Transcript Document

B2B Sales Excellence
Management Mentoring
Leadership Training
Building Winning Teams
“the art of empowering people”
1
Agenda












Introductions
Team Building Overview
What It Takes (To Lead Teams)
Build and Motivate Teams
Leadership in Action
Team Building Presentations
Teams, Questioning & Listening to Others
Empowering Teams, Organizational-Operational
Principles of Leadership
EAI Leadership Retreat
The Right Attitude Starts with the Right People!
Next Steps…
2
Introductions
Please silence cell phones
3
Introductions

Your name…

Your Company

Your Responsibilities

What would you like to get
out of this training?
4
Team Building
Overview
Building Teams that make
Value-Based Decisions
5
Team Building Overview
Drivers of sustainable business success
 Leadership behaviors and skills
 Do you have what it takes?
 Team Building and Communications
Communicating
Questioning
Listening
Problem Solving

6
Drivers of Sustainable Business Success

Values-driven leadership – What values?

Strategic focus, planning – Who plans?

Operational excellence – How to achieve?

Control of destiny – What will it take?

Trust-based relationships – How can we help?

Generosity of teams – What will we give back?

Investment in employee success – Who will rise?

Acting small, thinking BIG – Where will we go?

Brand identity – Why will we have customers?
7
Leadership Behaviors + Skills
Behaviors
Communication
Show Respect
Sensitivity
Lead by Example
High Expectations
Fairness
Consistency
Recognition
Rewards
Skills
Planning
Time Management
Delegation
Administration
Analytical Skills
Decision Making
Risk Taking
Manage Change
Training
List by importance, others?
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
8
Do you have what it takes?
Personal credibility – your trustworthiness
 Interpersonal skills – trusting others
 Managerial skills – empowering others
 Organizational skills – aligning with the
goals and objectives as well as the
mission and vision of the company


Self Assessment and Evaluation
9
Team Building & Communications
Knowledge of Roles
 Respect for Each Other
 Rapport, Genuine Concern
 Identify Problem…Offer Solutions
 Communications

 Questioning
 Listening
 Empathy
10
Team Building…your role








You Gotta Want It!
Desire to Work as a Team
Have Emotional Stamina
Energy, Physical Stamina
Empathy, Diplomacy
Decisiveness, Act or Stop
Anticipation, Instincts
Timing, Priorities








Healthy Competitiveness
Self Confidence, Trained
Accountability
Responsibility
Credibility
Courage to Persevere
Stewardship
Loyalty
11
Team Building, Communications
Communications,
Communications and
Communications…




Written
Verbal
Non-Verbal
Combination
12
Questioning & Listening
Key To Proper Communications
 Essential To Great Team Work
 No Such Thing As Over Communicating
 Questioning Skills
 Listening Skills

Exercise…”Blame”, “Risk”, “Action”, “Win”
13
Blame…Risk…Action…Win
When you see each of these words, describe what comes to mind
Blame:____________________________
__________________________________
 Risk:______________________________
__________________________________
 Action:_____________________________
_________________________________
 Win:______________________________
__________________________________

14
Blame, Risk, Action, Win…
By questioning and taking notes, find out what your associate
has come in to their mind for each of these words, first thoughts
Your associates view:
Blame_____________________________
 Risk______________________________
 Action_____________________________
 Win_______________________________

15
Purpose of Questioning
To identify the internal or external
customer’s problems or issues.
 Allows you to get control the
conversation, meeting or situation.
 Allows you to be able to gather
information, the other person will do
most of the talking.
 This should result in the 75%/25% rule

16
Criteria for Good Questioning







Be concise and clear
Be friendly, smile, ask easily answered questions
Require the person to think before responding
Require the person to compare new information to
existing situation
Focus on your result objectives, resolving issues
Avoid yes/no responses unless confirming a point
or verifying understanding
Avoid doubling questions into one.
17
Listening Rules

Once you ask a question:
 Be quiet and listen
 Ask the question only once
 When speaking to a group - ask the question to
everybody
 Do not think ahead while the other person is
speaking
 Take notes and acknowledge the person is
speaking
 In person, make eye contact and lean forward to
speaker, show genuine interest
 Don’t require the other person to go into a
sustained effort to be able to answer.
18
Effective Listening
Tolerate silence
 Ask stimulating, open-ended questions
 Encourage the speaker with eye contact,
good body language, verbal assurance
 Paraphrase speakers points
 Show emotion, be a sympathetic listener
 Correct for our own biases, prejudices
 Avoid interruptions, early judgment
 Summarize to assure your understanding

19
Listening Skills
Listening Myths & Misconceptions
Listening Is Easy
 Listening Is Passive
 The Spoken Message Carries The Meaning
Of The Words…
 Faking Attention Or Interest Fools Speakers
 Asking For Clarification Or Details Makes
Listener Seem Stupid Or Inattentive

