GOLDCORE Business Concepts LLC
Helping Transform Your Business for High Performance Results
DEVELOPMENT PROGRAMS
Employees are intelligent and resourceful people who can think, learn, and therefore, continually improve their value and ability to contribute to the organization. Look around, read the literature, and a theme you will discover is that the best and fastest growing companies within an industry invest in their employees by providing them with training to become a knowledgeable and committed workforce.
Training is not simply another perk or reward for above-par job performance. It is an absolute necessity that pays for itself many times over in improved performance and business results.
GoldCore Business Concepts, using 360 Workshops, creates awareness of issues and can start the process of change, but sometimes it takes more than just awareness to fix the problem. That's why GoldCore Business Concepts & 360 Solutions offers the most advanced and up-to-date training programs on the market today!
These programs are specifically geared to teach these techniques in a highly interactive and experiential environment — a methodology proven to work. From an instructional standpoint, our programs include presentation, practice and application methods. We provide the structure; you provide the content. We provide proven methodologies for producing results. We work with you to tailor the practice and application sections to your products and markets so you can easily turn classroom learning into workplace results. You determine the level of customization necessary for your needs and expectations.
Listed here are some of our most popular programs and courses. To give you a better idea of the depth of the GoldCore/360 Solutions programs, we have provided a detailed outline for a few of the programs listed. Click on a highlighted program to view the detailed outline.
The COMPASS Program: A Management Development Program
Time Management: Managing Your Time Effectively
Positive Impact:
Examine a set of behaviors that are beneficial at all levels of an organization.
Emotional Intelligence
Learn a set of principles and personal management skills that will change how you view your life.
Diversity
Learn the power of valuing individual differences in the workplace and learn to manage those differences.
Principles of Partnership Selling: Mastering the Sales Process
Core Skills:
Building a Strong Foundation
The High Performance Programs:
--Principles of High Performance
--Skills for High Performance Teamwork
--The Trust Factor
--Developing High Performance Team
--Emotional Intelligence
--Assessing Your Organization for High Performance
--Developing a High Performance Strategy
Other programs offered:
High Payoff Hiring
Customer Service
Change Management
Conflict Management
Speaking for a Lasting Impression
Effective Supervisory Skills
The COMPASS Program: A Management Development Program
Time Management: Managing Your Time Effectively
Positive Impact:
Examine a set of behaviors that are beneficial at all levels of an organization.
Emotional Intelligence
Learn a set of principles and personal management skills that will change how you view your life.
Diversity
Learn the power of valuing individual differences in the workplace and learn to manage those differences.
Principles of Partnership Selling: Mastering the Sales Process
Core Skills:
Building a Strong Foundation
The High Performance Programs:
--Principles of High Performance
--Skills for High Performance Teamwork
--The Trust Factor
--Developing High Performance Team
--Emotional Intelligence
--Assessing Your Organization for High Performance
--Developing a High Performance Strategy
Other programs offered:
High Payoff Hiring
Customer Service
Change Management
Conflict Management
Speaking for a Lasting Impression
Effective Supervisory Skills
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Managing Your Time
Effective time management is essential to personal and business success. When people take the time to plan and prioritize, they can increase their productivity and sense of personal satisfaction. We've all heard that "Time is Money", and employees who manage time effectively contribute positively to their organization's bottom lines. This program is designed to help anyone who needs to develop time management skills.
Module 1: Managing your Time is designed for any level of employee in your organization. Module 2: Leading Others for Effective Time Management is focused on providing leadership direction for supervisory level personnel and above.
Module 1: Managing Your Time
Part 1 -Defining Time Management
-Define a personal meaning of time.
-Identify the benefits of time management.
-Identify how effectie time management can increase productivity and lower stress.
-Assess time management skills.
Part 2 -Prioritizing Time Use
-Identify the purpose of planning.
-Create a priorities chart.
-Distinguish between important and urgent.
-Identify the causes of procrastination.
-Identify time wasters and ways to overcome them.
Part 3 -Adopting a Time Management Approach
-Explain how time management is a way of thinking.
-Identify values and roles.
-Identify the value of goal setting.
-Use a tool to "remap" yesterday.
-Identify time management tools.
Part 4 -Enhancing Your Time Management Skills
-Write an Action Plan for improving time management skills.
-Complete a Performance Plan for using the nowledge and skills you developed in this odule to assist with professional growth and development.
Module 2: Leading Others for Effective Time Management
Module Purpose This module is designed to help supervisors and managers understand the importance of effective time management leadership skills to personal and professional success. As the world moves at a faster pace, it's essential that an organization's employees not only get things done faster, but that they also get the right things done in a timely manner. This module will cover skills that enable supervisors and managers to manage their leadership time and help their employees manage their more effectively.
