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B2B Sales Excellence Management Mentoring

Leadership Training

Building Winning Teams

“the art of empowering people”

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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…

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Introductions

Please silence cell phones

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Introductions Your name…

Your Company

Your Responsibilities

What would you like to get

out of this training?

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Team Building Overview

Building Teams that make Value-Based Decisions

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Team Building Overview

Drivers of sustainable business success Leadership behaviors and skills Do you have what it takes? Team Building and Communications

CommunicatingQuestioningListeningProblem Solving

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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?

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Leadership Behaviors + Skills

Behaviors SkillsCommunication PlanningShow Respect Time ManagementSensitivity DelegationLead by Example AdministrationHigh Expectations Analytical SkillsFairness Decision MakingConsistency Risk TakingRecognition Manage ChangeRewards Training

List by importance, others?

____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________

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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

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Team Building & Communications

Knowledge of Roles Respect for Each Other Rapport, Genuine Concern Identify Problem…Offer Solutions Communications

QuestioningListeningEmpathy

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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

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Team Building, Communications

Communications, Communications and Communications…

Written Verbal Non-Verbal Combination

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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”

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Blame…Risk…Action…Win

Blame:______________________________________________________________

Risk:________________________________________________________________

Action:______________________________________________________________

Win:________________________________________________________________

When you see each of these words, describe what comes to mind

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Blame, Risk, Action, Win…

Your associates view:

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

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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

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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.

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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.

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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

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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

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Team Building

Methods for Managing Conflict:

Competition – Win/Lose

Accommodation – Lose/Win

Avoidance – Lose/Lose

Compromise – Win Lose

Collaboration – Win/Win

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Team BuildingConditions 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…

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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

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Team Building Summary

What did you get out of this session?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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What it Takes

Assess your leadership skills

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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

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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.

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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

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Discuss Your Assessment

Gathering information Assessment Knowledge, skills and attitude Servant leadership

Questioning & Listening Assessment Would you like to improve some areas?

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Assessment Summary

What will you work on? The Top 3

__________________________________

__________________________________

__________________________________

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Build And Motivate

Creating the winning teams

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Build & Motivate…Steps

Plan the direction Embrace cooperative action Motivate and encourage others Determine specific values Walk the talk Prioritize Take action! Expect to WINExpect to WIN

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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

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Embrace Cooperative Action1. Initiating Team Planning Meetings2. Planning, setting team goals3. Agree to cooperative expectations4. Empowering followers5. Encouraging initiative6. Delegating authority7. Coaching, monitoring8. Tracking performance9. Providing constructive feedback10. Do it all over again…

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Motivate & Encourage Others Recognizing individual and

team contributions

Giving positive feedback

Celebrating accomplishments

Reinforcing teamwork

Rewards programs

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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__________________________________________________________________________________________________________________________________

 

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Walk the Talk

Involvement -- setting an example of personal commitment

Aligning actions with values

Committing to quality outcomes

Helping solve problems

Being persistent

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Prioritize

What is the goal – objective? What is required? What gives the greatest return? What brings the greatest reward?

[Business Reward][Personal Reward]

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Take Action! Win all the time!

Unity of VisionDiversity of SkillsA Leader Dedicated to Victory Raising Players to Their PotentialKeeping Score (in the Game)Change for the BetterKeep it together…

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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.

____________________________________________________________________________________________________________________________________________________________________________________________________________

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Leadership in Action

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As you rise in leadership, responsibilities increase

and rights decrease.

“The Cost of Leadership”

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Traditional LeadershipModel

Customers/Clients

Top

Manager

Department

Managers

Supervisors

Project Managers

Installation Technicians

Service Technicians

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Servant Leadership Model

Customers/Clients

Servant LeadershipModel

Instillation TechniciansService Technicians

SupervisorsProject Managers

Department Managers

Top Manager

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People Profile

3%

Winners

10%

Achievers

60%

Just Making It Through the Day

27%

Takers

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27%

The goal of a 27 percenter is to get something for nothing – takers in life!

