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The voice of Línea Directa

Leadership development. Strategic alignment of the chain of command

Name and description program

The Voice of Línea Directa is a strategic initiative launched in 2024 for the entire Línea Directa group, aimed at achieving excellence and consistency in telephone service. Its goal is to convey a unique personality to our customers and align the customer experience with the company’s values. 

The program was developed collaboratively, with the participation of the Talent, Marketing, Quality, and Business areas. Employees who regularly interact with customers and had a perfect score of 10 in their NSA surveys were directly involved. They participated in various workshops focused on sharing their best practices in telephone service. This collaboration made it possible to build a model aligned with our operational reality and focused on service excellence. In the business areas, we also had an evaluation committee made up of managers who are considered change agents, as they are benchmarks within their business lines, have a global vision, and play a key role in deploying and implementing the model. 

The telephone service model was created based on the slogan “The Value of Being Direct” and focuses on defining and consolidating a unique communication style that conveys a set of attributes—resolute, approachable, trustworthy, and innovative—in every customer interaction. To achieve this, conversation guides were designed, training videos featuring the character “Tipo Directo” were produced, and an innovative training plan was rolled out, consisting of: 

• E-learning module 
• In-person sessions 
• Training resources integrated into the Learning Up app (infographics, videos, news, etc.)

Línea Directa is undergoing a major transformation with the goal of becoming a leader in the sector within an increasingly dynamic and competitive business environment. In this context, developing people’s critical capabilities is essential to achieving the strategic objectives we have set. 

The critical capabilities for this transformation are commercial, analytical, digital, and technological. Additionally, to successfully face the challenges ahead—especially in terms of managing teams—we have identified an extra key attribute for the organization: Leadership. 

The year 2024 has been pivotal, as we have worked to align team leaders within the framework of a new Leadership model. These individuals are the true drivers of transformation: visionary, capable of inspiring and motivating change; collaborative, fostering innovation and creativity; flexible and adaptable, with the ability to make decisions and guide their teams through uncertain environments. Beyond these professional attributes, they stand out for their human values: they are empathetic, possess strong assertive communication skills, and are committed to the development of their team members and the creation of positive and productive work environments. 

To support this, we launched a Strategic Alignment Program for the management chain. The program includes several initiatives, two of which are key: events designed to strengthen people’s engagement with the company’s shared project. The first defines the annual strategy and serves as the KickOff for the year, while the second is a MidPoint event held mid-year to review the progress of key projects, encouraging the management chain’s involvement and collaborative work. 

The first event (KickOff) was held in January and marked the beginning of the year with a meeting where CEO Patricia Ayuela shared the company’s vision and strategic objectives for the new fiscal year. During this event, each director presented the actions and projects their area would undertake to contribute to achieving these strategic goals. This moment is crucial for creating a shared framework for understanding and collaboration, and for clearly communicating the year’s priorities across the organization. 

The second global management event (MidPoint) took place in July and served as a mid-year checkpoint to monitor the progress of the most important projects and reinforce focus on initiatives that require additional momentum. In addition to reviewing progress, this event also recognized key team members driving these projects and had a strong motivational component to energize and engage everyone for the second half of the year. 

In both events, the participation of an external thought leader was included, offering an inspiring perspective on cutting-edge topics related to our corporate performance. 

The participants in these events include directors (13), middle managers (69), coordinators (144), and professionals who play a key role in implementing strategic projects. Their involvement ensures that the message is delivered consistently and clearly across the organization, while also reinforcing a sense of belonging and shared responsibility. 

These collaborative workspaces serve an essential function for the company by contributing to transparency, good governance, and management aligned with strategic objectives. In a context of change like the current one, these meetings represent a fundamental pillar for building a future based on trust and shared commitment to the success of Línea Directa Aseguradora, driven by a new Leadership model. 

