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It’s not our job to sell, is it ? – Selling skills for operatives

“It’s not our job to sell, is it ?”

In a small or medium-sized business, the pressure is on to win new work.  The Director in charge of sales and his/her team do what they can to bring in enough at least to keep everyone busy.  The difficult job of identifying opportunities to explain how great the product or service is can be so much easier if the whole workforce is involved as well.  This session covers the basic skills people need to make optimum business use of the sense of pride in doing good work for a good company.

Learning Aims

By the end of the session, people will be able to :

  • Demonstrate a good understanding of the demands on everyone in a small business
  • Take responsibility for their own contribution to developing the business
  • Explain some tools and techniques which will prove helpful to them in taking advantage of new leads in the future
  • Take forward some ideas the group has had for generating more new business leads

For Whom

This half-day workshop is for people who have not had any selling skills training but deal with customers as part of their day-to-day job.  These may be site operatives, customer service officers or anyone who answers the phone.  It acts as a useful eye-opener in how to spot opportunities to promote the company and encourage anyone the delegates come in contact with to do business there.

Content – Selling Skills

  • The importance of everybody getting personally involved in promoting our services
  • What are we expected to sell ?  Who to ?
  • Identifying opportunities
  • A good answer to the question “What do you do ?”
  • What information we need to get from potential customers
  • The techniques for “closing the deal”
  • Features and benefits

Investors in People – what is it?

Investors in People

On the business networking circuit and online, I have become known as The Investors in People guy.  Investors in People is not all I do – see my What I Offer page – but I believe in the principles of the framework and its power to make life easier for my clients.  As it is a ‘business to business superbrand’ it deserves an explanation.

What Investors in People Is

It is a structured method of measuring the extent to which four key ingredients of success apply.  These are:

  • Clear goals
  • Learning is part of the job
  • Good leadership
  • Involved people

If you think these apply to you at all levels – individual, department/team and organisation – you are most likely already an Investors in People in most respects.  You should bear in mind, though, that most of the evidence is gathered by talking to your people.  It is therefore perception-based.  There is often a gap between the reality which managers see and that which the rest of their team perceives.

Many of my clients use me as their adviser as they follow the best practice disciplines.  They do this to gain insight, with no intention of seeking accreditation, and that is fine.

How Does It Work?

The best way to demonstrate is by example, so see the case studies for Care Matters, Elmtree Garden Contractors and Rise Technical Recruitment

Moving Up a Level

An Investors in People organisation meets all the requirements of what we specialist experts call the Core Standard.  To provide extra stretch and challenge against world class best practice, there are additional elements to the framework.  The number of these additional elements dictates whether an organisation is Silver, Gold or Platinum.

Investors in People Gold

The Reasons for ‘doing’ Investors in People

In ascending order, these are:

  • to get the badge.  The accreditation is a sign of quality which gives many organisations a marketing edge.  Many suppliers to public sector bodies or large corporates need to show evidence of a quality system in their framework documents.
  • to become a great place to work.  The science of happiness tells us that all of us should be mindful of the need for personal fulfilment and motivation in our lives.  Looking forward to coming to work, and enjoying the company and mutual creativity of our colleagues, ought to be a natural state.
  • to achieve better results.  Investors in People is hard-nosed in relating the way you lead, manage and develop your people to your business objectives.  For example, if a training course is not helping you achieve what you need to, why are you doing it ?  It is all about unlocking the potential of your team, increasing its focus and improving communication and teamwork.  As a result, your capacity to achieve excellent performance is greatly enhanced.

What Investors in People is not

  • prescriptive – it doesn’t tell you what to do, it asks searching questions so you gain insight about your management practice, facilitating a process of finding solutions
  • bureaucratic – Investors in Paper! – only two documents are required: a business plan and a training plan
  • an open cheque book for training – direct spend on training often decreases because you get better at in-house coaching etc
  • an easy option – it is a serious strategic approach to achieving better performance
  • about pay, terms and conditions, disciplinary/grievance procedures, health and safety, hiring and firing
  • a touchy-feely bolt-on HR initiative

Want to learn more ?

You can either book a consultation visit at no charge or, if you have a group of people, request a workshop

Elmtree Garden Contractors – strategy consulting

Elmtree Garden Contractors - strategy consulting

Elmtree Garden Contractors – strategy consulting

A well-known family firm established in 1969 with a name in the Bristol area for landscaping and grounds maintenance for housebuilding and construction projects.  When I started working with them in early 2010, the founder had taken a step back from the business and his son, Paul Lynch, had assumed the position of Managing Director.  He was keen to put in place a set of properly-structured processes to manage the performance of his then 17 people, and to learn all he could to enable him to feel fully in control.

There has always been a stated commitment to Quality, Service and Reliability, and the firm was already known as one of the better employers in the sector.  What I found when I spoke to everyone who worked there was that :

  • there were very few measures and targets to back up the claims about Quality, Service and Reliability
  • people did not feel they were informed about business performance, strategy and goals
  • Paul and the foremen had had no training in team leadership, meaning they were struggling with the problem of being ‘mates’ with their operatives at times when they needed to keep an objective distance
  • people wanted the occasional chance to have a proper one-to-one chat with the boss

At our strategy consulting sessions, Paul was very positive about moving forward with my suggested improvements, and we worked together on an action plan that had to take account of the seasonal cycle of the trade.

