Sales management…

Have spent the last two days working with managers from a global packaging company looking at ways to get the best from their people who work remotely…

We started by looking at the performance cycle before delving deeper into the Planning phase using Management By Objectives and a Balanced Scorecard to ensure that objectives that are set can be measured and support the business objectives at an individual level.

We moved on to the Do phase and looked at how to use the Situational Leadership model to ensure the correct approach was used to develop skills within the team.

On day two we began to look at what the blockers to performance were, how to identify them and handle them effectively.

We moved on to the Review phase and looked at the skills required to run PDR meetings and the best ways to conduct them either face to face or remotely and looked at what motivates people to perform at their best.

Delegates left with a plan of action to roll out, knowing that we were going to meet again in 6 weeks to complete the last phase Review, when we will look at what has happened so far, what has worked and what needs to be changed, before we start the whole cycle again…

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Relationship managers journey part 2, final cohort…

Once again back in London with a group of relationship managers for a global banking group, looking at ways to deepen relationships based on a full understanding of customers needs, Both apprciated and unappreciated…

We started by looking at the process to ensure meetings followed a consistent pattern so that consistent results were achieved, before understanding how to flex so that every meeting is unique and focuses on the customers map of the world.

We moved on to look at powerful questioning techniques to get not just the customer’s map but the territory as well, before developing active listening skills to ensure no assumptions are made and nothing gets missed.

We moved on to look at ways to handle objections and achieve win-win situations and finally looked at the Insights discovery model and how it can help us adapt our approach to suit the customer…

Action plans were made throughout and will be added to an online system to monitor progress, I look forward to the final module which follows in 6 weeks time..

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Relationship managers journey part 2, cohort 10…

Once again in London with a group of relationship managers for a global banking group, looking at ways to deepen relationships based on a full understanding of customers needs, Both apprciated and unappreciated…

We started by looking at the process to ensure meetings followed a consistent pattern so that consistent results were achieved, before understanding how to flex so that every meeting is unique and focuses on the customers map of the world.

We moved on to look at powerful questioning techniques to get not just the customer’s map but the territory as well, before developing active listening skills to ensure no assumptions are made and nothing gets missed.

We moved on to look at ways to handle objections and achieve win-win situations and finally looked at the Insights discovery model and how it can help us adapt our approach to suit the customer…

Action plans were made throughout and will be added to an online system to monitor progress, I look forward to the final module which follows in 6 weeks time…

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Relationship managers journey part 2, cohort 9…

Today I’m working in London with a group of relationship managers for a global banking group, looking at ways to deepen relationships based on a full understanding of customers needs, Both apprciated and unappreciated…

We started by looking at the process to ensure meetings followed a consistent pattern so that consistent results were achieved, before understanding how to flex so that every meeting is unique and focuses on the customers map of the world.

We moved on to look at powerful questioning techniques to get not just the customer’s map but the territory as well, before developing active listening skills to ensure no assumptions are made and nothing gets missed.

We moved on to look at ways to handle objections and achieve win-win situations and finally looked at the Insights discovery model and how it can help us adapt our approach to suit the customer…

Action plans were made throughout and will be added to an online system to monitor progress, I look forward to the final module which follows in 6 weeks time…

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Relationship managers journey part 2, cohort 8…

Once again back in Leeds with a group of relationship managers for a global banking group, looking at ways to deepen relationships based on a full understanding of customers needs, Both apprciated and unappreciated…

We started by looking at the process to ensure meetings followed a consistent pattern so that consistent results were achieved, before understanding how to flex so that every meeting is unique and focuses on the customers map of the world.

We moved on to look at powerful questioning techniques to get not just the customer’s map but the territory as well, before developing active listening skills to ensure no assumptions are made and nothing gets missed.

