Paramount Learning Ltd: Paramount Learning Ltd Business Skills Leadership Management Presentation Skills Business Negotiation Sales Skills Sales Management Tendering Proposal writing Key Accounts Motivation of Staff Product Launch Marketing Strategy Customer Service High performance teams Distributor Management One-on-One Coaching


Action Centred Leadership;John Adair: Action Centred Leadership; John Adair TASK INDIVIDUAL TEAM John Adair action centred leadership focuses around three core management areas; Achieving the task Managing and developing the team Managing and developing the individual


Your responsibilities as a manager for achieving the Task are:: Your responsibilities as a manager for achieving the Task are: Identify aims and vision for the group, purpose, and direction - define the activity (the task) Identify resources, people, processes, systems and tools (inc. financials, communications, IT) Create the plan to achieve the task - deliverables, measures, timescales, strategy and tactics Establish responsibilities, objectives, accountabilities and measures, by agreement and delegation Set standards, quality, time and reporting parameters Control and maintain activities against parameters Monitor and maintain overall performance against plan Report on progress towards the group's aim Review, re-assess, adjust plan, methods and targets as necessary


Your responsibilities as a manager for the Group are: : Your responsibilities as a manager for the Group are: Establish, agree and communicate standards of performance and behaviour Establish style, culture, approach of the group - soft skill elements Monitor and maintain discipline, ethics, integrity and focus on objectives Anticipate and resolve group conflict, struggles or disagreements Assess and change as necessary the balance and composition of the group Develop team-working, cooperation, morale and team-spirit Develop the collective maturity and capability of the group - progressively increase group freedom and authority Encourage the team towards objectives and aims - motivate the group and provide a collective sense of purpose Identify, develop and agree team- and project-leadership roles within group Enable, facilitate and ensure effective internal and external group communications Identify and meet group training needs Provide feedback to the group on overall progress; consult with, and seek feedback and input from the group


Your responsibilities as a manager for each Individual are:: Your responsibilities as a manager for each Individual are: Understand the team members as individuals - personality, skills, strengths, needs, aims and fears Assist and support individuals - plans, problems, challenges, highs and lows Identify and agree appropriate individual responsibilities and objectives Provide recognition and praise to individuals - acknowledge effort and good work Where appropriate reward individuals with extra responsibility, advancement and status Identify, develop and utilise each individual's capabilities and strengths Train, nurture and develop individual team members Develop and encourage individual freedom and authority


Simple Decision Tree: Simple Decision Tree Logic Does the manager have sufficient information to make an informed choice Acceptance Will acceptance substantially affect implementation Time Does a valid time constraint mean early decision required Consultative Consultative Consultative Autocratic Group Group Y Y Y Y Y N N N N N Start


Define Motivation?: Define Motivation? 1. giving of reason to act: the act of giving somebody a reason or incentive to do something 2. enthusiasm: a feeling of enthusiasm, interest, or commitment that makes somebody want to do something, or something that causes such a feeling 3. reason: a reason for doing something or behaving in a particular way 4. psychology forces determining behaviour: the biological, emotional, cognitive, or social forces that activate and direct behaviour “Motivation is the willingness to expend effort on a task” Management role is therefore to create a working environment where levels of motivation are high


Adam’s Equity Theory 1963: Adam’s Equity Theory 1963 Inputs; Time, loyalty, skills knowledge, flexibility, enthusiasm, teamwork, tolerance, trust etc Outputs; Pay, security, development, perks, pensions, recognition, praise, responsibility, sense of achievement etc Demotivation occurs when an individual’s measure of what they are getting relative to market norms appears to be unbalanced or inequitable. Consequently they reduce/change inputs to redress the perceived imbalance.


Slide9: Frederick Herzberg’s Two Factor Theory of Motivation Adequate Inadequate Motivation No Motivation Dissatisfaction No Dissatisfaction Motivators Hygiene Factors


Herzberg Two Factor Theory: Herzberg Two Factor Theory Motivators Achievement/Success Recognition Personal Development Responsibility Team work Variety Hygiene Factors Environment Pay Conditions Supervision Company policy


Slide11: Effort Performance Value of Reward to receiver? Effort results in Performance? Performance results in Reward? Intrinsic Rewards Extrinsic Rewards Ability? Role Perception Best way of Doing the job? Satisfaction Equity?