Part 1 - Time-Wise Leadership
-Explain the concept of time-wise leadership.
-Explain the value of planning for leadership.
-Identify time wasters and how to avoid them.
-Complete future leadership time-planning exercise.
Part 2 - Managing Your Leadership Time
-Discuss ways to identify problems and make effective decisions.
-Identify why and when to delegate.
-Identify ways to manage interruptions.
-Identify ways to plan for effective meetings.
-Identify time management tools.
Part 3 - Time-Saving Communication Tips
-Identify time-saving guidelines for clear, concise writing.
-Identify time-saving organizational communication tools.
-Practive helping others manage their time.
Part 4 - Enhancing Your Time Management Leadership Skills
-Write a personalized Action Plan.
-Complete a Performance Plan for using the knowledge and skills you developed in this module to assist with professional growth and development.
Back
Managing Your Time
Effective time management is essential to personal and business success. When people take the time to plan and prioritize, they can increase their productivity and sense of personal satisfaction. We've all heard that "Time is Money", and employees who manage time effectively contribute positively to their organization's bottom lines. This program is designed to help anyone who needs to develop time management skills.
Module 1: Managing your Time is designed for any level of employee in your organization. Module 2: Leading Others for Effective Time Management is focused on providing leadership direction for supervisory level personnel and above.
Module 1: Managing Your Time
Part 1 -Defining Time Management
-Define a personal meaning of time.
-Identify the benefits of time management.
-Identify how effectie time management can increase productivity and lower stress.
-Assess time management skills.
Part 2 -Prioritizing Time Use
-Identify the purpose of planning.
-Create a priorities chart.
-Distinguish between important and urgent.
-Identify the causes of procrastination.
-Identify time wasters and ways to overcome them.
Part 3 -Adopting a Time Management Approach
-Explain how time management is a way of thinking.
-Identify values and roles.
-Identify the value of goal setting.
-Use a tool to "remap" yesterday.
-Identify time management tools.
Part 4 -Enhancing Your Time Management Skills
-Write an Action Plan for improving time management skills.
-Complete a Performance Plan for using the nowledge and skills you developed in this odule to assist with professional growth and development.
Module 2: Leading Others for Effective Time Management
Module Purpose This module is designed to help supervisors and managers understand the importance of effective time management leadership skills to personal and professional success. As the world moves at a faster pace, it's essential that an organization's employees not only get things done faster, but that they also get the right things done in a timely manner. This module will cover skills that enable supervisors and managers to manage their leadership time and help their employees manage their more effectively.
Part 1 - Time-Wise Leadership
-Explain the concept of time-wise leadership.
-Explain the value of planning for leadership.
-Identify time wasters and how to avoid them.
-Complete future leadership time-planning exercise.
Part 2 - Managing Your Leadership Time
-Discuss ways to identify problems and make effective decisions.
-Identify why and when to delegate.
-Identify ways to manage interruptions.
-Identify ways to plan for effective meetings.
-Identify time management tools.
Part 3 - Time-Saving Communication Tips
-Identify time-saving guidelines for clear, concise writing.
-Identify time-saving organizational communication tools.
-Practive helping others manage their time.
Part 4 - Enhancing Your Time Management Leadership Skills
-Write a personalized Action Plan.
-Complete a Performance Plan for using the knowledge and skills you developed in this module to assist with professional growth and development.
