Live-Online Training Catalog

Transcription

1 2012 Live-Online Training Catalog

2 Dale Carnegie & Associates, Inc. 290 Motor Parkway, Hauppauge, NY 11788

3 Copyright 2011 Dale Carnegie & Associates, Inc. 290 Motor Parkway Hauppauge, NY All rights reserved. Except as permitted under the U.S. Copyright Act of 1976, no part of this publication may be reproduced, distributed, or transmitted in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. Printed in the U.S.A.

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5 CUSTOMER SERVICE Attitudes for Service... 5 Complaint Resolution... 5 Create Loyal Customers... 5 Effective First Impressions: Face to Face... 6 Referrals... 6 Manage Customer Expectations... 6 Internal Customer Service... 7 Overcome Obstacles to Customer Service... 7 Coaching a Service Team... 7 LEADERSHIP Coaching Approaches Mentorship: Launching an Initiative Coach for Performance Improvement Mentorship: Creating a Partnership Planning Motivation Vision, Mission, Values Strategic Planning Ethical Leadership Performance Appraisal Performance Defined Handle Mistakes Developing Personal Leadership Time Management Time Control to Work on Your Business Business Professionalism Build Trust, Credibility, Respect Multi-tasking Network through Community Service Cross and Up Selling... 8 Telephone Skills Outbound... 8 Service to Sales... 8 Suggestion Selling... 9 Generate Customer Interest... 9 Customer Value Solutions... 9 Customer Follow Through Telephone Skills Inbound Telephone Skills: Inbound and Outbound Focus and Discipline Networking to Build Your Personal Brand Networking to Promote Your Organization Network to Build Business Connections New Employee Orientation Succession Planning Talent Selection: Developing Criteria and Screening. 20 Talent Selection: Interviewing Skills Communicate to Lead Delegation Conflict Management Leading Strong Teams Lead Effective Meetings Leadership Communications Leadership Styles and Tendencies Motivational Leadership Share the Glory Visionary Leadership Building Employee Engagement Table of Contents PRESENTATION Vocal Skills and Body Language Presenting with Visual Impact Planning Presentations Present to Persuade Present to Gain Input Present to Inform Facilitate for Group Results Presenting with Impact Feedback: Supportive and Corrective Interpersonal Skills for Facilitators Coaching for Skill Development Creating Organizational Impact Training Design and Evaluation Confrontational Questions Presenting as a Team Presenting to a Team DALE CARNEGIE ONLINE TRAINING

6 TABLE of Contents PROCESS IMPROVEMENT Change Engagement Adjust to Change Team Change Engagement Lead Change without Authority Innovation SALES Uncover Sales Opportunities Pipeline and Territory Management Account Development Rapport: Becoming a Trusted Advisor Generate Interest Through Informed Discovery Presenting Solutions to Buying Teams Establish Return on Investment Commitment Strategies Negotiations: Leveraging Personality Styles Negotiations: Collaborate to Win Negotiations: Analysis Negotiations: Presentation Negotiations: Bargaining and Agreement Negotiations Mastery...42 Manage Change Effectively Process Improvement Team Problem Solving and Decision Making Analyze Problems and Make Decisions Project Planning Foundation for Consultative Selling...42 Rapport Interest Solution Overcoming Objections Motive & Commitment Master the Selling Process Successful Sales Leadership...45 Sales Performance Defined...45 Sales Meetings Coaching Salespeople Recruiting Salespeople Hiring Salespeople...46 TEAM MEMBER ENGAGEMENT Team Member Engagement Communicate with Diplomacy & Tact Communicate with Different Personality Styles Listening Skills for Boosting Communication Internal Conflict Resolution Conflict - Maintaining Emotional Control Conflict Mediation Conflict as a Growth Opportunity Bringing Conflict Into the Open Conflict to Collaboration Disagree Agreeably Emotional Control Work-Life Balance Avoid Burnout Keep Stress and Worry in Perspective Stress Reduction through New Work Habits Staying Positive in the Face of Lay Offs Managing Stress Understanding Diversity Valuing Diversity Leveraging Diversity Managing Diversity Understanding Generational Diversity Communicating Across Generations Managing Across Generations Diversity: Global Travel and Culture Foundation for Success Work with Difficult People Negotiations: A Human Relations Approach Interpersonal Competence for Career Growth Interpersonal Competence: Connect with Others Interpersonal Competence: Enhance Teamwork Interpersonal Competence: Influence Change Interpersonal Competence: Best Practices Establishing an Effective Team Team Member Engagement Team Building Team Building Basics Dealing with Difficult Team Members Ending a Successful Team External Partnerships... 61

