‍Objective

‍compare YakTrak to the existing paper based/pdf system used to track observation, coaching, team meetings and weekly performance/activity commitments.​

Success criteria:

• Operating rhythm adherence (>60%)​
• Engagement with the platform​
• Micro-behavioural capability improvement​
• Banker productivity​

Duration: 6 months​

Channels: Branches & Contact Centre​

Participants: ​

• Group A: 250 Bankers using YakTrak​
• Group B: 250 Bankers using existing paper/pdf solution (control group)​

YakTrak created a solution that:

• Aligned with existing coaching and conversation frameworks​
• Aligned with existing ‘cadence’ and leadership activity​
• Aligned with existing behavioural frameworks​
• Digitised the analogue sales/service whiteboard used to track weekly banker commitments​

The results

• 75% of YakTrak teams achieved >60% operating rhythm adherence​
• When compared with the control group, YakTrak teams achieving >60% operating rhythm adherence demonstrated a significant upward trend in key metrics:​
  
  • Productivity​
  • Needs Met​
  • Home Loan referrals​
  • Behaviour-focused coaching​

What this shows

Digitising coaching rhythms and behavioural expectations drives better adherence and measurable improvements in key banking metrics.

Client perspective

“The team love it; it helps hold them accountable and they are coming better prepared to our coaching sessions.”

‍The challenge

Leaders were coaching without a consistent structure in a highly regulated environment, and scripted conversations left agents lacking confidence to hold natural, human conversations.

Program design

• Duration: 10 months (Feb–Nov 2024), including a separate hardship diagnostic in Oct 2023
• Participants: ~250 total (230 frontline agents, ~15 team leaders, 2 department leaders)
• Format: Engage → Design → Deliver & Sustain
• Coaching structure: 2x2x2 model (focus on 2 agents, coach twice weekly, target +2 NPS lift)

YakTrak created a solution that:

• Combined YakTrak’s structured coaching rhythm with GRIST’s psychology-led micro-behaviour model
• Introduced an express ACDC coaching approach with seven foundational behaviours to prevent leader overload
• Embedded micro-behaviours starting with “Strong statement of assistance” to create early belief and measurable behaviour change
• Provided visibility into coaching activity, micro-behaviour adoption, and operating rhythm adherence
• Used YakTrak’s QA assessments and reporting to correlate specific inputs like adoption of “Strong statement of assistance” with shifts in repeat call rate and NPS. 

The results

• Some agents achieved NPS lifts of up to +40 from a single micro-behaviour
• AHT reduced alongside stronger call openings and more confident conversations
• Leaders gained confidence by shifting from reactive troubleshooting to proactive, behaviour-led coaching
• Consistent YakTrak rhythm correlated with the strongest performance improvements (NPS, repeat call rate) across July–December
• Senior leaders gained clear visibility of coaching activity and behavioural impact (link cause and effect).

What this shows

Structured rhythms plus targeted micro-behaviours deliver fast, measurable performance improvements.

Client perspective

"YakTrak gave leaders a finger on the pulse - clear data on what was being coached, where it was working, and what to focus on next"

Program design

• Program: Little Big Experiment (LBE) Management Development Program
• Duration: 6 months
• Participants: 5 managers
• Deliverables:
  
  • Design and implementation of a Little Big Experiment
  • Tactical leadership workshops
  • Coaching framework and operating rhythm
  • Presentation of case studies and results
• Theories used: aggregation of marginal gains, self-determination theory, behavioural coaching, deliberate practice, 70-20-10, purposeful experimentation

GRIST + YakTrak supported managers by:

• Equipping managers with a repeatable experimentation method to link behaviour change to strategic priorities
• Providing a coaching framework and operating rhythm to support on-the-job application and deliberate practice
• Building capability through structured experimentation, reflection, and case study development
• Strengthening connections between leadership behaviour, team engagement, customer experience, and business outcomes

The results

• 11% conversion uplift in a Care Coordination program after targeted changes to training and communication
• Sales performance improved in lower-performing groups through refined scripts and focused coaching
• A consultant on a performance improvement plan reached key KPIs through daily feedback and structured behavioural steps
• Reduced AHT and stronger objection handling projected $800,000 annual productivity savings
• Even where experiments did not produce immediate numeric gains, managers built stronger engagement, adaptability, and problem-solving capability

What this shows

Small, targeted experiments can create meaningful behaviour change and measurable business impact.