Maslow Hierarchy of Needs: Maslow Hierarchy of Needs


Maslow Hierarchy of Needs: Maslow Hierarchy of Needs Physiological Survival, food, sex, oxygen, sleep, drink, shelter Safety Security, safety, certainty Social Belonging, love, affection, community Ego Esteem, self respect, recognition, confidence, respect from others Self Actualisation Fulfilment, achievement, growth, realised my potential


Dr E Locke Goal Setting Theory: Dr E Locke Goal Setting Theory Identified a link between goal setting and performance Clear and challenging goals and targets help motivate staff Goals should conform to SMART “Try hard” or “Do your best” is less effective than “Try to achieve 90%” or “Beat your previous best performance” More difficult targets give rise to higher level of motivation than easy non specific goals


Five Principles of Goal Setting: Five Principles of Goal Setting Clarity. Challenge. Commitment. Feedback. Task complexity.


Slide16: High Low High Directive Behaviour Supportive Behaviour Situational Leadership; Hershey and Blanchard


Paramount Learning Ltd: Paramount Learning Ltd Business Skills Leadership Management Presentation Skills Business Negotiation Sales Skills Sales Management Tendering Proposal writing Key Accounts Motivation of Staff Product Launch Marketing Strategy Customer Service High performance teams Distributor Management One-on-One Coaching


Slide18: Unfreezing: Readiness or willingness to change. Moving: Implementing appropriate strategies and tactics to bring about change. Refreezing: Acceptance and normalising new behaviours. Lewin’s Theory of Change


Kilman Planned Change: Kilman Planned Change Initiate the programme Diagnose the problem Schedule/Plan the tracks Implement the tracks Evaluate the results Killman’s Tracks Culture, trust and commitment Managerial skills Effective teams Structure and strategy Reward Systems and morale


KotterReasons why change processes fail!: Kotter Reasons why change processes fail! Allowing too much complexity Failing to build a strong coalition Understanding the need for clear vision Failing to clearly communicate the vision Permitting roadblocks against the change Not planning and achieving short term wins Declaring victory too soon Not anchoring changes in the culture


KotterEight Stages to change management: Kotter Eight Stages to change management Establish a sense of urgency Creating the guiding coalition Developing a sense of vision and strategy Communicating the change vision Empowering broad based action Generating short term gains Consolidating gains and producing more change Anchoring new approaches in the culture


Slide22: Known Unknown By Self Known Unknown By Others Feedback Disclosure Johari Window Adapted from Luft and Ingham


Slide23: Attention Time Listening: Attention Span High Low


Break Even Analysis: Break Even Analysis TIME £ FIXED COSTS VARIABLE COSTS SALES1 SALES2


Slide25: ORGANISATIONAL BUYING PROCESS PROBLEM RECOGNITION DEVELOP SPECIFICATIONS SEARCH FOR PRODUCTS/SUPPLIERS ASSESS ALTERNATIVES PROCURE SOLUTION EVALUATE PERFORMANCE


MOST Business plans: MOST Business plans Mission Objectives Strategies Tactics Who we are and what we stand for Turnover, profit, cash flow What are our options. Choose the best way Implementation Sales forecast, monitor, Review, change


Sales Pipeline: Sales Pipeline New Opportunity/Enquiry Exploration/Identify Need Proposal/Solution/Offer Negotiation Order/Client commitment Time 20 10 5 3 1


Porter’s Five forces model: Porter’s Five forces model Industry Rivalry Seller Power Threat of Substitutes Buyer Power New Entrants


Value Chain: Value Chain INBOUND LOGISTICS OPERATIONS OUTBOUND LOGISTICS MARKETING SALES SERVICE WAREHOUSING, MATERIALS HANDLING, INVENTORY CONTROL, SCHEDULING, PURCHASING, MANUFACTURING ASSEMBLY MAINTENANCE HUMAN RESOURCES WAREHOUSING SHIPPING ORDER PROCESS SCHEDULING PRICING DISTRIBUTION MANAGEMENT ADVERTISING PROMOTION AFTER SALES SERVICE CUSTOMER TRAINING


Generic Competitive Strategies ME Porter 1980: Generic Competitive Strategies ME Porter 1980 Low Cost Multi Segment Differential Single or few segments Strategic Advantage Strategic Target


Slide31: PUSH AND PULL STRATEGIES SUPPLIER WHOLESALER RETAILER CONSUMER CONSUMER RETAILER WHOLESALER SUPPLIER PUSH PULL Direct selling Volume discount Co-operative advertising Consumer advertising Consumer promotions


Balanced Scorecard: Balanced Scorecard


Diversity; Benefits: Diversity; Benefits Greater access to a wider range of individual strengths, experiences and perspectives A greater understanding of the diverse groups of potential and existing customers represented within the workforce Better communication with these diverse groups of potential and existing customers Improved legitimacy and organisational image across a wider audience.


