This document provides a summary of Peter Hall's coaching and development experience working with various organizations. It details programs delivered to train new practitioners for MBTI assessments, provide individual clients insights into emotional behaviors at work, and develop the customer engagement skills of banking staff through simulated experiences and role plays. The summary highlights that over 900 staff enhanced skills in identifying customer needs and over 150 staff were trained in new account opening processes and lead generation techniques.

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Peter Hall (Ipswich) Coaching & Development Experience
‘Heads Of’ and Specialists
OPP Ltd (Associate Observer – MBTI Licensed)
 Practitioner Development and Sign-off for new practitioners of MBTI Step 1
psychometric.
 Coaching provided following observed role-plays of Practitioner and client engagement
to Explain, Explore, Decide and Develop each MBTI dichotomy. Reflective questions
used to assist Practitioner in identifying ways in which they might modify behaviour to
improve future Client meetings. Discussions with Practitioner as to how to use cue-
materials provided to assist in asking open questions and so enable the client to
discover their preferences. Considered with the Practitioner the appropriateness of
their style to demonstrate effective listening so client is aware that their comments are
being acknowledged and appreciated.
Outcome
Over the course of 2016, trained to qualification level, 40 new MBTI Practitioners.
Private Clients (Emotions & Behaviours at Work - Licensed)
 Clients complete E.B.W. Psychometric Questionnaire online
 Face to Face meeting, client provided with an opportunity to scale their behavioural
preference in key business areas including, Decision Making, Empathy, Self-awareness,
Influence, Adaptability, Resilience.
 Exploratory discussion following scaling with reference to EBW Report.
 Reflective summary provided for client with areas for agreed further development.
Outcome
Private clients gained a clear awareness of their characteristic response to situations
and individuals. They also had the opportunity to improve / flex their behaviour in the
light of these insights. An action was developed with the client.

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Middle Management
LLOYDS BANKING GROUP (Change Consultant)
 Motivate and inspire staff in making effective connections with customers who attend
the bank. Skills development workshops for Branch Managers, Advisers, Consultants
and Service colleagues.
 Full Day Events which simulated Banking Hall experience. Coaching included ‘how to
approach’ customers, open questions to discover how best to assist customers as they
entered the banking hall. Facilitated staff in developing skills to speak with customers at
each Banking Hall area: listening carefully to identify and ensure customer’s primary
need is met. Roleplays used for advisors to practice having spontaneous conversations
with customers who are at the ATM, in order to identify additional financial needs that
can be met through the bank’s products. (These training days were conducted by myself
on a solo basis.)
Outcome
As a result of my training some 900 staff members enhanced their skills in identifying
customer needs and undertaking approaches within the Banking Hall.
BRITISH GAS (Training Consultant)
 ‘Train the Trainer Programme’ for Area Managers (Sales through Service)
 Modelled a customer engagement training event, prior to observing the Area Managers
(AM) delivery of the session. Observed the AM’s delivery followed by a coaching session
including: discussion on the effectiveness of each session, encouraging them to offer
any changes or improvements which would make the sessions more helpful to their
staff. Provided tips as appropriate.
Outcome
16 Area Managers throughout Northern England, gained personal confidence and
demonstrated skills to train their engineers in providing safety solutions from home
customers.

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TOWERGATE INSURANCE (Quality Assurance Consultant)
 Embedding new QA Process within Towergate Insurance Group – including script
modification.
 Visited brokers across East Anglia to ensure business process and customer interaction
were in accordance with Head Office standards. This included holding meetings with
managers and staff to clarify issues.
 In Contact Centre, observed and listened to advisers as they initiated and received
telephone calls with customers. Coached advisors, inviting them to consider what was
effective about the call and how calls for the future could be improved. Subsequently,
provided line manager with feedback so that they could continue to develop their
adviser team.
Outcome
15 individual businesses were visited and uniform Quality Assurance behaviours were
embedded, ensuring that these businesses were operating according to Head Office
expectations.
AVIVA (Training & Competency Supervisor)
 Implemented Aviva Training and Competence Scheme with Leeds Building Society.
 Managed the requirements of the Aviva Life Training and Competence Scheme (T&C
Scheme) through a team of Leeds Building Society Financial Planning Managers (FPM).
 Identified training and coaching needs – constructed and implemented training plans to
improve skills and obtain higher qualifications. Completed accompanied-call
assessments to verify competence and identify development issues to enhance the
Customer / FPM sales engagement. Coaching in all aspects of soft skills.
Outcome
Managed a revolving portfolio of 12 Managers, ensuring that their technical knowledge
was kept current and that their interaction with customers was in accordance with the
standards of the Aviva Training and Competency Scheme.

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DUNRAVEN FINANCE LTD (Training Consultant)
 Provided consultancy support to Collections Manager and Team leader in the
development of Call Centre Agents.
 Provided the detail of suitable interventions and training engagements to assist the
Agents in the improvement of their customer interactions and consequent Quality
Scores.
 One to One agent coaching to achieve Intentional Customer engagement based on
feedback following accompanied calls, remote listening and Quality Control reports.
Outcome
A team of 14 contact advisers QA scores was raised from an average of 70% to over 90%.
Advisers
COMBINED INSURANCE OF AMERICA (Team Manager)
 Managed 9 Contact Centre Agents within a new Training & Competence Scheme to
include Feedback and Coaching toimprove customer experience when calling the
Contact Centre.
 As Team Manager, I listened to calls remotely as well as alongside the adviser. Provided
coaching to improve the adviser’s engagement with customers. This included skills in
handling calls from irate customers.
 Complaint handling training, including irate customers – 1 to 1 training.
 Undertook full range of management responsibilities: liaison with HR and Compliance,
one to one appraisals, disciplinary procedure and team meetings.
 Communication Projects: Letter Writing, Customer Expectations.
Outcome
Significant improvement in the quality of the advisors response to customers’ queries. My
team won an award for the best Quality Assurance performance over a 3 month period.

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LLOYDS BANKING GROUP (Induction Training Consultant)
 Training for new recruits to the Contact Centre. (Blended Learning Programme)
 Communication skills within a telephony context: answering customer queries, product
sales, dealing with complaints. Coaching using simulated telephony calls.
 Systems training.
 Brand identity and cultural expectations
 Fraud awareness.
 Product technical training with the support of subject matter experts.
Outcome
120 new contact centre staff were prepared for their new roles dealing with banking products,
as well as the requirements regarding ‘lost and stolen’ credit cards.
SANTANDER (Training Consultant)
 Account Opening process for Personal Bankers and Local Business Managers including
systems.
 Full sales process, including lead generation, setting up the initial meeting, identifying
client areas of need and interest.
 Coaching included assisting advisers in asking appropriate questions to focus on suitable
accounts. Product detail was then provided for the customer to make an informed
choice.
 Skills included interacting with the customer whilst utilising screen based technology
and thus keeping the customer as the centre of the meeting.
Outcome
150 staff were trained in the new account opening process and also the skills of lead
generation.
Note: The categorisation (Heads Of, Middle Management, Advisors) has been used to identify
the main participants. Of course, there have been programs which have included staff in a
range of levels and roles.