Back
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POSITIVE IMPACT
Overview Program Objectives:
• Learn to communicate openly and directly
• Work smarter, harder, faster, and better
• Demonstrate “value added”
• Look for leadership opportunities
• Embrace and initiate change
• Have a positive impact on their company, customers, and colleagues
• Take charge of their personal life
Module 1: Attitude
• Discover how your attitude, behavior, and job performance are related
• Treat customers and coworkers respectfully and professionally
• Prevent negative feelings from affecting your performance and actions at work
Module 2: Personal Accountability
• Learn how your specific job is directly linked to the financial stability, success, and growth of your organization
• Document your results and cultivate advocates and allies
• Let the appropriate people know of your accomplishments
Module 3: Balance
• Discover how the quality of your personal life has a direct impact on the quality and success of your professional life
• Have a stable personal life that allows you to direct your attention and energy toward your work , customers, and teammates
Module 4: Change
• Accept and adapt to organizational and life changes with professionalism, determination, and optimism
• Accept your role in initiating change when appropriate
• See yourself as a change agent for your team
Module 5: Productivity
• Focus on working diligently despite anything else that is going on in your life
• Reinforce the concept that using time wisely and maintaining balance between work and home/leisure will make you a healthier, more consistently productive employee
Module 6: Communication
• Use effective communication techniques for the success of your organization
• Be open, honest, and assertive with customers, coworkers, and management about their needs, feelings, preferences, and ideas
Module 7: Leadership Opportunities
• Assume a leadership role in your organization, regardless of job title
• Be a problem solver and take charge when necessary and appropriate
• Have a proactive attitude that adds value to interactions with customers, coworkers, and your employer
Back
POSITIVE IMPACT
Overview Program Objectives:
• Learn to communicate openly and directly
• Work smarter, harder, faster, and better
• Demonstrate “value added”
• Look for leadership opportunities
• Embrace and initiate change
• Have a positive impact on their company, customers, and colleagues
• Take charge of their personal life
Module 1: Attitude
• Discover how your attitude, behavior, and job performance are related
• Treat customers and coworkers respectfully and professionally
• Prevent negative feelings from affecting your performance and actions at work
Module 2: Personal Accountability
• Learn how your specific job is directly linked to the financial stability, success, and growth of your organization
• Document your results and cultivate advocates and allies
• Let the appropriate people know of your accomplishments
Module 3: Balance
• Discover how the quality of your personal life has a direct impact on the quality and success of your professional life
• Have a stable personal life that allows you to direct your attention and energy toward your work , customers, and teammates
Module 4: Change
• Accept and adapt to organizational and life changes with professionalism, determination, and optimism
• Accept your role in initiating change when appropriate
• See yourself as a change agent for your team
Module 5: Productivity
• Focus on working diligently despite anything else that is going on in your life
• Reinforce the concept that using time wisely and maintaining balance between work and home/leisure will make you a healthier, more consistently productive employee
Module 6: Communication
• Use effective communication techniques for the success of your organization
• Be open, honest, and assertive with customers, coworkers, and management about their needs, feelings, preferences, and ideas
Module 7: Leadership Opportunities
• Assume a leadership role in your organization, regardless of job title
• Be a problem solver and take charge when necessary and appropriate
• Have a proactive attitude that adds value to interactions with customers, coworkers, and your employer
Back
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Core Skills: Building a Strong Foundation for Todays Professionals
Program objective
To help sales and other professionals and their managers increase productivity and improve interactions through specific goal-setting, time leveraging, communication, negotiation, teamwork, and leadership skills. Program graduates are able to:
• Set complete and measurable goals.
• Develop strategic plans for both sales and personal goals.
• Leverage time in accordance with those goals.
• Communicate to persuade.
• Use leadership skills and team effort to bring goals to fruition.
• Achieve higher quality, optimum performance, and consistent results.
Start mastering the “core skills.”
Module I: Goal-Setting and Planning
• Identify the difference between dreams and well-stated goals.
• Strategically plan and tactically execute goal processes.
• Develop a sales strategy based on where you are and where you want to be.
• Create specific goals, stating them in measurable, action-oriented terms.
• Develop a sales funnel to track goals, identify areas for improvement, determine daily activities and produce results.
• State specific goals for individual customers.
• Identify personal motivation for your own goal achievement.
Module 2: Leveraging Time
• Identify time wasters and deal with them.
• Allocate time for your strategic goals.
• Focus time toward goal achievement.
• Plan activities based on peak productivity periods.
• Prioritize your customers using the Account Gradation System.
• Apply Account Gradation to increase productivity, using business planning and account clustering.
Module 3: Communication
• Identify the goals of communication.
• Identify the difference between active and passive listening.
• Utilize active listening to more effectively understand buyer needs.
• Use a variety of questioning techniques to uncover, clarify, and understand buyer needs, wants, and goals.
• Control the direction of communication with questions.
• Understand others and have them understand you.
Module 4: Negotiation
• Describe how negotiation impacts sales results.
• Describe and demonstrate the link between negotiation and communication, goal-setting, time management, teamwork, and the sales process.
• Enhance negotiation results by using core skills.
• Prepare the three-tiered goal analysis for negotiable issues.
• Develop negotiation strategies based on opportunity and buying behavior.
• Identify and apply bargaining techniques.
Module 5: Teamwork
• Identify how teamwork relates to other sales skills.
• Integrate the core skills into effective sales team operations.
• Identify the key characteristics of successful sales teams.
• Identify which individuals and functions are potentially part of your sales teams for different selling situations.
• Identify sources of resistance and strategize ways to strengthen key relationships to improve teamwork.
