Our Management Training Seminars

By introducing our Management Training Seminars to your staff we help ease the negative effect of change on both managerial and supervisory personnel. The change in job responsibilities, the change in personnel, job duties, and the rising challenge of developing subordinates are specific goals of our learning systems seminars. We are highly successful at helping Managers and Supervisors learn and adapt to the necessary skills and proper behaviors to be successful at work as well as in their personal lives.

For more information on our management training seminars please contact us.

As a part of our management training seminars, Managers and Supervisors will learn how to:

• Minimize the chance of miscommunication by understanding what people are really saying, and why
• Deal with difficult people, manage tense situations, and resolve conflict
• Make use of proven active listening skills to improve your ability to gain helpful information
• Be able to facilitate, guide, and close discussions in one-on-one or group settings
• Improve understanding and communication by giving and receiving good feedback
• Use ideas submitted by a member of the team without causing other members to be defensive
• Develop a comprehensive team building strategy that improves productivity of the whole team
• Emphasize the value of working toward common goals without devaluing individual accomplishment
• Define and set up a method to track staff activities
• Be able to manage time and work assignments effectively
• Conduct team meetings that capture and hold the audience’s attention
• Interview and hire the right person for the right job
• Save time and work more effectively through the use of a clear time management plan
• Understand and comply with proper hiring and managing requirements
• Communicate effectively with both superiors, peers and subordinates
• Become effective coaches for their work team
• Conduct accurate and difficult performance appraisals

 

Management Training Tips:
Leadership and Advice Giving

Recently I posed a question: "What is the best advice you have ever received?" Quickly forty people responded. Many responses were deeply personal. Others were professional, offered by former bosses or teachers and equally appreciated. Some were satirical: "Never try to teach a pig to sing. It wastes your time and it annoys the pig." At times the best advice was a teaching moment, at other times it was a mere statement without the advisor knowing his or her impact. Leaders in time-starved work environments overlook the importance of their advice to the people in their charge. In the respondents' own words, hear the value of the best advice they have ever received.

One group spoke of how advice taught them that excellence must become a personal commitment. "Never become numb," cautioned his teacher, and do not lose an "open mindedness or an emotional artistic side... [it creates] an artist's sensitivity, empathy, passion, and feelings." Advice was given about separating pride in one's work from meeting a client's expectations: "If pleasing the client is your highest goal, the bar is set pretty low; pleasing clients is easy." Another was "unburdened" when his boss told him: "... not to worry... I did not have the authority to make a decision that would wreck the organization or my career; [this advice] freed me to make better decisions faster." Finally, one woman built a commitment to excellence on football star Jerry Rice's quotation: "I will do today what others won't so that I can do tomorrow what others can't."

A second group, challenged to be good sales management, focused on the needs of others. Some sales management advice was blunt: "Shut up and listen!" Another was prescriptive: " sales management requires patience, tolerance, and forgiveness; control requires none of that. Control your assets; manage your people and processes." Repeatedly, respondents spoke of listening-"we have two ears and one mouth so listen twice as much as you talk"-or being engaged with their subordinates-" always ask what do you recommend, why, and how will it be accomplished."

Another learned if "you want to progress, help others progress; then hand over your sales management tasks and move on to new ones." Working with superiors was also noted: "To become a senior member of the organization, learn how to manage your sales management." Finally, good sales management requires courage: "If everyone is smiling and saying everything is great but there are alarms going off in your head, don't ignore what your eyes and gut instincts are telling you."

Some were challenged to focus on inner strength: "Try not to become a man of success," quoting Albert Einstein, "but rather to become a man of value." "Pursue your interests with passion," said one, "and do it to the best of your abilities." This advice provided him with "flexibility, ownership of his tasks, and the acceptance of hard work." Self-awareness led another to state: "Distress and motivation are directly proportional to expectation. Expectations from others will give you distress; expectations from yourself will give you motivation."

Regardless of who advised the respondents, the sales management advice was a compass that helped each navigate and map the business terrain-"It is what it is; keep moving forward."

Think about it. How is your advice supporting others' performance, sales management, or personal development? You might change a life.

Samuel R. James, Ed.D.: http://www.srjames.com/

Subject: Sales Management

More Management Training Tips