We developed an aims and objectives document, written for the team and using a very simple version of the Balanced Scorecard, that set out what Elmtree was aiming to achieve over the longer and shorter term.  Once this was drafted and discussed with the team, everything else we did could be geared towards achieving the objectives.

I joined team meetings to support the communication of everything that was going on, including how each operative could get personally involved in generating new business leads.  This reduced the pressure on Paul to take responsibility for all sales and marketing operations.  I delivered short in-house skills workshops for foremen on motivation and team building.  I came to see Paul for strategy consulting sessions every six weeks in the winter months to help him keep on track.  I supplied guidance and templates of some 1-page forms so he could get a straightforward system of one-to-one job chats going.

When Elmtree went for Investors in People in March 2012, they achieved the award easily.  The team had spoken in glowing terms about how things had improved and the positive effect these had had on teamwork, communication and customer service.  The resulting benefit to profitability came directly from these.  At a difficult time for the sector :

  • operatives have been kept within the team instead of being laid off during the quiet winter months
  • relationships with main contractors have strengthened
  • new recruits have joined so the team has grown to 28 people
  • valuable contracts have been won and new services launched

Update :  In early 2015 Elmtree underwent their Investors in People reaccreditation.  They gained the award at Silver level, showing how markedly they have moved forward.  The assessor’s feedback highlighted particularly strong practice in :

  • planning – employee participation in the development of company objectives
  • values – regularly involving the team in discussions about what these mean in practice
  • learning and development – the quality of on-site training

Care Matters (Wilts) – Business Improvement

Business improvement - Care Matters

Care Matters (Wiltshire) Ltd is a medium-sized domiciliary care agency which has been operating out of Warminster for over ten years. The manager, Julie King, had heard about Investors in People as an effective business improvement framework, and was interested in finding out more. Always an employer who has been genuinely committed to her team, and already a successful business, she wanted to :

• better support compliance with Care Quality Commission standards
• bring more organisation and structure to systems for managing performance
• confirm her commitment to her team by gaining external recognition

Implementing Business Improvement

We started by arranging confidential one-to-one chats between me and each of her people – a face-to-face staff survey, in effect. This was a bit of a leap of faith on Julie’s part; it takes an enlightened attitude to be prepared to open up to criticism – however constructive – the business one has built up.

The output was a report reflecting perceptions of Care Matters as an employer, both good and no so good points. Julie and I then met regularly to consider consolidating those strengths in management practice and identifying solutions to areas which could be improved. We agreed simple ways to :

• communicate to the team what the business is aiming to achieve
• plan and evaluate learning and development
• redesign the Quality of Care survey of service users
• involve the team in discussions about team working and moral values
• deliver short in-house workshops on management skills for Julie and her team leaders

When we had worked together over a twelve-month cycle to put all that in place, we invited the award assessor in. Her feedback was glowing, especially around effective management, involved people, mutual support and respect, and commitment to high standards. Care Matters gained Investors in People accreditation “with flying colours”.

The agency has continued to grow, profits have risen, there is stronger resilience as it is better able to overcome market volatility, and business improvement has become a way of life. At the next CQC inspection, particular mention was made of the strong leadership and performance management practice in evidence. On top of that, they are a lovely group of people to work with.

 

Palm Equipment – management training

Photo Palm-equipment-europe

Palm Equipment International – management training

A Clevedon-based manufacturer and supplier of kayaks and related gear with 45 people, which responded to a mailing about the Coaching For High Growth scheme.  I visited the senior management team to find a business that was building a great reputation worldwide and making money, but wasting resources through firefighting its way through lots of problems.  It had become successful through its technical excellence but the training it had done had not been in the essential skills for working with other people nor in management and leadership.

I started by having one-to-one chats with a representative sample of people and identifying the main issues.  I set these out in a report which the senior management team and I debated and which they then used as guide to help them prioritise their business planning.  The funding scheme mentioned above meant they got all this at no charge.

The next stage was to agree some objectives for a series of four half-day in-house management training workshops – necessary because of shift patterns – and design the training to meet them and to suit the audience.  The sessions were aimed at boosting self-awareness of different styles of leadership and team roles, and gave hints and tips on motivation, coaching, assertiveness and delegation.

Two groups of ten senior staff, including the directors, participated.  They made public commitments on what they were going to do differently back in the workplace and accounted to the group for this at the next session.  The feedback acknowledged the workshops as “very thought-provoking”, “a great contribution to our successful business” and “made a big difference to the smooth running of the place”, and I have been asked back to do some more work on skills development.

Developing Your Team Leadership Skills

This interactive session allows team leaders and line managers to further explore aspects of their role as a leader and role model. It builds on the basics covered in any previous management training to add some deeper reflection on developing people, managing change and improving personal impact. In a facilitated environment, most of the learning is done by sharing real experience in the workplace and learning as much from the group about team leadership as from the trainer.

