Jim McHugh Career Development
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A sampling of training methods and leadership development
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Jim McHugh Career Development
- 2. Table of Contents Sales Training Methods ï Miller / Heiman Strategic Selling ï Dave Cooper Sales Training Leadership Development ï 5 Voices Leadership Communication ï Commitment to Coaching and Development of the Team ï Teamwork ï Marketing Strategy ï Sales Preparation References
- 4. Miller Heiman Strategic Sales Training ï” https://www.millerheimangroup.com/
- 7. Dave Cooper Sales Training Greeting Competency â company and sales person Teaser User Stories Discovery Demonstration â types of buyers Value Proposition Close
- 8. Dave Cooper Sales Training BACK-UP STYLES The figure above illustrates a âZâ pattern. This is a representation of the pattern an analytical follows under stress. The first reaction is to avoid, then attack, give in, and become sarcastic. Under stress, each social style will follow a pattern of reactions to stress. There is a âZâ pattern that can be applied to each social style.
- 10. 5 Voices Leadership Style 5 Voices https://s3.amazonaws.co m/giantu/public/5+Voic +PDF+General+jw.pdf Personal Leadership assessment https://app.mygrowthm .com/results/800ed8448f c2fead6dd4c1c8bb07495 Pioneer: Connector
- 12. The 5 Voices â Self Awareness Communication Performance When people donât use their natural leadership voice, hereâs what happens: ï” Meetings seem to go nowhere ï” Wasted time, money, and resources ï” Misaligned teams that are ineffective or unhealthy ï” Toxic work environment filled with drama and gossip ï” People in the wrong role or position ï” Disagreements that divide instead of unite
- 13. Coaching and Development A COMMITMENT TO COACHING AND BEING COACHED
- 14. Commitment to Coaching and Development of the team HTTPS://WWW.ENTREPRENEUR.COM/ARTICLE/31134 6 KEY EFFECTIVE COACHING SKILLS
- 15. 1. Explain why you are coaching When you commit to coaching your team members, take the time to explain why you are coaching that person. Tell them that you are making a commitment to developing everyone on the team and that you are going to be coaching them on a regular basis. The reason behind this is to help them get where they want to go and to help them grow and achieve their goals.
- 16. 2. Coaching is for everyone ï” Everyone should be given the opportunity to be coached. ï” âWell what about the receptionist? Are you saying I should coach him?â The answer is yes! ï” Everyone on the team should get the chance to grow, to develop, to be better at what they do. ï” They all have potential. They need someone to believe in them.
- 17. 3. Coaching should be tied to their goals The first step in coaching should be to ask people about their goals short-term, mid-term and long-term. Donât be surprised if people tell you they donât know what they to do âwhen they grow up.â Having a goals discussion and helping a team member define their goals can be a compelling discussion. It also shows you genuinely care about them and not just about their functional role at work, but what their dreams and aspirations are and how you can help them get there.
- 18. 4. There are two types of coaching DONâT DO JUST ONE. THERE ARE TWO TYPES OF COACHING, CORRECTIVE AND DEVELOPMENTAL. CORRECTIVE COACHING IS USUALLY TRYING TO COACH SOMEONE SOMETHING THAT NEEDS TO CHANGE IS A PROBLEM. FOR EXAMPLE, IF IS HABITUALLY LATE, THEY NEED ON HOW TO THAT PROBLEM. DEVELOPMENTAL COACHING IS WHEN YOU COACH TO ACHIEVE THEIR GOALS, HELP THEM GROW AND DEVELOP NEW SKILLS, KNOWLEDGE, TOOLS OR TECHNIQUES. SADLY, MOST NEVER DO DEVELOPMENTAL COACHING.
- 19. 6. Understand the Psychology of Coaching When you are coaching, forget you are coaching a human being, and they come to the table with insecurities, ideas, feelings and history. That history leads them to have certain perceptions about coaching. Make sure when you are coaching, particularly when developmental coaching, that you explain to that person that they are not in trouble. first, you may get a reaction from people when you start coaching them, and they may ask, âAm I in trouble?â when you ask to meet with them. They may be defensive. You have to reassure them. The sad fact is that many people had only met with their boss only when were in trouble. They never had a coach, just reprimands from their manager, sometimes for their whole career. Let your team see that you different. Commit today to coaching consistently to grow all your employees.
- 20. 5. Coaching must happen ï” I know this sounds a bit odd, but coaching must happen. ï” I once worked with a manager for two years. Every week my manager would say, âI really should work with you and give you some coaching." Of course I would say, âThat would be great.â ï” I was looking forward to it, and I was excited about it. But it never happened! I always say you must âprioritize and calendar-ize.â ï” If you donât make it a priority or put it on your calendar, we all know it never happens.
- 21. 6. Understand the Psychology of Coaching When you are coaching, don't forget you are coaching a human being, and they come to the table with insecurities, ideas, feelings and history. That history leads them to have perceptions about coaching. Make sure when are coaching, particularly when developmental coaching, that you explain to that person that they are not in trouble. At first, you may get a reaction from people when you start coaching them. They may be defensive. You must reassure them. The sad fact is that many people had only met with their boss only when they were in trouble. They never had a coach, just reprimands from their manager, sometimes for their whole career. Let your team see that you are different. Commit today to coaching consistently to grow all your employees.
- 22. Teamwork
- 23. TEAMWORK
- 24. The STAR Method
- 26. The one number you need to grow! Net Promoter Score
- 27. The Net Promoter Score
- 29. The Net Promoter Score Net Promoter Score ï” https://www.decisionanalyst.com/whitepape rs/ultimatequestion/ ï” https://hbr.org/2003/12/the-one-number- you-need-to-grow ï” https://marketinglowcost.typepad.com/files/ the-one-number-you-need-to-grow-1.pdf
- 30. Strategy â where are we headed? ï” How do people / companies experience our brand? ï” https://hbr.org/2018/02/the-most-successful-brands-focus-on-users-not-buyers
- 31. Where do we sit in the centrality and distinctiveness? ï” https://hbr.org/2015/06/ a-better-way-to-map- brand-strategy ï” https://www.ideasforlead ers.com/ideas/mapping- brand-strategy- balancing-centrality-vs- distinctiveness
- 34. Preparing for meetings ï” Be the world expert on what my solution does to benefit the customers ï” Amateurs practice until they make the shot. ï” Professionals practice until they canât miss! ï” Visualizing success and good scenarios and hurdles ï” Be compassionate of the customerâs time and run up to this moment in their day. ï” Relax for the appointment â Put the customer at ease.
- 35. Running the meeting Small talk Pick a great spot of power Think of what is in front of me - act like a peer not a subordinate My time is valuable just like their time is as well Be the one who sets the objective of the meeting â the one that sets the objective is now in control of the meeting Check inâŠAny surprises in the agenda? Run the meeting as a conversation not a presentation Engagement with a peer is a dialogue â create that pattern â not a âpitchâ Use date and insights selectively â donât overdo it. 1-2 select points Use a whiteboard â if possible. Be the teacher to further the points Manage the clock thoughtfully Revisit the ageda and meet the objectives Lockdown the action items â 1-2 items assigned Maintain control of the meeting
- 36. Follow up âą LinkedIn / Sales Navigator request â gathering more information Send a follow up note â same day âą Reinforced that we do what we say âą Keeps me top of mind Keep the exec. updated with the follow up items
- 37. References ï” Pete Gibson â Manager at AeroVision ï” 231-215-4977 ï” Dave Cooper â Manager at GEHRIMED ï” 423-307-3442 ï” James Jones â Manager at GEHRIMED ï” 786-326-6766
- 38. Thank you!