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Carolina, South Carolina, Tennessee, Virginia, West Virginia, and the
District of Columbia. As the banking industry struggled to recover
from the recent financial crisis and recession (and new regulations)
that followed, SunTrust’s management decided that the key to the
company’s future lay with fully engaging employees in serving
customers. That approach is consistent with the company’s mission of
“helping people and institutions prosper.”

SunTrust began to restructure its banking business in accordance with
three guiding principles: (1) operating as a single team; (2) putting
clients first; and (3) focusing on profitable growth. This principledriven approach to growth requires managers who know how to foster
employees’ commitment to their work and their clients. To that end,
SunTrust has made it a priority to develop managers’ leadership
skills. First-line managers receive training in how to coach and lead
others. Middle managers work with mentors on their leadership skills.
Upper level managers use assessments by peers, subordinates, and
others to identify areas for growth and, with coaching, develop
leadership skills taught during a three-week training program.
SunTrust also selects its top 3,500 managers to receive training in
employee engagement. For training aimed at emotions to be relevant,
it must enable better job performance. The bank also provides
learning support on its SunTrust Learning Portal. Since SunTrust
initiated the new training programs, it has seen evidence of improved
performance.

Directions:

You are the Training Manager for SunTrust. The Director of HR has
some specific inquiries about the new programs and the future of the