The study discussed in this article investigated the impact of a short self-management skills training course on frontline bank employees' learning about the use of self-management to overcome obstacles to the initiation of banking product sales, perceived self-efficacy in initiating the sale of a product, and performance in activities related to customer service. Trainees' scores on these measures were compared with a control group at three times (prior to training, four weeks posttraining, and twenty-four weeks posttraining). The results suggest that self-management training can be a valuable intervention in itself and need not be used solely as a posttraining intervention. Possible explanations for the across-the-board increase in performance observed in the study are discussed, as are some practical and ethical implications of this observation. (Contains 3 tables and 2 exhibits.)