20
Team Building
Methods for Managing Conflict:
Competition – Win/Lose
Accommodation – Lose/Win
Avoidance – Lose/Lose
Compromise – Win Lose
Collaboration – Win/Win
21
Team Building
Conditions for Successful Collaboration



Willingness to Resolve…all parties willing to
move forward, no hidden agendas, trust
Willingness to get to Root Problem…dealing
with the real problem and not a symptom
Willingness to Empathize…put own feelings
aside, accept and understand other point of
view, accept does not mean agree…
22
Team Building

AEIOU Model of Resolving Conflict
A – Assume other person(s) mean well
 E – Express your true feelings
 I – Identify what you would like to happen
 O – Outcome expectations
 U – Understanding mutually, agree,
measure

23
Team Building Summary

What did you get out of this session?
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________
24
What it Takes
Assess your leadership skills
25
What is Leadership?
R U 1?
Definitions of leadership
 Influence of leadership
 Cornerstones of leadership
 Myths about leadership


Rate your self in each category and apply
based on rarely to always, 1 to 5
respectively
26
Rate Your Leadership Score
Starting with questions 1, 6, 11…
 Add up the scores for the questions listed
in the above example and in the middle of
the page. Circle the appropriate total in
each column. Draw a line from circle to
circle and you will have a graph describing
the five characteristics.

27
Discuss Your Assessment
Questions Group-think – Plan the direction
 Resets Direction – Embrace cooperative
action
 Guides Cooperative Action – Motivate and
encourage others
 Walk the Talk – Walk the talk to lead teams
 Motivates Others – Prioritize and take action

28
Discuss Your Assessment
Gathering information Assessment
 Knowledge, skills and attitude
 Servant leadership

Questioning & Listening Assessment
 Would you like to improve some areas?

29
Assessment Summary

What will you work on?
The Top 3

__________________________________

__________________________________

__________________________________
30
Build And Motivate
Creating the winning teams
31
Build & Motivate…Steps
Plan the direction
 Embrace cooperative action
 Motivate and encourage others
 Determine specific values
 Walk the talk
 Prioritize
 Take action!
Expect to WIN

32
Plan the Direction
 Developing a vision – understanding and
leveraging recurring themes and values
 Selling the vision -- presenting a compelling
vision of a possible future

Enlisting others -- asking for help, showing
how they can make a difference

Defining the company message to customers
33
Embrace Cooperative Action
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Initiating Team Planning Meetings
Planning, setting team goals
Agree to cooperative expectations
Empowering followers
Encouraging initiative
Delegating authority
Coaching, monitoring
Tracking performance
Providing constructive feedback
Do it all over again…
34
Motivate & Encourage Others

Recognizing individual and
team contributions

Giving positive feedback

Celebrating accomplishments

Reinforcing teamwork

Rewards programs
35
Determine Specific Values
What are our…
Values with regard to customers
 Values with regard to employees
 Values with regard to profits
 Values with regard to growth
Describe____________________________
__________________________________
__________________________________
__________________________________

36
Walk the Talk

Involvement -- setting an example of
personal commitment

Aligning actions with values

Committing to quality outcomes

Helping solve problems

Being persistent
37
Prioritize
What is the goal – objective?
 What is required?
 What gives the greatest return?
 What brings the greatest reward?
[Business Reward]
[Personal Reward]

38
Take Action!
Win all the time!
Unity of Vision
Diversity of Skills
A Leader Dedicated to Victory
Raising Players to Their Potential
Keeping Score (in the Game)
Change for the Better
Keep it together…
39
The “Just Do It” Exercise
Pick a specific problem area or
department and determine the core issue.
Use the steps in the last segment to
resolve this issue.
 __________________________________
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________