7 Strategic Planning Primary Primary Primary Related Related Related Succession Planning Related Related Primary Related Primary Related Talent Selection: Developing Criteria and Screening Primary Primary Related Related Talent Selection: Interviewing Skills Primary Primary Primary Related Related Time Control to Work on Your Business Primary Primary Related Time Management (Time mgt) Related Related Primary Related Primary Related Vision, Mission, Values Related Related Related Primary Primary Visionary Leadership Related Related Related Primary Primary Related Primary LEADERSHIP Leadership Course COURSE List LIST Build Trust, Credibility, Respect Related Primary Related Building Employee Engagement Related Primary Related Primary Related Business Professionalism 101 Related Related Related Primary Coach for Performance Improvement Primary Primary Related Primary Related Coaching: Supportive + Directive Approaches Related Related Primary Related Communicate to Lead Primary Related Related Conflict Management Primary Related Related Related Delegation Primary Related Primary Related Related Developing Personal Leadership Related Primary Primary Related Ethical Leadership Primary Related Primary Related Primary Focus and Discipline Primary Primary Related Related Primary Handle Mistakes Primary Primary Related Related Related Lead Effective Meetings Related Related Primary Primary Related Leadership Communications Primary Related Related Primary Primary Leading Strong Teams Related Related Related Related Primary Related Primary Leadership Styles and Tendencies Primary Related Primary Related Primary Mentorship: Creating a Partnership Related Related Primary Primary Primary Mentorship: Launching an Initiative Related Primary Related Motivational Leadership Related Primary Primary Related Primary Multi-tasking (Time mgt) Primary Primary Related Related Related Network through Community Service Related Primary Related Primary Network to Build Business Connections Related Primary Related Primary Primary Networking to Build Your Personal Brand Primary Related Related Primary Primary Networking to Promote Your Organization Related Related Primary Primary Primary New Employee Orientation Primary Related Related Related Performance Appraisal Primary Related Related Related Related Primary Performance Defined Primary Related Related Primary Planning Related Related Related Primary Primary Share the Glory Related Primary Related Primary Related Primary CUSTOMER Customer Service SERVICE Course COURSE List LIST Attitudes for Service Related Primary Related Primary Primary Related Related Related Coaching a Service Team Primary Related Primary Related Primary Related Complaint Resolution Related Related Primary Primary Related Related Create Loyal Customers Related Primary Related Primary Cross and Up Selling Related Primary Primary Related Related Customer Follow Through Primary Related Related Primary Related Customer Value Solutions Related Related Primary Primary Primary Effective First Impressions: Face to Face Related Primary Primary Related Related Generate Customer Interest Related Related Primary Primary Related Internal Customer Service Primary Related Related Primary Related Related Related Related Manage Customer Expectations Related Related Related Primary Primary Overcome Obstacles to Customer Service Primary Related Primary Related Primary Related Referrals Related Primary Primary Related Service to Sales Related Primary Primary Related Related Suggestion Selling Related Primary Primary Related Related Telephone Skills Inbound Related Related Primary Related Primary Related Telephone Skills Outbound Related Related Primary Primary Related Telephone Skills: Inbound and Outbound Related Primary Related Primary Related COMPETENCIES Competencies Accountability Adaptability Attitude Change Management Communication Conflict Resolution Creative Thinking Customer Acquisition Customer Experience Decision Making Diversity External Awareness Human Resource Mgmt Influence Initiative Interpersonal Skills Leadership Management Controls Professionalism Results Oriented Stress Management Teamwork Values Vision DALE CARNEGIE ONLINE TRAINING Course Competency Map 1