Learning Aims

By the end of the session, delegates will be able to :

  • explain some techniques to manage and motivate themselves effectively
  • describe the influence which further improving personal impact and communication skills has on projecting a professional image to team members and customers
  • demonstrate a range of team leadership skills to get the best out of every team member

For Whom

This workshop is designed for anyone who is in charge of a team and wishes to develop or refine the team leadership skills needed for the people management side of their role. It is a refreshing thought-provoker for those who have been managing people for a while.

Content – Team Leadership Skills

  • Self-awareness exercise : learning styles
  • Applying knowledge of learning styles to the people you manage
  • Sources of power and authority
  • Inspiring your team through the power of positive thinking
  • Showing trust and respect as steps to successful delegation
  • Personal presentation – your image at work
  • Controlling your voice, body and brain under pressure
  • Understanding the impact of change on individuals and helping them to cope
  • Improving personal impact and effectiveness
  • Developing toughness : staying in control and making decisions in fast-moving situations

Can’t we all just get along ? – assertiveness skills

However good they are at their job, sometimes people find that things are all getting a bit much.  They need a chance to stop and think through with their peers what they can do differently to ease the fevered environment on the team and further improve the atmosphere.  The team can then become more productive and focus on achieving its goals.  This practical session aims to provide a fun and supportive group ambience for discussing and agreeing helpful techniques for overcoming these challenges.

Learning Aims

By the end of the session, delegates will have :

  • increased their understanding of their own strengths and weaknesses
  • recognised what needs to happen to manage personal confidence successfully
  • practised relevant skills to enable them to deal positively and assertively with real situations in the workplace and reduce stress for themselves and fellow team members while doing so
  • agreed consistent standards for resolving problems within the team

For Whom

This assertiveness workshop is for people who deal with a host of different – and sometimes conflicting – priorities as part of their job and have to cope with an environment in which rising – and sometimes unreasonable – expectations are becoming the norm.  It has been created to help people who find that meeting those expectations and getting along with their colleagues is becoming more stressful.

Content – assertiveness skills

  • The need for assertiveness skills in the context of business ethics and performance
  • Review of experiences :  what is happening on the team, what are the results, how do we feel
  • Definition of assertiveness skills
  • Recognising aggressive and passive behaviours
  • Boosting our own confidence
  • Difficult situations : defence mechanisms and barriers to a positive resolution
  • Managing our emotions and staying in control in stressful situations
  • Positive ways to challenge unreasonable behaviour
  • Practical exercise based on real scenarios
  • Tools and techniques for building our own assertiveness skills
  • Providing mutual support within the team

My ethos – business coaching

business coaching

 

My ethos is Straight Forward Thinking.  I set clear standards and measure my own performance to back up exactly what this means.

Business Coaching

In all the business coaching and training I give, I promote the idea that what really sets great leaders apart is their capacity for humility and empathy.  I try and practise what I preach.

Straight

I do an honest day’s work for an honest day’s pay.  I am open and transparent, I keep you informed about everything that is going on, I speak plain English (if you catch me talking management gobbledygook you have my permission to have at me with a big stick) and I am mindful of your operational realities.

Forward

I support you in looking to the future with optimism.  I will get you to focus on defining clearly what it is that you want your business to achieve, and help set up simple systems with which to measure whether you are or not.  I will look at all the management information available and interpret it so you make the most of it for forward planning

Thinking

I will challenge you and I will inspire you.  With a fresh angle on how you give your people what they need to do their jobs well, you will think in new ways about your role, learn and decide for yourself what needs to change.  A meeting with me is a chance for you to stop the day-job, to take a deep breath and to reflect.  I help you gain powerful insights into how the way you do things compares to best practice.  As a result, you will take the wider view and enjoy the journey.

Business Training

Business training

Every piece of business training I do is designed around each client’s specific needs.  For a list of the sort of topics I cover scroll your mouse over Business Training above.  If you prefer downloads here is a selection :

The Secrets of Successful Teams   download pdf

Righting Wrongs   download pdf

Isn’t it just common sense?  download pdf

Happiness and Motivation   download pdf

Can’t we all just get along?   download pdf

Protecting sensitive data   download pdf

It’s not our job to sell, is it?   download pdf

Business training – other topics

  • Team leadership skills
  • It’s time for a propoer chat – appraisal skills
  • Presentation and personal impact skills
  • Managing workplace stress
  • Writing in Plain English
  • Telephone / email communication skills
  • Problem solving tools and techniques

The payback on business training

My experience tells me that a traditional one-off one-day course rarely pays back the investment.  An approach that has really worked for my clients is : three or four half-day workshops about 4/6 weeks apart, with practical tasks set in between and experience shared of how those tasks went and what the group members learned from them.  They then become accountable to each other for follow-up implementation of the learning in the workplace.  The learners go on a journey together and work out for themselves how to achieve their objectives and those of the programme.

The result is that people actually use the knowledge and skills they have learnt.  I then work alongside many of my clients to give guidance on how to evaluate the outcome of this business training in a straightforward measurable way.

Prices

Prices start from as little as £25 per delegate for a half-day workshop.  There are quite a few variables to consider, so why not, get in touch for a no-obligation chat, at no charge ?