• Describe the characteristics of an effective team leader.
Top/Home
Core Skills: Building a Strong Foundation for Todays Professionals
Program objective
To help sales and other professionals and their managers increase productivity and improve interactions through specific goal-setting, time leveraging, communication, negotiation, teamwork, and leadership skills. Program graduates are able to:
• Set complete and measurable goals.
• Develop strategic plans for both sales and personal goals.
• Leverage time in accordance with those goals.
• Communicate to persuade.
• Use leadership skills and team effort to bring goals to fruition.
• Achieve higher quality, optimum performance, and consistent results.
Start mastering the “core skills.”
Module I: Goal-Setting and Planning
• Identify the difference between dreams and well-stated goals.
• Strategically plan and tactically execute goal processes.
• Develop a sales strategy based on where you are and where you want to be.
• Create specific goals, stating them in measurable, action-oriented terms.
• Develop a sales funnel to track goals, identify areas for improvement, determine daily activities and produce results.
• State specific goals for individual customers.
• Identify personal motivation for your own goal achievement.
Module 2: Leveraging Time
• Identify time wasters and deal with them.
• Allocate time for your strategic goals.
• Focus time toward goal achievement.
• Plan activities based on peak productivity periods.
• Prioritize your customers using the Account Gradation System.
• Apply Account Gradation to increase productivity, using business planning and account clustering.
Module 3: Communication
• Identify the goals of communication.
• Identify the difference between active and passive listening.
• Utilize active listening to more effectively understand buyer needs.
• Use a variety of questioning techniques to uncover, clarify, and understand buyer needs, wants, and goals.
• Control the direction of communication with questions.
• Understand others and have them understand you.
Module 4: Negotiation
• Describe how negotiation impacts sales results.
• Describe and demonstrate the link between negotiation and communication, goal-setting, time management, teamwork, and the sales process.
• Enhance negotiation results by using core skills.
• Prepare the three-tiered goal analysis for negotiable issues.
• Develop negotiation strategies based on opportunity and buying behavior.
• Identify and apply bargaining techniques.
Module 5: Teamwork
• Identify how teamwork relates to other sales skills.
• Integrate the core skills into effective sales team operations.
• Identify the key characteristics of successful sales teams.
• Identify which individuals and functions are potentially part of your sales teams for different selling situations.
• Identify sources of resistance and strategize ways to strengthen key relationships to improve teamwork.
• Describe the characteristics of an effective team leader.
Top/Home
***********************
PRINCIPLES OF PARTNERSHIP SELLING: Mastering the Sales Process
Products Don’t Sell, People Do!
You probably have heard the comment: “This products sells itself!” While there are definitely fantastic products of every kind out there, we believe that in reality Products Don’t Sell, People Do! A quality product and product training are essential to your success but only in part. Strategic and tactical sales techniques are the vital tools that give you the edge in your market.
Program objective
Our primary objective is to equip you with real and practical skills to make your career more productive and more rewarding. Our programs become YOUR programs. We provide sales expertise; you enrich the program with your specific product and market expertise.
Program graduates are able to:
• Understand characteristics of top sales people.
• Know the difference between a peddler and a partner.
• Learn to ask questions that lead you to YES!
• Write proposals that lead to closed sales.
• Set specific, achievable, trackable, sales goals that impact both personal and professional success.
• Relate long-term goals and objectives to short-term business planning.
• Build strong partnerships with clients to create customers rather that just close sales.
• Profile client needs and match benefits specifically to meet those needs.
• Develop effective presentations that address client concerns rather than conduct “product dumps.”
• Handle objections with ease and use them as opportunities to close the sale.
• Service and maintain client relationships to generate repeat business and referrals.
Principles of Partnership Selling: Mastering the Sales Process
Module 1:Partnering
• Distinguish between peddler and partnership approaches.
• Define benefits for partnering.
• Apply skills and tools to facilitate long-term partnerships.
• Provide value over and above product.
• See the sales process from the customer’s point of view.
• Identify four personality styles and how to work best with each.
• Identify five buyer roles.
• Create rapport with customers through “mirroring” techniques.
Module 2: Value Profiling
• Understand why customers buy and what customers value.
• Develop questions for your value profile to address the needs and values of customers.
• Apply the value profile to match your own products and services to customer-defined value.
• Develop and “up-front close” to ensure that both your time and your customer’s time is well spent.
• Focus your presentation to say, “Here’s what you said you wanted.”
Module 3: Developing Benefits
• Know the difference between facts, features, benefits, and “partners benefits”.