8 Course Competency Map 2 SALES Sales COURSE Course List LIST Account Development Primary Related Related Primary Coaching Sales People Related Primary Related Related Related Primary Related Commitment Strategies Related Primary Primary Primary Related Related Establish Return On Investment Related Primary Primary Related Related Primary Foundation for Consultative Selling Primary Primary Related Related Generate Interest Through Informed Discovery Primary Primary Primary Related Related Related Hiring Sales People Primary Primary Related Interest Related Primary Related Related Master the Selling Process Primary Primary Related Related Motive and Commitment Related Primary Related Related Negotiations: Analysis Related Primary Primary Primary Related Related Negotiations: Bargaining and Agreement Related Primary Primary Primary Related Primary Negotiations: Collaborate to Win Related Primary Primary Primary Related Related Negotiations: Leveraging Personality Styles Primary Related Primary Primary Related Related Negotiations: Mastery Primary Primary Primary Primary Related Related Negotiations: Presentation Related Primary Related Primary Primary Related Primary Objections Related Primary Related Related Related Pipeline and Territory Management Related Primary Related Primary Primary Presenting Solutions to Buying Teams Related Primary Primary Primary Related Related Rapport Primary Primary Related Related Rapport: Becoming a Trusted Advisor Related Primary Primary Primary Related Recruiting Sales People Primary Related Related Related Sales Meetings Related Related Primary Related Related Primary Sales Performance Defined Primary Primary Related Related Related Related Solution Primary Primary Related Related Successful Sales Leadership Related Primary Related Primary Related Related Uncover Sales Opportunities Primary Primary Related Related PROCESS Process Improvement IMPROVEMENT Course COURSE List LIST Adjust to Change Primary Primary Related Related Analyze Problems and Make Decisions Primary Related Related Related Change Engagement Primary Primary Related Related Innovation Primary Primary Primary Related Related Related Related Lead Change without Authority Related Primary Related Primary Manage Change Effectively Primary Related Related Related Process Improvement Primary Related Primary Related Primary Project Planning Primary Related Related Related Primary Primary Team Change Engagement Related Primary Related Primary Team Problem Solving and Decision Making Related Primary Primary Related Primary Presenting to a Team Related Primary Primary Related Related Presenting with Impact Related Primary Primary Primary Related Presenting with Visual Impact Primary Related Related Training Design and Evaluation Primary Primary Related Related Related Vocal Skills and Body Language Related Primary Related Present to Persuade Primary Primary Related Related Related Presenting as a Team Primary Related Primary Related PRESENTATIONS Customer Presentations Service COURSE Course List ListLIST Coaching for Skill Development Related Primary Primary Related Primary Related Confrontational Questions Related Primary Related Related Creating Organizational Impact Related Related Primary Primary Related Primary Facilitate for Group Results Primary Primary Related Related Related Feedback: Supportive and Corrective Related Related Primary Primary Primary Interpersonal Skills for Facilitators Related Primary Primary Related Primary Related Planning Presentations Related Primary Primary Related Present to Gain Input Primary Related Primary Related Present to Inform Primary Related Primary Related COMPETENCIES Competencies Accountability Adaptability Attitude Change Management Communication Conflict Resolution Creative Thinking Customer Acquisition Customer Experience Decision Making Diversity External Awareness Human Resource Mgmt Influence Initiative Interpersonal Skills Leadership Management Controls Professionalism Results Oriented Stress Management Teamwork Values Vision

