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

2. 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…

3. Please silence cell phones
Introductions
Please silence cell phones

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

5. Team Building Overview
Building Teams that make Value-Based Decisions

6. 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

7. 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?

8. 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?
____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________

9. 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

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

11. 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

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

13. 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”

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

15. 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_______________________________

16. 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.

17. 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

18. 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.

19. 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

20. 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

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

22. 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…

23. 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

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

25. Assess your leadership skills
What it Takes
Assess your leadership skills

26. 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

27. 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.

28. 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

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

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

31. Creating the winning teams
Build And Motivate
Creating the winning teams

32. 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

33. 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

34. 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…

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

36. 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__________________________________________________________________________________________________________________________________

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

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

39. 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…

40. 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.
____________________________________________________________________________________________________________________________________________________________________________________________________________

41. Leadership in Action

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

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

44. Servant Leadership Model

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

46. 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.”

47. 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.”

48. 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.”

49. 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.”

50. 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

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

52. Leadership & Team Building Presentations

53. 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”

54. Teams, Questioning & Listening to Others
Communications Protocol

55. 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

56. 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?

57. 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

58. 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?

59. 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

60. 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

61. 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

62. 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

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

64. Organizational Structure Operational Model
Empowering Teams
Organizational Structure
Operational Model

65. Organizational Structure
Yours…

66. Organizational Structure

67. Operational Model
Yours…

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

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

70. 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”?
______________________________________________________________________________________________________

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

72. 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….

73. 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?

74. 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

75. 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

76. 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

77. 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?

78. 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

79. 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?

80. 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

81. 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?_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

82. 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

83. Your Action Plan:
____________________________________________________________________