We moved on to look at ways to handle objections and achieve win-win situations and finally looked at the Insights discovery model and how it can help us adapt our approach to suit the customer…

Action plans were made throughout and will be added to an online system to monitor progress, I look forward to the final module which follows in 6 weeks time…

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Relationship managers journey part 2, cohort 7…

Spent the second day in manchester with a group of relationship managers for a global banking group, looking at ways to deepen relationships based on a full understanding of customers needs, Both apprciated and unappreciated…

We started by looking at the process to ensure meetings followed a consistent pattern so that consistent results were achieved, before understanding how to flex so that every meeting is unique and focuses on the customers map of the world.

We moved on to look at powerful questioning techniques to get not just the customer’s map but the territory as well, before developing active listening skills to ensure no assumptions are made and nothing gets missed.

We moved on to look at ways to handle objections and achieve win-win situations and finally looked at the Insights discovery model and how it can help us adapt our approach to suit the customer…

Action plans were made throughout and will be added to an online system to monitor progress, I look forward to the final module which follows in 6 weeks time…

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Relationship managers journey part 2, cohort 6…

Spent the day in Manchester with a group of relationship managers for a global banking group, looking at ways to deepen relationships based on a full understanding of customers needs, Both apprciated and unappreciated…

We started by looking at the process to ensure meetings followed a consistent pattern so that consistent results were achieved, before understanding how to flex so that every meeting is unique and focuses on the customers map of the world.

We moved on to look at powerful questioning techniques to get not just the customer’s map but the territory as well, before developing active listening skills to ensure no assumptions are made and nothing gets missed.

We moved on to look at ways to handle objections and achieve win-win situations and finally looked at the Insights discovery model and how it can help us adapt our approach to suit the customer…

Action plans were made throughout and will be added to an online system to monitor progress, I look forward to the final module which follows in 6 weeks time…

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Relationship managers journey part 2, cohort 5…

Spent the second day in Birmingham with a group of relationship managers for a global banking group, looking at ways to deepen relationships based on a full understanding of customers needs, Both apprciated and unappreciated…

We started by looking at the process to ensure meetings followed a consistent pattern so that consistent results were achieved, before understanding how to flex so that every meeting is unique and focuses on the customers map of the world.

We moved on to look at powerful questioning techniques to get not just the customer’s map but the territory as well, before developing active listening skills to ensure no assumptions are made and nothing gets missed.

We moved on to look at ways to handle objections and achieve win-win situations and finally looked at the Insights discovery model and how it can help us adapt our approach to suit the customer…

Action plans were made throughout and will be added to an online system to monitor progress, I look forward to the final module which follows in 6 weeks time…

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Relationship managers journey part 2, cohort 4…

Spent the day in Birmingham with a group of relationship managers for a global banking group, looking at ways to deepen relationships based on a full understanding of customers needs, Both apprciated and unappreciated…

We started by looking at the process to ensure meetings followed a consistent pattern so that consistent results were achieved, before understanding how to flex so that every meeting is unique and focuses on the customers map of the world.

We moved on to look at powerful questioning techniques to get not just the customer’s map but the territory as well, before developing active listening skills to ensure no assumptions are made and nothing gets missed.

We moved on to look at ways to handle objections and achieve win-win situations and finally looked at the Insights discovery model and how it can help us adapt our approach to suit the customer…

Action plans were made throughout and will be added to an online system to monitor progress, I look forward to the final module which follows in 6 weeks time…

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Performance management and appraisals 2015…

Have spent the last two days with managers from a global vehicle manufacturer looking at ways to get the best performance from their greatest assets, people…

We started by identifying what managing performance meant and the 4 step cycle that is used to do so, before looking at what was already in place at each delegates dealership.

We went on to look at how objectives cascade down from the manufacturer to each individual in the dealership using SMART to set clear objectives that are easy to measure and manage.

We moved on to look at different approaches based on the skill and the will of employees to drive performance to higher levels using the Situational leadership model as a template.

Following on from this we identified different personality traits and learning styles and how they affect the ways we appraise, coach and drive each individual to success.

Finally we looked at causes of non performance and used the tools to improve the situation, before a practical session where each delegate tried the new ideas out and received detailed feedback.

All delegates left with a detailed action plan and new skills.

A great two days work that will make a real difference to the network as a whole…

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