• Tailor benefits to specific customers.
• Identify benefits for your own products or services.
• Use a formula for developing and presenting benefits.
• Present a product in terms of benefits that answer the buyer question, “What’s in it for me?”
Module 4: Presenting Solutions
• Construct partnership presentations that involve your customers.
• Identify and evaluate the elements of an effective presentation.
• Plan for the logistics of a presentation.
• Conduct a presentation with appropriate benefit statements to meet the prospect’s needs.
• Understand obtaining and using proofs and other materials to back up your presentation.
• Design and practice the presentation using literature, visual aids, and support material.
• Make a confident and persuasive presentation that will close the sale.
Module 5: Handling Objections
• Recognizing objections by type.
• Determine which objections are productive to answer and which are not.
• Form appropriate responses to objections using a four-step procedure.
• Handle objections positively.
• Be confident in handling objections.
• Use objections to move the sale along.
Module 6: Closing
• Understand what closing is and what it is not.
• Gauge how well you have carried out the whole process by your customer’s readiness to close.
• Recognize when the customer is ready to make a decision.
• Use trial closes to define closing opportunities.
• Develop closing objectives that meet both the needs of your customer and your need to make the sale.
• Develop a variety of approaches that facilitate customer decisions.
Module 7: Putting it All Together
• Apply the core skills that you have been learning throughout the program.
• Practice your own Action Plan for your CSO through role playing.
• Act as a key decision-maker for one of your task force member’s role-play.
• Work in a team to aid, observe, and critique.
Back
PRINCIPLES OF PARTNERSHIP SELLING: Mastering the Sales Process
Products Don’t Sell, People Do!
You probably have heard the comment: “This products sells itself!” While there are definitely fantastic products of every kind out there, we believe that in reality Products Don’t Sell, People Do! A quality product and product training are essential to your success but only in part. Strategic and tactical sales techniques are the vital tools that give you the edge in your market.
Program objective
Our primary objective is to equip you with real and practical skills to make your career more productive and more rewarding. Our programs become YOUR programs. We provide sales expertise; you enrich the program with your specific product and market expertise.
Program graduates are able to:
• Understand characteristics of top sales people.
• Know the difference between a peddler and a partner.
• Learn to ask questions that lead you to YES!
• Write proposals that lead to closed sales.
• Set specific, achievable, trackable, sales goals that impact both personal and professional success.
• Relate long-term goals and objectives to short-term business planning.
• Build strong partnerships with clients to create customers rather that just close sales.
• Profile client needs and match benefits specifically to meet those needs.
• Develop effective presentations that address client concerns rather than conduct “product dumps.”
• Handle objections with ease and use them as opportunities to close the sale.
• Service and maintain client relationships to generate repeat business and referrals.
Principles of Partnership Selling: Mastering the Sales Process
Module 1:Partnering
• Distinguish between peddler and partnership approaches.
• Define benefits for partnering.
• Apply skills and tools to facilitate long-term partnerships.
• Provide value over and above product.
• See the sales process from the customer’s point of view.
• Identify four personality styles and how to work best with each.
• Identify five buyer roles.
• Create rapport with customers through “mirroring” techniques.
Module 2: Value Profiling
• Understand why customers buy and what customers value.
• Develop questions for your value profile to address the needs and values of customers.
• Apply the value profile to match your own products and services to customer-defined value.
• Develop and “up-front close” to ensure that both your time and your customer’s time is well spent.
• Focus your presentation to say, “Here’s what you said you wanted.”
Module 3: Developing Benefits
• Know the difference between facts, features, benefits, and “partners benefits”.
• Tailor benefits to specific customers.
• Identify benefits for your own products or services.
• Use a formula for developing and presenting benefits.
• Present a product in terms of benefits that answer the buyer question, “What’s in it for me?”
Module 4: Presenting Solutions
• Construct partnership presentations that involve your customers.
• Identify and evaluate the elements of an effective presentation.
• Plan for the logistics of a presentation.
• Conduct a presentation with appropriate benefit statements to meet the prospect’s needs.
• Understand obtaining and using proofs and other materials to back up your presentation.
• Design and practice the presentation using literature, visual aids, and support material.
• Make a confident and persuasive presentation that will close the sale.
Module 5: Handling Objections
• Recognizing objections by type.
• Determine which objections are productive to answer and which are not.
• Form appropriate responses to objections using a four-step procedure.
• Handle objections positively.
• Be confident in handling objections.
• Use objections to move the sale along.
Module 6: Closing
• Understand what closing is and what it is not.