Benefits of the program for the company

The Voice of Línea Directa has generated both tangible and intangible benefits for the organization: 

• Improved customer experience: Training and implementation of the model began in September 2024, aiming to deliver more consistent, approachable, and professional service, contributing to higher NSA satisfaction scores. 
• Strengthened corporate identity: The program has established a unique communication style that reinforces alignment between what the brand says and what it does, enhancing its positioning and reputation. 
• Boost in employee pride and engagement: To foster employee commitment and alignment with the company’s values, numerous initiatives were carried out, including: 
• Employee participation in the model’s creation through workshops. 
• Collaborative training using classroom dynamics and gamification. 
• An internal communication campaign based on the slogan and the “Tipo Directo” character. 
• Cultural and digital transformation: Various tools and resources aligned with the company’s strategy were used, such as: 
• The Learning Up app, where new content (videos, infographics, news, etc.) was published weekly to support the learning process. 
• An AI pilot, which used a selection of recorded calls to measure the application of the model before and after training and implementation. It assessed how agents introduced themselves, closed calls, and used the model’s attributes. In 2025, the model will continue to be refined for broader application across all calls. 

Strategic alignment of the management chain brings the following benefits to the organization: 

• Aligning the entire organization with the year’s strategic objectives, ensuring that each area translates these goals into concrete actions and projects. 
• Strengthening coordination and collaboration across departments, fostering a shared vision and identifying synergies to advance key projects throughout the year. 
• Recognizing and showcasing internal talent, highlighting key individuals for their contributions to the development of strategic initiatives. 
• Boosting motivation and pride of belonging, celebrating achievements and reinforcing a shared purpose in a context of transformation. 
• Promoting a culture of transparency and good governance, openly sharing progress, challenges, and next steps. 

Quantitative impact on the company (monetary of non-monetary)

The Voice of Línea Directa program has had a significant impact on several key company indicators, both qualitative and quantitative: 

• Increase in customer recommendation: By improving the policyholders’ experience and receiving positive feedback on the service provided, the NPS (Net Promoter Score) is expected to improve, as customers will be more likely to recommend the company. This metric will begin to be measured in 2025. 
• Reduction in quality survey costs: Thanks to the standardization of the communication style and the use of artificial intelligence to measure attributes in calls, quality survey costs are reduced, enabling more efficient team management. 
• Program coverage: Around 80% of employees in direct contact with customers participated in some phase of the program, reinforcing its cross-functional reach and organizational impact. 

With a satisfaction survey participation rate above 75% of all attendees: 

• Overall event rating: 4.76 out of 5 
• Understanding of the current context, priorities, and challenges: 4.85 out of 5 
• Understanding of each area’s contribution to the objectives: 4.62 out of 5 
• Confidence in the company’s future: 4.76 out of 5 
• Motivation level: 4.75 out of 5 
• The evaluation is also complemented by the Employee Experience Survey and regular pulse checks focused on the role of our Leaders within the organization. This measurement provides insight into the Leader eNPS—that is, the likelihood of recommending working with them—which currently stands at +42 (promoters minus detractors). 

% FTE participants in the program

The program is designed to reach all employees of the company. In this first phase (2024), the model was introduced to employees with direct customer contact (front office). 

Training data from the first phase in 2024: 

• Online training: 1,192 employees trained (92% of the defined group) 
• In-person training: 1,024 employees trained (79% of the defined group) 
• A total of 20 training resources were published in the app between September and December 2024. 

After the training, the following indicators were measured: 

• Positive impact of the model on the organization: 4.55 (on a scale from 1 to 5, with 1 being the lowest and 5 the highest) 
• Knowledge and resources provided during implementation: 4.60 (on the same scale) 
• Value contribution of the model to the company’s success: 4.81 (on the same scale) 

Looking ahead to 2025: 

The project will continue by implementing gamification strategies among employees to mobilize the organization, foster a strong culture, and consolidate a mindset shift. The model will be fully deployed across the organization, covering both customer-facing teams (front office) and business support areas (back office), with the goal of consolidating the model and creating a distinctive communication style. 

The AI project will also continue to expand, both in applying the model to calls and in developing AI agents for training purposes. Efforts to improve NSA scores will be sustained, with ongoing monitoring to analyze the direct correlation between call quality and customer satisfaction survey ratings

The percentage of FTEs (Full-Time Equivalents) participating in the program represents 10% of the total workforce of the Línea Directa Group.

Type of training

% hours trained

% cost per FTE

Bussiness

64%

Soft skills

18%

Leadership

3%

Technology

10%