9 Team Member Engagement Course List Avoid Burnout Related Related Primary Related Being a Contributing Team Member Primary Related Related Related Related Primary Related Primary Bringing Conflict into the Open Related Primary Related Primary Related Related Primary Communicate with Diplomacy and Tact Primary Related Related Primary Communicating Across Generations Primary Primary Related Related Communicating with Different Personality Styles Related Primary Primary Primary Related Related Conflict as a Growth Opportunity Related Primary Related Related Conflict - Maintaining Emotional Control Related Primary Related Related Conflict Mediation Primary Primary Related Related Conflict to Collaboration Related Primary Related Related Related Primary Related Dealing with Difficult Team Members Primary Related Primary Related Primary Related Related Diversity: Global Travel and Culture Related Primary Primary Related Disagree Agreeably Related Related Primary Primary Primary Related Emotional Control Related Primary Related Primary Ending a Successful Team Primary Related Primary Related Related Primary Related Related Primary Related Establishing an Effective Team Related Primary Related Primary Related Related External Partnerships Primary Related Related Related Primary Related Related Foundation for Success Primary Related Related Primary Internal Conflict Resolution Related Primary Related Interpersonal Competence: Best Practices Primary Related Related Related Primary Primary Interpersonal Competence: Connect with Others Primary Related Related Primary Primary Related Interpersonal Competence: Enhance Teamwork Primary Related Related Related Primary Primary Interpersonal Competence for Career Growth Primary Related Related Primary Primary Related Interpersonal Competence: Influence Change Related Primary Primary Primary Related Keep Stress and Worry in Perspective Primary Related Related Primary Related Primary Leveraging Diversity Primary Related Primary Related Listening Skills for Boosting Communication Related Primary Primary Related Related Managing Across Generations Primary Related Related Primary Managing Diversity Primary Related Primary Related Managing Stress Related Primary Primary Related Primary Negotiations: a Human Relations Approach Primary Related Primary Related Primary Stay Positive in the Face of Layoffs Related Related Primary Related Primary Stress Reduction through New Work Habits Related Related Related Primary Primary Sustaining Measurable Success Primary Related Related Primary Teambuilding Related Primary Primary Primary Related Related Teambuilding Basics Related Related Primary Primary Understanding Diversity Related Primary Related Primary Understanding Generational Diversity Primary Primary Related Related Valuing Diversity Related Primary Primary Related Work-life Balance Related Primary Primary Related Related Work with Difficult People Primary Related Primary Related TEAM Customer MEMBER Service ENGAGEMENT Course List COURSE LIST COMPETENCIES Competencies Accountability Adaptability Attitude Change Management Communication Conflict Resolution Creative Thinking Customer Acquisition Customer Experience Decision Making Diversity External Awareness Human Resource Mgmt Influence Initiative Interpersonal Skills Leadership Management Controls Professionalism Results Oriented Stress Management Teamwork Values Vision DALE CARNEGIE ONLINE TRAINING Course Competency Map 3