40
Leadership in Action
41
As you rise in leadership,
responsibilities increase and
rights decrease.
“The Cost of Leadership”
42
Traditional Leadership
Model
Top
Manager
Department
Managers
Supervisors
Project Managers
Installation Technicians
Service Technicians
Customers/Clients
43
Servant Leadership Model
Customers/Clients
Instillation Technicians
Service Technicians
Supervisors
Project Managers
Department
Managers
Top
Manager
S ervant Leadership
Model
44
People Profile
3%
Winners
10%
Achievers
60%
Just Making It Through the Day
27%
Takers
45
27%
The goal of a 27 percenter is to get something
for nothing – takers in life!
Creates problems
Eats up your time
Tests your policies/processes
Brings adversarial attitude
Respects strength, firmness
Wants you to cater to them
Backbites
Synthetic self-image
Critical of others
Can’t admit mistakes
Can’t see other’s ideas
Doesn’t understand
Works poorly on teams
Defensive – tense
To quote a friend of mine, Barry Burnett:
“This is the negative, bottom-feeding, sink hole of an individual.”
46
60%
The goal of a 60 percenter is to make it through
life – usually one week at a time!
Acts/decides slowly
Resists change
Fears confrontation
Distrusts others
Needs reminders/reassurance
Requires detailed instructions
Requires proof of new ideas
“Lays in the weeds”
Poor self-image
Sensitive to criticism
Lacks confidence
Needs approval
Indecisive
Low energy & drive
Poor self-discipline
Undependable
“Get a life and stop wining, you can do it.”
47
10%
The goal of a 10 percenter is to achieve!
Participates in meetings,
Presentations
Asks questions
Straightforward & honest
Will agree to change or new ideas
if benefits are there
Wants to see value, progress
Good self-image
Tolerant of others
Accepts ideas from others
Understands others needs
Comfortable with people
High energy & drive
Works well on teams
“Lovin’ life, makin’ friends and gettin’ ‘er done.”
48
3%
The goal of a 3 percenter is to win!
Influential & respected
Clearly defined goals
Pursues goals diligently
Likes to take control
Commands high respect
Acts based on needs
Loves to work with confident
and committed people
Admits mistakes
Communicates well
Confident
Persuasive
Calm, relaxed
Less need for approval
Gives approval readily
Positive – Selfdisciplined
“Attracts the best in life…Gotta give some back.”
49
Law of the Inner Circle
5 types of people to bring into your inner circle:





People with potential value
People with positive value
People with personal value
People with production value
People with proven value
50
Summary of Leadership in Action

As a leader, what did you learn about
people and what will you apply to your
current work situation?
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________
51
Presentations
Leadership & Team Building
Presentations
52
Presentations for your use…
The PowerPoint provided in this class and
it’s individual components
 “EAI Leadership Retreat”
 “Team Building – Questioning and Listening”
 “Team Building – Why Service”
 “Strategic Business Planning”

53
Teams, Questioning &
Listening to Others
Communications Protocol
54
Communications Protocol
From “Clearing Communications Lines”, Steven R Covey
Perception and credibility problems
 Attitudes and behaviors necessary
 Words and relationships, understanding
 Objective and subjective, our world, theirs
 Communications skills and motivational
 Logic and emotion
 Sympathy and empathy

55
Perception and Credibility Problems
Definition of “personality conflicts”
 Communications breakdowns
 Thinking you see the world as “you” are
 Seeing the world and situations as they are
 Always right and refusing to listen
 Perception is the root and must be addressed

 What,
where, when why?
 Are there another set of shoes to wear?
 Are there another set of questions to ask?
56
Attitudes and behaviors necessary








Essential to clearing the lines of
communication
Assume good faith, do not question sincerity
Care enough about the relationship to listen
and commit to resolve
Be open to influence and change of actions
Listen to understand
Speak to be understood
Start from a common perspective
Move slowly and educate – eliminate
perception
57
Words and Relationships
Words mean something
 How about their perspective FIRST?
 “How Can I Help You With This?”
 Relationship IS critical to communication
 The one-to-one relationship, privacy
 Allow others to express themselves
 How will I respond with care?

58
Objective and Subjective
Our world and their world and somewhere in
between
 Your private subjective world, the world
“inside your pretty little head”
 The real world and the “alignment”
 Experience and learning can change minds
 A changed mind is a changed behavior
 A different role, responsibility and situation

59
Communication Skills vs.
Motivational Level
Just “the tip of the iceberg” understanding
 The visible the “illustrative”
 Getting way below the surface takes skill
 Defensive, protective, manipulating = losing
 Selfishness and predictability
 Empathetic listening – listen deeply and
genuinely as often as you can

60
Logic and Emotion
The content and intent of the situation and
the words
 Two different languages; ‘the touchy, feely
observation and the factual premise”
 Demonstrate a clear understanding of the
opposing position
 Articulate the commonality and then the
differences

61
Sympathy and Empathy



1.
2.
3.
4.
Courage, patience and inner security
Listen, listen and then listen some more
An attitude of empathy is “serving another”
Listen
Understand
Illustrate, demonstrate
Collaborate
62
Communications Summary

How will you address conflict, behavior,
mis-understanding or problems knowing
this information:
__________________________________
__________________________________
__________________________________
__________________________________
63
Empowering Teams
Organizational Structure
Operational Model
64
Organizational Structure

