. Time management ● Effectively distinguish urgent and important matters, analyze time input and output, and effectively set priorities;
● Effectively manage time by effectively recording and uniformly arranging time, effectively grasp time in meetings, and record and track meetings well. ● Know how to cherish your own time and other people's time;
I'm used to setting time limits and goals at work. ● No sense of time, no plan or often not acting according to the plan;
● Arrange the work order according to the urgency of things, and have no time to take care of important things. Execution ability ● During the implementation of the plan, conduct appropriate monitoring and guidance, specifically implement responsibilities, track, feedback and improve the implementation effect of the plan. ● Pay attention to operability, and turn general or even vague intentional goals into concrete and operable schemes. ● Empty talk, no action, and no concrete and practical action plan for work.