• Gauge how well you have carried out the whole process by your customer’s readiness to close.
• Recognize when the customer is ready to make a decision.
• Use trial closes to define closing opportunities.
• Develop closing objectives that meet both the needs of your customer and your need to make the sale.
• Develop a variety of approaches that facilitate customer decisions.
Module 7: Putting it All Together
• Apply the core skills that you have been learning throughout the program.
• Practice your own Action Plan for your CSO through role playing.
• Act as a key decision-maker for one of your task force member’s role-play.
• Work in a team to aid, observe, and critique.
Back
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EMPOWERING PERFORMANCE: A Sales Manager's Guide to Success
Program Objectives:
This program teaches sales managers how to create and drive a sales force to achieve remarkable results. Through interaction and skill practice participants will learn how to hire, retain, motivate, develop, and lead a team to achieve the results needed. It provides sales managers with the skills necessary to effectively lead a sales team and to identify the key characteristics that wil lead to success.
MODULE 1: Learning to Lead Your Sales Team
-Recognize qualities of successful salespeople.
-Define your role as a sales manager.
-Understand the qualities of top sales managers.
-Create a common vision for your sales team.
-Execute your plans to accomplish goals.
MODULE 2: Building Your Sales Team
-Identify your hiring needs.
-Assess your company's reputation.
-Discuss where to recruit salespeople.
-Determine how to recruit.
-Develop a system to manage your leads.
MODULE 3: Developing Essential Sales Management Skills
-Facilitate effective sales meetings.
-Understand how your employees learn best.
-Define your responsibilities as a coach.
-Recognize challenges coaches face.
-Increase performance through individual development plans.
MODULE 4: Achieving Results as a Sales Manager
-Understand the three basic communications styles.
-Deliver two types of feedback.
-Identify guidelines for deliverig effective feedback.
-Recognize the importance of positive and constructive feedback.
MODULE 5: Leading Your Sales Team with Momentum
-Develop S.M.A.R.T. goals.
-Determine what motivates your employees.
-Analyze differences between logical and emotional benefits.
-Discuss techiques that motivate.
-Identify frustrations as a sales manager.
-Accept responsibility for your development.
Back
EMPOWERING PERFORMANCE: A Sales Manager's Guide to Success
Program Objectives:
This program teaches sales managers how to create and drive a sales force to achieve remarkable results. Through interaction and skill practice participants will learn how to hire, retain, motivate, develop, and lead a team to achieve the results needed. It provides sales managers with the skills necessary to effectively lead a sales team and to identify the key characteristics that wil lead to success.
MODULE 1: Learning to Lead Your Sales Team
-Recognize qualities of successful salespeople.
-Define your role as a sales manager.
-Understand the qualities of top sales managers.
-Create a common vision for your sales team.
-Execute your plans to accomplish goals.
MODULE 2: Building Your Sales Team
-Identify your hiring needs.
-Assess your company's reputation.
-Discuss where to recruit salespeople.
-Determine how to recruit.
-Develop a system to manage your leads.
MODULE 3: Developing Essential Sales Management Skills
-Facilitate effective sales meetings.
-Understand how your employees learn best.
-Define your responsibilities as a coach.
-Recognize challenges coaches face.
-Increase performance through individual development plans.
MODULE 4: Achieving Results as a Sales Manager
-Understand the three basic communications styles.
-Deliver two types of feedback.
-Identify guidelines for deliverig effective feedback.
-Recognize the importance of positive and constructive feedback.
MODULE 5: Leading Your Sales Team with Momentum
-Develop S.M.A.R.T. goals.
-Determine what motivates your employees.
-Analyze differences between logical and emotional benefits.
-Discuss techiques that motivate.
-Identify frustrations as a sales manager.
-Accept responsibility for your development.
Back
Ineffective Management
Scenario 1:
You started your own business because you have a technical skill you could offer, had an idea for a product or service, or bought into a franchise. You may or may not have had some business experience but you have never had to manage people or if you did , you never had any management training. Now you feel as if you know your product, service, or business but are struggling to with the people side.
Scenario 2:
You have, or are running, a prosperous small to medium size business with a number of employees. You have a need or desire to move some of your people into management positions (vs hiring from the outside). Those people know the product or service or have been there a while or are great sales people or whatever you consider their qualification for a management position. The problem, though, is that they lack the experience and skills needed to successfully manage people.
Possible Solution A:
After a review of your particular circumstances it was determined that the core problem was a lack of general management training and skills. So the decision was made to have the appropriate people attend the Career Builder Series. This series consists of 12 half day modules, each one focusing in on a core skill needed to be an effective manager. (Note that every manager or potential manager may not need all 12 modules.)