Yours…
65
Organizational Structure
Organizational Protocol
Owners - Leaders
Executive Team
Service
Mgr - VP
Sales-Marketing
Mgr
Field - Supervision
Dispatch
Service Sales
Field Techs
Service Sales
Marketing
Coordinator
General Manager
Location President
Construction
Mgr - VP
Project Sales
Board/Directors
D/B Engineering
VP - Mgr
Shop - Fabrication
Mgr
Field Supervision
Operations
Project Mgrs
Engineering
Controls?
FAbrication
Foreman
Field
Desingers
Techs
Shop
Other
Controls - Residential
66
Operational Model

Yours…
67
Operational Model
Teams - Meetings
Office
D/B
Service
Leaders
Sales
Field
Shop
68
Value Chain - Business Sectors
Commodity - Service - Value
Add Value - Market Maker
69
Your Evaluation, Characteristics
and the Ability to Listen
How do you think you should improve your
own ability to be “empowered”?
 Where do you need help to “empower
others”?
 What are you now looking for in the “Best
Few Candidates”?
 __________________________________
__________________________________
__________________________________

70
B2B Sales Excellence
Leadership Training
Recruiting & Hiring Great Employees
Goal Setting, Evaluation & Review
71
Agenda
Goal Setting Guidelines
 Recruiting Great Employees
 Hiring Great Employees
 Recommended Steps to Hiring
 Job Analysis & Job Descriptions
 Self Evaluation & Performance Review
 Strategic Business Planning Summary
 Next Steps….

72
Goal Setting Guidelines







What are goals?
Goals begin the process of change…
Short Term, Long Term, Life Goals
Personal, Professional & Absolutes
On page 2 and page 3 of the handout, list out
some goals and complete the goal requirements
to learn how to get started.
Why is this important for recruiting and hiring?
What kind of personality types, characteristics
are you looking for?
73
Recruiting Great Employees
Paul Sarvadi, Human Resources Expert Writings, ADministaff, pages 70, 71, 72, 73




Assess the current teams, formulate a plan to
create job descriptions
Develop a plan to “Market” your company in
terms of recruiting strategies
Know how you will test and evaluate the recruits
and allow for third party feedback and
contributions
Design a thorough, multiple interview process
using the strength of the teams you’ve built
74
Hiring Great Employees
Produce the job description based on the
assessment of the team and current
situation…where is help needed to increase
the gross profit dollars per man day?
 Screen applicants, test recruits and utilize a
formalized procedure for conducting the
interviews and making final decisions

75
Steps to Successful Hiring
Develop Accurate Job Descriptions
2. Compile a Success Profile (Ideal Recruit)
3. Draft Your Advertisement with a Message
4. Post the Advertisement with Many Mediums
5. Develop Your Initial Screening Questions
6. Evaluate the Resumes to Identify Best Few
7. Conduct the Phone Interview First
8. Select Candidates for Assessment and Evaluation
9. Test, Assess and Evaluate the Best Few
10. Schedule the Best Few Interviews
11. Formalize an Offer to the Candidate
12. Check Background, Potential Problems a Contingent
13. Get the Best Candidate on the Team
14. Welcome Formally to the Team
1.
76
Job Analysis (Success Profile)
In order to compile a “success profile” to
model the ideal candidate, we must begin
with the Job Analysis
 What Education, Experience, Knowledge
and Skills are required?…think team too
 What are the Goals and Objectives of the
Position and Responsibilities to Team?
 What can stand in the way of success for
this position and who is responsible?

77
Job Description
Indicate the Title and Primary Paragraph
Overview of the Position, Executive
Summary
 Salary, Benefits, Bonus, Expectations
 Reporting Protocol, Organizational
 Team Major and Minor Duties, Delegation
and the Operational Description
 Work Assignments Protocol and
Subordinates

78
Self Evaluation








Knowing Responsibilities
Understanding Expectations
Knowing Where to Make Improvements
Mission, Vision, Goals and Objectives
The Team Environment
The Organizational Structure
Benefits, Incentives and Training
Other?
79
Performance Reviews (Evaluation)
Interaction with the team
 SWOT Strengths, Weaknesses, Threats,
Opportunities to help the team
 Quality of work and overall performance
 Specific areas of improvement
 Who will help me to get there? How?
 When…Let’s track the progress

80
Strategic Business Planning
Review the slide program and note how to
coach teams through this process by
facilitating great meetings, with distinct
agendas and objectives.
 How?_____________________________
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________

81
The Next Steps…Your Action Plan










Team building and questioning, listening
Embrace Cooperative Action
Servant Leadership Model
Know People Profiles and Characteristics
Communications Protocol
Empowering Teams, Operational Models
Self Assessment and Evaluation
Recruiting the Best Few
Hiring the Best Few
Facilitating Strategic Planning
82
Your Action Plan:
__________________________________
__________________________________
 __________________________________
__________________________________
 __________________________________
__________________________________
 __________________________________
__________________________________

83