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:
Management Seminar - New Managers Should Avoid Making Rash Promises

Easy as it is, do not be tempted to make rash promises when you are promoted to a management position as many new managers confess when attending management training. However making such promises early on can prove to be the undoing of many new managers

A successful area sales manager is promoted to sales chief. Along with many of his former co-workers he considered the distribution of sales areas in his company was comparatively "meaningless". As a result, on his first day as sales chief he held a meeting with his sales team and announced that he was soon going to start reorganizing the sales areas.

What he is unaware of is that his company is going to be merging with one of its competitors in six months' time and that because of this imminent merger company management has consciously been delaying this badly needed restructuring.

The formal announcement therefore becomes an improbability and the sales team's disappointment is great: "It's always the same: once someone becomes the boss they don't care about their former colleagues and their problems."

Jurgen Gerhardus, Managing Director of the VA Academy of Management and Sales shows how to avoid false starts in a new position, irrespective of whether it be in your old company or a new one:

Before getting carried away and making any announcements make sure that you have a clear picture of the possibilities and limits of your new position. If you want to restructure sales areas you must make sure that you have the authority to do so. Do not promise or announce anything unless you are absolutely sure that you have received the green light from above.

Resist the temptation of committing yourself to a particular style of management. If you have been annoyed by the totalitarian management style of your antecedent then this temptation is particularly great. It is dangerous to make rash promises such as:

"If you ever have a problem my door is always open."

"You know that I have come from your ranks and that I don't think much of unilateral decisions."

If you are overly accommodating with your former colleagues you will soon find that you are probably overwhelmed with work that they should in fact be doing. If you have an overly democratic style of management this could lead you to having to tolerate wrong decisions if they were made on a majority basis.

Do not let yourself be dictated to too much by individual sales people. Many newly appointed managers who attend management training courses admit to this being an issue. Salespeople who were always sent off with a flea in their ear from your predecessor see your promotion as a good chance to change things. The sales person who always complained that other sales people had better areas than him is one such example. Find out as much information about your predecessor's decisions before promising them a new area!

In case you were appointed because there are plans for radical and unpleasant changes such as scaling down the sales team, avoid any masquerade. During the first few days it is easier to act as if you don't know anything about the plans. But this type of behavior only leads to you losing the trust and loyalty of your salespeople when the truth comes out! Do not gloss over things in order to survive the first few days without injury.

Tell your salespeople that there are going to be changes and that you will be discussing these with each of them individually at a given time.

Always keep in mind the following three tips when you make an inaugural speech to your sales team:

The first thing to do is to sell yourself and your qualifications to your sales team. Tell them what you have done in the past, the areas you have specialized in and the specialist knowledge that you have acquired. In short: let them know how you can contribute to the success of the company, the sales department and therefore their own success. However be careful not to lay it on too thick! Most people do not like people to blow their own trumpet.

Establish things you have in common: industry contacts, similar branch peaks and troughs, etc.

By acknowledging their past performances you make the sales people warm to you: "You have managed to consistently extend your market share over the past few years."

You will also make your salespeople warm to you if you let them know that you could use their help: "Can you please help me to get the hang of things, particularly in the first few days." This will also give them a sense a value which is important to many sales people as taught on good management training courses.

Richard Stone: link

Subject: Management Seminar

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