B2B Sales Excellence Management Mentoring Leadership Training Building Winning Teams “the art of empowering people”
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…
Introductions Please silence cell phones
Introductions • Your name… • Your Company • Your Responsibilities • What would you like to get out of this training?
Team Building Overview Building Teams that make Value-Based Decisions
Team Building Overview • Drivers of sustainable business success • Leadership behaviors and skills • Do you have what it takes? • Team Building and Communications • Communicating • Questioning • Listening • Problem Solving
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?
Leadership Behaviors + Skills Behaviors Skills Communication Planning Show Respect Time Management Sensitivity Delegation Lead by Example Administration High Expectations Analytical Skills Fairness Decision Making Consistency Risk Taking Recognition Manage Change Rewards Training • List by importance, others? • ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________
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
Team Building & Communications • Knowledge of Roles • Respect for Each Other • Rapport, Genuine Concern • Identify Problem…Offer Solutions • Communications • Questioning • Listening • Empathy
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 Team Building…your role
Team Building, Communications Communications, Communications and Communications… • Written • Verbal • Non-Verbal • Combination
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”
Blame…Risk…Action…Win When you see each of these words, describe what comes to mind • Blame:______________________________________________________________ • Risk:________________________________________________________________ • Action:______________________________________________________________ • Win:________________________________________________________________
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 Your associates view: • Blame_____________________________ • Risk______________________________ • Action_____________________________ • Win_______________________________
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
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.
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.
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
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
Team Building Methods for Managing Conflict: Competition – Win/Lose Accommodation – Lose/Win Avoidance – Lose/Lose Compromise – Win Lose Collaboration – Win/Win
Team Building Conditions for Successful Collaboration • Willingness to Resolve…all parties willing to move forward, no hidden agendas, trust • Willingness to get to Root Problem…dealing with the real problem and not a symptom • Willingness to Empathize…put own feelings aside, accept and understand other point of view, accept does not mean agree…
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
Team Building Summary • What did you get out of this session? ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
What it Takes Assess your leadership skills
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
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.
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
Discuss Your Assessment • Gathering information Assessment • Knowledge, skills and attitude • Servant leadership • Questioning & Listening Assessment • Would you like to improve some areas?
Assessment Summary • What will you work on? The Top 3 • __________________________________ • __________________________________ • __________________________________
Build And Motivate Creating the winning teams
Build & Motivate…Steps • Plan the direction • Embrace cooperative action • Motivate and encourage others • Determine specific values • Walk the talk • Prioritize • Take action! Expect to WIN
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
Embrace Cooperative Action • Initiating Team Planning Meetings • Planning, setting team goals • Agree to cooperative expectations • Empowering followers • Encouraging initiative • Delegating authority • Coaching, monitoring • Tracking performance • Providing constructive feedback • Do it all over again…
Motivate & Encourage Others • Recognizing individual and team contributions • Giving positive feedback • Celebrating accomplishments • Reinforcing teamwork • Rewards programs
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__________________________________________________________________________________________________________________________________
Walk the Talk • Involvement -- setting an example of personal commitment • Aligning actions with values • Committing to quality outcomes • Helping solve problems • Being persistent
Prioritize • What is the goal – objective? • What is required? • What gives the greatest return? • What brings the greatest reward? [Business Reward] [Personal Reward]
Take Action! Win all the time! • Unity of Vision • Diversity of Skills • A Leader Dedicated to Victory • Raising Players to Their Potential • Keeping Score (in the Game) • Change for the Better • Keep it together…
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. • ____________________________________________________________________________________________________________________________________________________________________________________________________________
As you rise in leadership, responsibilities increase and rights decrease. “The Cost of Leadership”
Traditional Leadership Model Top Manager Department Managers Supervisors Project Managers Support Information Installation Technicians Service Technicians Customers/Clients
People Profile 3% Winners 10% Achievers 60% Just Making It Through the Day 27% Takers
27% The goal of a 27 percenter is to get something for nothing – takers in life! Creates problems Synthetic self-image Eats up your time Critical of others Tests your policies/processes Can’t admit mistakes Brings adversarial attitude Can’t see other’s ideas Respects strength, firmness Doesn’t understand Wants you to cater to them Works poorly on teams Backbites Defensive – tense To quote a friend of mine, Barry Burnett: “This is the negative, bottom-feeding, sink hole of an individual.”
60% The goal of a 60 percenter is to make it through life – usually one week at a time! Acts/decides slowly Poor self-image Resists change Sensitive to criticism Fears confrontation Lacks confidence Distrusts others Needs approval Needs reminders/reassurance Indecisive Requires detailed instructions Low energy & drive Requires proof of new ideas Poor self-discipline “Lays in the weeds” Undependable “Get a life and stop wining, you can do it.”
10% The goal of a 10 percenter is to achieve! Participates in meetings, Good self-image Presentations Tolerant of others Asks questions Accepts ideas from others Straightforward & honest Understands others needs Will agree to change or new ideas Comfortable with people if benefits are there High energy & drive Wants to see value, progress Works well on teams “Lovin’ life, makin’ friends and gettin’ ‘er done.”
3% The goal of a 3 percenter is to win! Influential & respected Admits mistakes Clearly defined goals Communicates well Pursues goals diligently Confident Likes to take control Persuasive Commands high respect Calm, relaxed Acts based on needs Less need for approval Loves to work with confident Gives approval readily and committed people Positive – Self- disciplined “Attracts the best in life…Gotta give some back.”
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 personalvalue • People with production value • People with proven value