Possible Solution B:
The core challenge uncovered was having someone who was a great salesperson moved into a Sales Management position. While that person has terric"technical" sales skill they have never had to take on the role of managing a sales force. In this case we decided that a program, Empowering Performance: A Sales Manager's Guide to Success would be the best training.
Home
Poor Attitude
Scenario 1:
You have a small business with hourly employees. Because there are a limited number of people, each of their positions covers a large percentage of work that needs to be done. You need employees who take full ownership of their job and you want people who do their job "as if they were the owner of the business".
Scenario 2:
Things seem like they should be going great. You have the right amount of space, equipment, and staff but you just aren't growing or moving ahead the way you would like to be. As you walk around the office or plant or talk to your managers you get the impression that people seem to be making a lot of personal phone calls, you have a number of people who bring all their problems from home into the office and are distracting to those around them, there are those who are always complaining about the amount of work or who are always late or out a lot, some people just don't seem to accomplish much.
Possible Solution A:
During our conversations we came to the conclusion that there were "two sides to the coin". As the employer and/or business owner, you want your employees to take their jobs as seriously as you take yours and on the other side, the employees want to feel as if they are appreciated and their contribution is valued. In this case it was decided to have the employees work through 2 sessions, "Attitude: Have a Positive Impact on Your Company, Customers, and Colleagues" and "Personal Accountability", both part of a program called Positive Impact. (Written by and based on a book by Connie Podesta, "How to Be the Person Successful Companies Fight to Keep".) and for the you (owner and/or employer) to start with "Empowering Employees: A Guide for Success" from the Career Builder series.
Possible Solution B:
Again, there was a recognition that there were two sides to the story. We developed a plan where the employees would participate in the following modules from the Positive Impact series: "Attitude and Personal Accountability", as a combined session; "Balance" (or How to take charge of your personal life so it doesn't impact your work performance); and "Productivity:Work Smarter, Harder, Faster, and Better". You, as the owner/employer, needed to better communicate your expectations of acceptable behavior at the office. We decided to start with "Setting Performance Expectation: A Guide to Managing People". In follow up reviews we would decide if you needed to participate in any other learning modules.
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Wasting Time
Scenario 1:
As a small to medium size business owner or manager you have "a thousand and one things to do". At the end of the day you feel like you were busy every second of that day and yet there are so many things, important things, you didn't get to. You're starting to feel completely disorganized, a bit overwhelmed, and very stressed out.
Scenario 2:
Everyday everyone looks busy all day long but projects are not getting done, deadlines are not being met, customer calls are not being returned, production is behind schedule. You lay awake at night wondering if you should add more staff but it seems that there should be plenty of people to do the job. Besides, you don't really have the budget to add that kind of expense right now but if things don't improve you'll start losing customers. Your managers are calling meetings all the time to try to figure out what the problem is but they don't come up with any answers.
Possible Solution 1:
One of the first topics discussed was "What are your goals?" and there were no clearly defined goals established. The next question asked was, "If you don't have a clear set of goals, how will you prioritize what's really important to get done?". So before any other steps are taken, it is recommended that you work through the "Personal Productivity" module from the High Performance Leadership program. When you have clear goals and a system for managing your time you can prioritize what needs to be done. There will still be all those many little details that need to be attended to but at the end of the day you will have made some progress towards meeting those goals.
Possible Solution 2:
As in scenario 1, everyone has a "thousand and one things to do" but most people don't have good time management and prioritization skills. That usually results in people getting diverted by small tasks. Unproductive meetings, or meetings for the sake of feeling like something is getting done, waste everyone's time. Before you invest in additional employees make sure the people you have are working as effectively and productively as they can. "Effective Meetings: The Power to Get Things Done" is suggested for the managers and supervisors so that when they call a meeting everyone comes out of it feeling as if something worthwhile was accomplished.
It is advised that everyone take the "Managing Your Time" and "Productivity" courses and that managers also take the "Leading Others for Effective Time Management" program. After a follow up to make sure everyone is following the principles learned you will be able to determine if your employees are being as productive as they can be and making wise use of their time.
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Scenario 1:
You started your own business because you have a technical skill you could offer, had an idea for a product or service, or bought into a franchise. You may or may not have had some business experience but you have never had to manage people or if you did , you never had any management training. Now you feel as if you know your product, service, or business but are struggling to with the people side.
