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