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11 Attitudes for Service Building Customer Loyalty Summary: It sounds simple, but successful organizations recognize that customer satisfaction stems from a series of interconnected causes and disciplines, and that customer loyalty drives profitability and growth. This complete experience is what can cause a customer to become a champion for an organization. This module begins with taking 100% responsibility for yourself and the attitude you convey. Each time you come into contact with a customer, your attitude is showing. The challenge is to maintain a friendly, low pressure and high service environment for your customers and keep yourself productive and service oriented throughout your day. 1. Assess customer service attitudes to set goals for improvement 2. Incorporate the four drivers of customer service to build customer relationships 3. Apply attitude control principles to manage our attitudes 4. Use conversational language to keep the interaction low pressure Complaint Resolution Attitude External Awareness Customer Experience Building Customer Loyalty Summary: In this module, you will be able to explore the variety of causes of complaints, identify ways to neutralize negative attitudes, and follow a process that deals with both the emotional and rational elements of complaints. You will create approaches to maintain a positive attitude yourself, even when dealing with difficult people and difficult issues. Complaints don t have to be negative experiences all the time. You will work together to create win-win relationships with customers. You will examine root causes of the complaints you receive and create ways to reduce or eliminate them. Finally, you will discover that effectively resolving complaints is actually a way to reduce stress, build relationships, and improve customer loyalty and retention. CUSTOMER SERVICE 1. Deal with emotional and practical aspects of complaints 2. Apply methods to reduce our stress when resolving complaints 3. Implement a consistent process to resolve complaints 4. Reduce the number and type of complaints we receive Conflict Resolution Customer Experience Create Loyal Customers Building Customer Loyalty Summary: According to experts, more than 50% of customers will discontinue doing business with a company not because of price or quality, but because of negative experiences in dealing with the human side of doing business. Today s customer is more educated, better prepared, and has more alternatives than ever before. In this regard, research indicates that merely satisfying customers is not enough. In order to turn customers into fans who will not only remain loyal to your product or service, but will spread the good word, you need to exceed expectations and provide exceptional customer service. Customer satisfaction is about the basics: quick response time, patience, knowledge, friendliness, good follow-up, and caring. Good customer service is about people skills and relationship building, whether it s over the phone or face-to-face. Exceptional customer service is about differentiating your organization from the competition, and creating customer loyalty. 1. Increase customer loyalty through exceptional customer service 2. Apply a code of ethics and principles to exceed customer expectations 3. Use creative follow-up techniques to build relationships Customer Experience Interpersonal Skills DALE CARNEGIE ONLINE TRAINING 5

12 CUSTOMER SERVICE Effective First Impressions: Face to Face Building Customer Loyalty Summary: Customers want to be recognized, appreciated, and treated with courtesy and understanding. In order for this to happen, you have to be at your best in this meet and greet stage of the sales process. In this module, you examine the critical first steps in the customer service process: meeting and greeting the customer. You work on exceeding the customer s expectations in their interactions with you. You commit to avoiding the kinds of mistakes that can damage the process before it has a chance to start, while following a simple process for moving the customer interaction forward. 1. Create an unforgettable first impression 2. Make customers feel important 3. Use a process for meeting and greeting customers Referrals Customer Acquisition Customer Experience Building Customer Partnerships Summary: Asking for referrals can be an uncomfortable step for many people. A key way to change this is to recognize that asking for referrals can be a benefit for your existing customers. They can be helping you, their contact, and their company all at the same time. Customer service people benefit from helping create results for new customers and strengthening business relationships. The new customer benefits because they can find ways to solve problems and create new opportunities. In this module, you will be able to explore the barriers to asking for referrals, recognize the possible benefits for everyone involved, and learn an easy and conversational approach to ask for more business opportunities. 1. Overcome the logical and emotional barriers about referrals 2. Create win-win referrals customers find comfortable 3. Apply a process to ask for referrals with confidence 4. Follow through on referrals to win new customers Interpersonal Skills Customer Experience Manage Customer Expectations Building Customer Partnerships Summary: You have far more potential to develop long lasting relationships and future business by managing customer expectations in a realistic way. Customers continue to do business with organizations that deliver on what they promise. In addition, customers continue to do business with organizations that they feel have treated them fairly. In this module, you examine ways that you can exceed your customers expectations by setting, monitoring and influencing their expectations. You begin by discussing the importance of accentuating the positives of doing business with your organization. Then you analyze the expectations that your customers bring to you and sure-fire ways to enhance their experience Determine the expectations of customers 2. Manage customer expectations in order to exceed them 3. Utilize a customer expectations management process Customer Experience Interpersonal Skills