Scenario 2:
You have, or are running, a prosperous small to medium size business with a number of employees. You have a need or desire to move some of your people into management positions (vs hiring from the outside). Those people know the product or service or have been there a while or are great sales people or whatever you consider their qualification for a management position. The problem, though, is that they lack the experience and skills needed to successfully manage people.
Possible Solution A:
After a review of your particular circumstances it was determined that the core problem was a lack of general management training and skills. So the decision was made to have the appropriate people attend the Career Builder Series. This series consists of 12 half day modules, each one focusing in on a core skill needed to be an effective manager. (Note that every manager or potential manager may not need all 12 modules.)
Possible Solution B:
The core challenge uncovered was having someone who was a great salesperson moved into a Sales Management position. While that person has terric"technical" sales skill they have never had to take on the role of managing a sales force. In this case we decided that a program, Empowering Performance: A Sales Manager's Guide to Success would be the best training.
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Poor Attitude
Scenario 1:
You have a small business with hourly employees. Because there are a limited number of people, each of their positions covers a large percentage of work that needs to be done. You need employees who take full ownership of their job and you want people who do their job "as if they were the owner of the business".
Scenario 2:
Things seem like they should be going great. You have the right amount of space, equipment, and staff but you just aren't growing or moving ahead the way you would like to be. As you walk around the office or plant or talk to your managers you get the impression that people seem to be making a lot of personal phone calls, you have a number of people who bring all their problems from home into the office and are distracting to those around them, there are those who are always complaining about the amount of work or who are always late or out a lot, some people just don't seem to accomplish much.
Possible Solution A:
During our conversations we came to the conclusion that there were "two sides to the coin". As the employer and/or business owner, you want your employees to take their jobs as seriously as you take yours and on the other side, the employees want to feel as if they are appreciated and their contribution is valued. In this case it was decided to have the employees work through 2 sessions, "Attitude: Have a Positive Impact on Your Company, Customers, and Colleagues" and "Personal Accountability", both part of a program called Positive Impact. (Written by and based on a book by Connie Podesta, "How to Be the Person Successful Companies Fight to Keep".) and for the you (owner and/or employer) to start with "Empowering Employees: A Guide for Success" from the Career Builder series.
Possible Solution B:
Again, there was a recognition that there were two sides to the story. We developed a plan where the employees would participate in the following modules from the Positive Impact series: "Attitude and Personal Accountability", as a combined session; "Balance" (or How to take charge of your personal life so it doesn't impact your work performance); and "Productivity:Work Smarter, Harder, Faster, and Better". You, as the owner/employer, needed to better communicate your expectations of acceptable behavior at the office. We decided to start with "Setting Performance Expectation: A Guide to Managing People". In follow up reviews we would decide if you needed to participate in any other learning modules.
Home
Wasting Time
Scenario 1:
As a small to medium size business owner or manager you have "a thousand and one things to do". At the end of the day you feel like you were busy every second of that day and yet there are so many things, important things, you didn't get to. You're starting to feel completely disorganized, a bit overwhelmed, and very stressed out.
Scenario 2:
Everyday everyone looks busy all day long but projects are not getting done, deadlines are not being met, customer calls are not being returned, production is behind schedule. You lay awake at night wondering if you should add more staff but it seems that there should be plenty of people to do the job. Besides, you don't really have the budget to add that kind of expense right now but if things don't improve you'll start losing customers. Your managers are calling meetings all the time to try to figure out what the problem is but they don't come up with any answers.
Possible Solution 1:
One of the first topics discussed was "What are your goals?" and there were no clearly defined goals established. The next question asked was, "If you don't have a clear set of goals, how will you prioritize what's really important to get done?". So before any other steps are taken, it is recommended that you work through the "Personal Productivity" module from the High Performance Leadership program. When you have clear goals and a system for managing your time you can prioritize what needs to be done. There will still be all those many little details that need to be attended to but at the end of the day you will have made some progress towards meeting those goals.
Possible Solution 2:
As in scenario 1, everyone has a "thousand and one things to do" but most people don't have good time management and prioritization skills. That usually results in people getting diverted by small tasks. Unproductive meetings, or meetings for the sake of feeling like something is getting done, waste everyone's time. Before you invest in additional employees make sure the people you have are working as effectively and productively as they can. "Effective Meetings: The Power to Get Things Done" is suggested for the managers and supervisors so that when they call a meeting everyone comes out of it feeling as if something worthwhile was accomplished.
It is advised that everyone take the "Managing Your Time" and "Productivity" courses and that managers also take the "Leading Others for Effective Time Management" program. After a follow up to make sure everyone is following the principles learned you will be able to determine if your employees are being as productive as they can be and making wise use of their time.
Home