Diversity; Challenges: Diversity; Challenges Increased conflict among the workforce as differences in opinion make it more difficult to agree on solutions Poorer internal communication, because levels of knowledge and comprehension differ between employees Increased management costs that arise from dealing with potential conflict and communication problems.


Diversity; Reflections: Diversity; Reflections Managing Diversity yet to be mastered Need to better understand its impact Managing diversity is central to good management practice Research divided on business case for diversity Diversity impacts different organisations in different ways Managing diversity is a challenge but get it right and the rewards can be significant.


Paramount Learning Ltd: Paramount Learning Ltd Business Skills Leadership Management Presentation Skills Business Negotiation Sales Skills Sales Management Tendering Proposal writing Diversity Key Accounts Motivation of Staff Product Launch Marketing Strategy Customer Service High performance teams Distributor Management One-on-One Coaching Change Management


Elements of Marketing Mix: Elements of Marketing Mix


Definition of Marketing: Definition of Marketing Marketing is the management process responsible for identifying, anticipating and satisfying customer requirements profitably Chartered Institute of Marketing (CIM)


Definition of Marketing: Definition of Marketing Right product, in the right place, at the right time and at the right price. Adcock et Al Marketing Mix?


Product Life Cycle: Product Life Cycle Time Volume Introduction Growth Maturity Decline


Traditional Marketing MixThe Four P’s: Traditional Marketing Mix The Four P’s Uncontrollable Market Influences Controllable Company Decisions Price Promotion Place Product


Slide42: RESPONSIVE A S S E R T I V E LOSE/LOSE AVOIDING LOSE/WIN ACCOMODATING WIN/WIN COLLABORATIVE WIN/LOSE COMPETITIVE COMPROMISE NEGOTIATING STYLES


Definition of Negotiation: Definition of Negotiation A process of bargaining that results in an agreement between two or more parties Win-Win


Cooperative Negotiation Triangle: Cooperative Negotiation Triangle ISSUES DRIVE NEGOTIATIONS AVOID NEGOTIATING OVER POSITIONS


Movement: Movement Seller Buyer Like Like Intend Intend Must Must Settlement Zone Resistance Resistance


Diffusion of Innovation: Diffusion of Innovation Time Nr of new adopters 3% 13% 34% 34% 16% Innovators Early Adopters Majority Late majority or followers Laggards


Slide47: Selling Introduction to selling skills Selling through Distributors/ agents Key Account Management Negotiation Marketing Sales Management New Product launch Communications Exhibitions Presentations Understand Finance


When it all goes wrong!The ASAP service recovery model: When it all goes wrong! The ASAP service recovery model Apologise Sympathise Accept responsibility Prepare to take action Source: Lydia Ramsey


Slide49: Mobilize executive commitment Establish forecast vs demand gap for each major account Client profiling and assessment to validate account status as key or not Create list of key accounts for KAM Survey key relationships Diagnose performance success/ failures Determine relationship key success factors Assess current KAM practices against requirements Benchmark Agree priorities Define objectives interfaces and KAM managers’ skills for key accounts Determine first accounts for pilot Develop business case for change Define the change plan Develop the processes: - planning - reviewing - key interfaces - KPIs Develop the people: - roles, responsibilities, authority, accountability, - selection of KAMs - training/ development - reward/ recognition Develop information: - information needs - software selection Measure the pilot wave performance improvement Plan and implement full roll-out Fully document KAM philosophy and train the organisation Measure and assess improvement areas Key account performance benchmarking Key account profitability Assessment and development of KAM managers/ KAM teams Integrated key account planning KAM process improvement KAM business integration KAM Selection KAM Audit KAM Strategy KAM Development KAM Implementation KAM Improvements Six Steps to Key Account Management