13 Internal Customer Service Internal Customer Service Summary: There is no way to become a customer-focused organization without being people-oriented. There are people throughout your organization who all need help to get their jobs done in order to make the final paying customers happy. In this module, you will work on ways to better service your internal customers. You will begin with yourself and your attitude. You will discover ways to keep the lines of communication open and manage expectations. When you work together in your organization to meet the needs of your internal customers, your external customers will reap the benefits of a cohesive and motivated team that focuses on helping them to achieve their objectives. 1. Provide better service to internal customers to impact our external customers 2. Gain a clear picture of the internal service relationships in our position 3. Analyze the expectations of our internal customers 4. Apply elements of superior internal customer service Overcome Obstacles to Customer Service Conflict Resolution Adaptability Leading Customer Service Summary: Customer service managers are usually so busy putting out fires that it is difficult to take the time to solve the root causes of barriers to their service teams. If you continue to focus on the most pressing need of the day, you will never be able to lead your service team effectively. Good managers take the time needed to resolve recurring issues, and use the collective power of the team to make life easier for everyone. CUSTOMER SERVICE 1. Identify challenges to providing outstanding customer focus 2. Implement a process to collaborate and gain consensus on solutions 3. Launch an initiative to implement solutions Leadership Accountability Customer Experience Coaching a Service Team Leading Customer Service Summary: Managers of service teams have challenging responsibilities to juggle. You deal with the expectations established by marketing and advertising, promises made by salespeople, problems with operations and production, and dealing with internal and external customer needs. Coaching service people to meet or exceed all these expectations requires you to have a delicate balance of diplomacy and discipline. 1. Manage talent and set goals to bridge gaps in performance 2. Identify, monitor, and hold employees accountable 3. Use constructive feedback and coaching to improve performance Leadership Accountability Customer Experience DALE CARNEGIE ONLINE TRAINING 7

14 CUSTOMER SERVICE Cross and Up Selling Service Based Selling Summary: Professionals try to help customers make a better buying decision. That is the purpose of this module to help you find ways to give more value to your customers. This is good for them, for you, and for your company. We will explore ways to make cross and up selling a win-win situation for everyone. In this module, you will be able to work with proven tools to open doors for additional business. You will learn how to sell, without feeling pushy. You will create added value for your customers, in a way that will make everyone feel they came out ahead. 1. Identify win-win opportunities to provide more products and services 2. Create opportunities to add value for customers 3. Apply a cross and up selling process to make decisions easy for customers Telephone Skills Outbound Customer Acquisition Customer Experience Service Based Selling Summary: Customer service professionals are sometimes reluctant to make calls. They don t like to think of themselves as an intrusion, and have to deal with rejection a large percentage of the time. Worse still, people are getting harder to reach. Just because you have their phone number or their address doesn t mean they want to hear from you. Conducting yourself in a friendly, professional way in outbound call situations is one way that you can differentiate your organization from your competition. Looking at each interaction with a customer as a defining moment that can make or break the relationship sets a context for the skills in this module. You will look at ways to streamline the process and make your results more predictable so that you can repeat success. 1. Determine Defining Moments when customers form lasting positive or negative opinions of our organization 2. Improve customer interactions to exceed their expectations 3. Use principles for outstanding outbound telephone effectiveness 4. Gain credibility by using call purpose outlines Customer Acquisition Customer Experience Service to Sales Service Based Selling Summary: Customers today have high expectations when it comes to customer service. As a result, organizations devote tremendous resources to making sure that the customer is treated promptly and respectfully. These high service expectations put a lot of responsibility on those of you who deal with customers on a daily basis. In this module, you examine the transition that occurs between meeting a customer s initial expectations and guiding them to additional purchases. You practice ways of making the transition to sales smoothly and comfortably. You accomplish this through your ability to anticipate customer needs, honestly see their point of view, and recognize specific solutions that you can offer Anticipate customer needs 2. Guide customers to additional purchases 3. Identify selling opportunities Customer Acquisition Customer Experience