Creates problems Synthetic self-imageEats up your time Critical of othersTests your policies/processes Can’t admit mistakesBrings adversarial attitude Can’t see other’s ideasRespects strength, firmness Doesn’t understandWants you to cater to them Works poorly on teamsBackbites Defensive – tense

To quote a friend of mine, Barry Burnett:

“This is the negative, bottom-feeding, sink hole of an individual.”

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60%

The goal of a 60 percenter is to make it through life – usually one week at a time!

Acts/decides slowly Poor self-imageResists change Sensitive to criticismFears confrontation Lacks confidenceDistrusts others Needs approvalNeeds reminders/reassurance IndecisiveRequires detailed instructions Low energy & driveRequires proof of new ideas Poor self-discipline“Lays in the weeds” Undependable

“Get a life and stop wining, you can do it.”

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10%

The goal of a 10 percenter is to achieve!

Participates in meetings, Good self-imagePresentations Tolerant of othersAsks questions Accepts ideas from othersStraightforward & honest Understands others needsWill agree to change or new ideas Comfortable with people

if benefits are there High energy & driveWants to see value, progress Works well on teams

“Lovin’ life, makin’ friends and gettin’ ‘er done.”

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3%

The goal of a 3 percenter is to win!

Influential & respected Admits mistakesClearly defined goals Communicates wellPursues goals diligently ConfidentLikes to take control PersuasiveCommands high respect Calm, relaxedActs based on needs Less need for approvalLoves to work with confident Gives approval readily

and committed people Positive – Self-disciplined

“Attracts the best in life…Gotta give some back.”

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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

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Summary of Leadership in Action As a leader, what did you learn about

people and what will you apply to your current work situation?

____________________________________________________________________________________________________________________________________________________________________________________________________________

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Presentations

Leadership & Team Building

Presentations

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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”

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Teams, Questioning & Listening to Others

Communications Protocol

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Communications ProtocolFrom “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

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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?

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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

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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?

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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

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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

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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

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Sympathy and Empathy

Courage, patience and inner security Listen, listen and then listen some more An attitude of empathy is “serving another”

1. Listen2. Understand3. Illustrate, demonstrate4. Collaborate

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Communications Summary

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

________________________________________________________________________________________________________________________________________

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Empowering Teams

Organizational Structure

Operational Model

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Organizational Structure

Yours…

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Organizational StructureO rg an iza tion a l P ro toco l

E xecu tive Team

F ie ld Tech s

F ie ld - S u p ervis ionD isp a tch

S erviceM g r - V P

S ervice S a les

S ervice S a les M arke tin gC oord in a to r

P ro jec t S a les

S a les -M arke tin gM g r

F ie ld

F ie ld S u p ervis ionO p era tion s

C on s tru c tionM g r - V P

D es in g ers

P ro jec t M g rsE n g in eerin g

Tech s

C on tro ls?

D /B E n g in eerin gV P - M g r

S h op

F A b rica tionF orem an

S h op - F ab rica tionM g r

O th erC on tro ls - R es id en tia l

G en era l M an ag erL oca tion P res id en t

B oard /D irec to rs

O w n ers - L ead ers

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Operational Model

Yours…

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Operational Model

D/B Service

Office

Sales Field

Leaders

Teams - Meetings

Shop

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Commodity - Service - Value Add Value - Market Maker

Value Chain - Business Sectors

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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”? __________________________________

____________________________________________________________________

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B2B Sales Excellence

Leadership TrainingRecruiting & Hiring Great EmployeesGoal Setting, Evaluation & Review

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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….

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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?

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Recruiting Great EmployeesPaul 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

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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

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Steps to Successful Hiring1. Develop Accurate Job Descriptions2. Compile a Success Profile (Ideal Recruit)3. Draft Your Advertisement with a Message4. Post the Advertisement with Many Mediums5. Develop Your Initial Screening Questions6. Evaluate the Resumes to Identify Best Few7. Conduct the Phone Interview First8. Select Candidates for Assessment and Evaluation9. Test, Assess and Evaluate the Best Few10.Schedule the Best Few Interviews11.Formalize an Offer to the Candidate12.Check Background, Potential Problems a Contingent13.Get the Best Candidate on the Team14.Welcome Formally to the Team

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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?

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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

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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?

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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

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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?_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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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

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Your Action Plan:

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

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