B2B Sales Excellence Management Mentoring Leadership Training Building Winning Teams “the art of empowering people”

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…

Please silence cell phones Introductions Please silence cell phones

Introductions Your name… Your Company Your Responsibilities What would you like to get out of this training?

Team Building Overview Building Teams that make Value-Based Decisions

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

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?

Leadership Behaviors + Skills Communication Planning Show Respect Time Management Sensitivity Delegation Lead by Example Administration High Expectations Analytical Skills Fairness Decision Making Consistency Risk Taking Recognition Manage Change Rewards Training List by importance, others? ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________

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

Team Building & Communications Knowledge of Roles Respect for Each Other Rapport, Genuine Concern Identify Problem…Offer Solutions Communications Questioning Listening Empathy

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

Team Building, Communications Communications, Communications and Communications… Written Verbal Non-Verbal Combination

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”

Blame…Risk…Action…Win When you see each of these words, describe what comes to mind Blame:______________________________________________________________ Risk:________________________________________________________________ Action:______________________________________________________________ Win:________________________________________________________________

Blame, Risk, Action, Win… Your associates view: 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_______________________________

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 You should ask your questions in a logical order like What is the scope of work? Before asking about “What price range are you considering?” The prospect talks 75% of the time while you listen.

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. Now that we have discussed the criteria on how to construct a probing question Let’s talk about what you do once you have asked the question

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. Most importantly be courteous and responsive to the prospect while speaking. Look and act like they are at the center of your concerns and attention.

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

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

Team Building Methods for Managing Conflict: Competition – Win/Lose Accommodation – Lose/Win Avoidance – Lose/Lose Compromise – Win Lose Collaboration – Win/Win

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…

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

Team Building Summary What did you get out of this session? ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Assess your leadership skills What it Takes Assess your leadership skills

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

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.

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

Discuss Your Assessment Gathering information Assessment Knowledge, skills and attitude Servant leadership Questioning & Listening Assessment Would you like to improve some areas?

Assessment Summary What will you work on? The Top 3 __________________________________

Creating the winning teams Build And Motivate Creating the winning teams

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

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

Embrace Cooperative Action 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…

Motivate & Encourage Others Recognizing individual and team contributions Giving positive feedback Celebrating accomplishments Reinforcing teamwork Rewards programs

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__________________________________________________________________________________________________________________________________  

Walk the Talk Involvement -- setting an example of personal commitment Aligning actions with values Committing to quality outcomes Helping solve problems Being persistent

Prioritize What is the goal – objective? What is required? What gives the greatest return? What brings the greatest reward? [Business Reward] [Personal Reward]

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…

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. ____________________________________________________________________________________________________________________________________________________________________________________________________________

Leadership in Action

“The Cost of Leadership” As you rise in leadership, responsibilities increase and rights decrease. “The Cost of Leadership”

Traditional Leadership Installation Technicians Model Top Manager Department Managers Supervisors Project Managers Information Support Installation Technicians Service Technicians Customers/Clients  

Servant Leadership Model

Just Making It Through the Day People Profile 3% Winners 10% Achievers 60% Just Making It Through the Day 27% Takers

27% The goal of a 27 percenter is to get something for nothing – takers in life! Creates problems Synthetic self-image Eats up your time Critical of others Tests your policies/processes Can’t admit mistakes Brings adversarial attitude Can’t see other’s ideas Respects strength, firmness Doesn’t understand Wants you to cater to them Works poorly on teams Backbites Defensive – tense To quote a friend of mine, Barry Burnett: “This is the negative, bottom-feeding, sink hole of an individual.”

60% The goal of a 60 percenter is to make it through life – usually one week at a time! Acts/decides slowly Poor self-image Resists change Sensitive to criticism Fears confrontation Lacks confidence Distrusts others Needs approval Needs reminders/reassurance Indecisive Requires detailed instructions Low energy & drive Requires proof of new ideas Poor self-discipline “Lays in the weeds” Undependable “Get a life and stop wining, you can do it.”

The goal of a 10 percenter is to achieve! 10% The goal of a 10 percenter is to achieve! Participates in meetings, Good self-image Presentations Tolerant of others Asks questions Accepts ideas from others Straightforward & honest Understands others needs Will agree to change or new ideas Comfortable with people if benefits are there High energy & drive Wants to see value, progress Works well on teams “Lovin’ life, makin’ friends and gettin’ ‘er done.”

The goal of a 3 percenter is to win! 3% The goal of a 3 percenter is to win! Influential & respected Admits mistakes Clearly defined goals Communicates well Pursues goals diligently Confident Likes to take control Persuasive Commands high respect Calm, relaxed Acts based on needs Less need for approval Loves to work with confident Gives approval readily and committed people Positive – Self- disciplined “Attracts the best in life…Gotta give some back.”

Law of the Inner Circle People with potential value 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

Summary of Leadership in Action As a leader, what did you learn about people and what will you apply to your current work situation? ____________________________________________________________________________________________________________________________________________________________________________________________________________

Leadership & Team Building Presentations

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”

Teams, Questioning & Listening to Others Communications Protocol

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

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?

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

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?

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

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

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

Sympathy and Empathy Courage, patience and inner security Listen, listen and then listen some more An attitude of empathy is “serving another” Listen Understand Illustrate, demonstrate Collaborate

Communications Summary How will you address conflict, behavior, mis-understanding or problems knowing this information: ________________________________________________________________________________________________________________________________________

Organizational Structure Operational Model Empowering Teams Organizational Structure Operational Model

Organizational Structure Yours…

Organizational Structure

Operational Model Yours…

Operational Model Teams - Meetings Office D/B Service Leaders Sales Field Shop

Value Chain - Business Sectors Commodity - Service - Value Add Value - Market Maker

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”? ______________________________________________________________________________________________________

B2B Sales Excellence Leadership Training Recruiting & Hiring Great Employees Goal Setting, Evaluation & Review

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….

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?

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

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

Steps to Successful Hiring Develop Accurate Job Descriptions Compile a Success Profile (Ideal Recruit) Draft Your Advertisement with a Message Post the Advertisement with Many Mediums Develop Your Initial Screening Questions Evaluate the Resumes to Identify Best Few Conduct the Phone Interview First Select Candidates for Assessment and Evaluation Test, Assess and Evaluate the Best Few Schedule the Best Few Interviews Formalize an Offer to the Candidate Check Background, Potential Problems a Contingent Get the Best Candidate on the Team Welcome Formally to the Team

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?

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

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?

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

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?_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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

Your Action Plan: ____________________________________________________________________