How People Learn: How People Learn Engage well in involved in new experiences, problems and opportunities working with others in business games, team tasks, role-playing being thrown in the deep end with a difficult task chairing meetings, leading discussions Opportunity to explore passion and gut feel Avoid listening to lectures or long explanations reading, writing or thinking on their own absorbing and understanding data following precise instructions to the letter Activist; Outgoing, experimental, risk taking, daring. Like to explore new situations. Often enjoy leadership roles. Seeks out challenges. Can be entrepreneurial. Easily bored; Often do not finish what they started. Act first and worry about the consequences later


How People Learn: How People Learn Engage well in observing individuals or groups at work they have the opportunity to review what has happened and think about what they have learned producing analyses and reports doing tasks without tight deadlines Need time and space to learn Avoid acting as leader or role-playing in front of others doing things with no time to prepare being thrown in at the deep end being rushed or worried by deadlines Reflector; Stands back and observes. Cautious, Needs to understand before taking action. Wants a big picture view. Listens before acting. Gathers information from past and present experiences. Can often be heard asking “Why”


How People Learn: How People Learn Engage well in they are put in complex situations where they have to use their skills and knowledge they are in structured situations with clear purpose they are offered interesting ideas or concepts even though they are not immediately relevant they have the chance to question and probe ideas behind things Avoid When participating in situations which emphasise emotion and feelings the activity is unstructured or briefing is poor have to do things without knowing the principles or concepts involved they feel they're out of tune with the other participants e.g. with people of very different learning styles Theorist; Think things through in a logical and step by step approach. Disciplined and ordered; everything has a place. Seeks out expert advice. Likes concepts and theories to arrive at the right answer. Objective. Rejects flippancy. Non emotional. There is a best way. Value rational thinking


How People Learn: How People Learn Engage well in there is an obvious link between the topic and job they have the chance to try out techniques with feedback e.g. role-playing they are shown techniques with obvious advantages e.g. saving time they are shown a model they can copy e.g. a film or a respected boss Avoid there is no obvious or immediate benefit that they can identify there is no practice or guidelines on how to do it there is no apparent pay back to the learning e.g. shorter meetings the event or learning is 'all theory' Pragmatist; Like to get hands on. Wants to try things out. Doesn’t like long discussions. Likes to get to the point. Will copy role models that are seen to be doing it the right way. Practical down to earth. Keen to put things into practice


Stress; Causes and Consequences: Stress; Causes and Consequences Estimated to cost UK industry £9.65 billion according to CIPD Over ½ million workers suffer from stress Six million working days are lost One in five employees claim to be suffering from stress Major causes of stress in workplace cited as Long hours Shifts Bullying High demands Management Stress has replaced bad back as the number one reason for absence from work Each individual has differing thresholds and triggers to stress!


Stress; Causes and Consequences: Stress; Causes and Consequences Short term stress can be good Body responds to stress by preparing for Fight or Flight Shuts down digestive tract Releases endorphins (feel good factor) Thickens blood Increases heart rate Focuses mind on task Elevates senses Increased air supply oxygenating blood Release of sugar into blood for quick burst of energy Skins creeps and sweats to adjust body temp and appearance of size Long term stress leads to Illness, suppression of immune system Lack of concentration Irritability Insomnia Libido problems Depression/Anxiety Mental illness Suppressed appetite Avoid social contact Poor decision making Lack of enthusiasm Burn out


Some Tender Vocabulary: Some Tender Vocabulary (EOI) Expression of Interest (PQQ) Pre-qualification Questionnaire (RFI) Request for Information (RFQ) Request for Quotation (ITT) Invitation to Tender


What do we need to consider in making an effective pitch?: What do we need to consider in making an effective pitch? Audience Location Duration Content/Message Structure Delivery Methods Practice Do’s and Don'ts


Location; Where, When and: Location; Where, When and What facilities are available Flipchart Overhead Projector (OHP) Data projector Projector Screen Whiteboard Interactive Whiteboard Room size, layout etc


Delivery; How People Listen: Delivery; How People Listen Attention Span Bite Size Chunks Repetition (Milestones) Visual, Auditory, Kinesthetic (VAK) Observe non verbal communication Conditioned for breaks Use our own set of filters What’s my name?


Delivery; What Makes People Listen : Delivery; What Makes People Listen Self Interest; What’s in it for me/us? Try to guess what they want to hear Who is speaking Can this person solve my issue What are they saying Is this relevant and easy to understand How they are delivering the message Are they engaging or vague and boring