Client perspective

‍“Growth doesn’t always come from one grand idea but often from a series of smaller, impactful changes. I learned to just do it—what do I have to lose?” – Sales contact centre manager

‍The challenge

EnergyAustralia wanted to embed a consistent leadership and conversation framework across frontline teams to lift customer experience, sales conversion and employee engagement on its path to becoming Australia’s top contact centre.

Program/Trial design

The program approach focused on:

• A 3-year partnership between EnergyAustralia, YakTrak and GRIST Consulting
• Embedding a leadership and conversation framework across frontline teams
• Supporting leaders to build capability, lift coaching quality and maintain a consistent operating rhythm

YakTrak created a solution that:

• Provided out-of-the-box functionality and an intuitive design that made it easier to embed the framework at scale.
• Gave leaders visibility of adherence and the quality of coaching and development cadence.
• Supported leaders to maintain a consistent coaching rhythm across teams.

The results

• #1 Australian Sales Contact Centre (2020)
• 9% improvement in customer satisfaction
• 13% improvement in employee engagement
• 13% improvement in sales conversion
• Improved visibility of adherence and coaching cadence quality.

What this shows

Embedding a leadership framework, supported by a visible coaching cadence, can drive measurable improvements in customer, employee, and commercial outcomes.

Client perspective

“YakTrak was a clear standout against other technology solutions due to its out of the box functionality and intuitive design, which made it incredibly easy to embed. YakTrak provides an insightful overview of the adherence and quality of our coaching and development cadence.”— Sean Francis, Engagement and Communication Lead, EnergyAustralia

The challenge

To deliver on a large-scale modernisation and digitisation strategy, the insurer needed leaders with stronger adaptive leadership capability, improved data and digital maturity, and the ability to apply new skills directly to productivity and performance challenges.

Program design

• Program: Future Skills Leadership Development Program
• Audience: 650 people leaders across 10 business units
• Duration: Two 8-week learning sprints delivered over 5 months
• Time commitment: Each sprint required just 7 hours of learning per leader, with a strong focus on on-the-job application
• Format: Diagnostics, self-paced learning, webinars, virtual workshops, peer huddles, retrospectives, and on-the-job application
• Learning approach: Agile sprint methodology with purposeful experimentation, reflection, and behavioural tracking

The program approach focused on:

• Embedding adaptive leadership and data/digital-savvy mindsets through targeted behavioural experiments
• Using skills assessments to identify development priorities across adaptive leadership and data maturity
• Reinforcing learning through webinars, curated content, peer huddles, virtual workshops, and real-world practice
• Supporting leaders to trial 1–3 micro-behaviours each sprint and track outcomes in their teams
• Building digital fluency through digital tools, data sets, and generative AI during experimentation
• Capturing behavioural shifts, confidence gains, and performance outcomes through retrospective case studies

The results

• 43% found more effective or new ways of working in sprint 2, indicating meaningful productivity gains
• AI use increased by 20 percentage points (56% pre-program to 76% regularly using AI after sprint 1)
• 37% discovered ways to increase capacity or save time in sprint 1
• 13.5% improvement in data maturity from pre-sprint 1 to post-sprint 2
• 85% attendance across all activities in this opt-in program
• 94% saw clear benefit in applying sprint learnings to day-to-day leadership
• 82% completed a reflective case study documenting learning, application, and outcomes
• Leaders reported gains in collaboration, strategic thinking, team development, problem-solving, and time-saving approaches

What this shows

Agile learning sprints with low time commitment and on-the-job experimentation can lift leadership capability and data maturity while improving day-to-day performance.

Client perspective
“Previously, I only had agile-adaptive mindset when things were going well. This learning sprint has helped me expand to having the mindset in changing circumstances, challenges and ambiguity.” – Participant leader

“Introducing regular feedback loops within the team has significantly enhanced communication and collaboration. Team members are now more engaged and proactive in addressing issues, resulting in smoother project execution and a stronger sense of collective ownership.” – Participant leader

“Staff knowledge has been broadened…team engagement has improved, and my own time has been freed up to spend more time working on the business instead of in the business. Found time to work on new reports, business process improvements… Shorter turnaround times on queries have resulted in better customer service and outcomes.”  – Participant leader

“I have used many of the tecjniques and behaviours from sprint 1 and our huddles, whilst avoiding negative behaviours, like defaulting to quick fixes. The sulture change has been amazing!”  – Participant leader

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