15 Suggestion Selling Service Based Selling Summary: Some of the most powerful suggestion selling approaches are simple questions and recommendations. These are meaningful comments that demonstrate you are interested in the best results for your customer. When you are as interested in the customer s success as you are in your own success, you build confidence and trust. Customers want to know that you are looking out for their best interests. In this module, you increase your awareness and skill in the application of suggestion selling. You discuss the stereotypes of high-pressure salespeople and how that affects your relationship with customers. You commit to avoid actions that reinforce negative stereotypes and apply skills that build trust with customers. 1. Use non-pressure selling techniques 2. Gain customer trust through helpful suggestions 3. Tie customer expectations to additional selling opportunities Generate Customer Interest Customer Acquisition Customer Experience Service Based Selling Summary: Before you can present a valid solution, you need to understand and appreciate the customer s situation. Effective questioning allows you to gather the right information so you can present the most appropriate solution that allows you to create value for the customer. In this session, you practice the skills of asking questions in customer service and sales settings. You will follow a process that is easy to use and provides you with needed information from the customer so you can provide them with the most effective solution. CUSTOMER SERVICE 1. Adopt a focused customer service process 2. Identify key customer issues 3. Use questions to guide customers to buying decisions Customer Acquisition Customer Experience Customer Value Solutions Service Based Selling Summary: Making a buying decision is a complex calculation of factors in the mind of the buyer. People not only seek a product or service solution, they look for brands that have proven their worth, consultants they can trust, and convenience relative to location and access. Added together, these elements develop into a formula that shapes the decisions made by buyers. By executing every part of that equation, you give yourself the best opportunity to build a loyal customer base with the highest potential for repeat sales. In this module, you examine the reasons why customers select the products and services that they purchase. You study the process of making a buying decision from the customer s point of view. From this you apply the equation of product, supplier, and consultant that adds up to positive purchasing choices made by consumers. 1. Determine the customer value of your solutions 2. Formulate solutions unique to each customer 3. Influence the decision to utilize your products and services Customer Acquisition Customer Experience Influence DALE CARNEGIE ONLINE TRAINING 9

16 CUSTOMER SERVICE Customer Follow Through Service Based Selling Summary: Making an initial contact or an initial sale does not guarantee a long-term relationship that is valuable for all involved. Customers are busy professionals who value exceptional service that helps them succeed. Your follow through can be the difference between having a one-time buyer or having a long-term champion for your organization. In this module, you develop a through and systematic way to follow through with customers. You choose from a range of possible follow-through activities that will be effective in maintaining customer contact. You take a creative, yet organized approach to meeting your customer s follow-through expectations. 1. Recognize customer follow-through expectations 2. Create opportunities for follow-through actions 3. Discover a systematic process for professional follow-through Telephone Skills Inbound Customer Experience Telephone Service Summary: This module is designed to provide the basics of how to make the most of inbound sales opportunities. When customers take the time to call you, there is a reason why they made the effort. Whether it is to place an order, ask a question, or register a complaint, a real person is at the other end of the line. Many times you have to break through communication barriers to help the person articulate their reason for calling. Inbound calls take patience and good human relations skills. This module will identify the small differences that can make a big difference in customer service. You will look at ways that you can make the most of inbound call opportunities. You will utilize a questioning model that will help you evaluate what your customers need, so that you can respond to them in the most effective way. As a result, you will build confidence in yourself and your abilities to handle inbound call opportunities. 1. Identify the small differences that can make a big difference in customer service 2. Make the most of inbound sales and customer service opportunities 3. Develop confidence in customer interactions with inbound callers 4. Use the Information Gathering Model to evaluate how to best meet our caller s needs Customer Experience Telephone Skills: Inbound and Outbound Telephone Service Summary: Who is in sales? We all are! Even if your title isn t sales representative, your company is expecting you to make the most of every customer contact. As more customer service teams and call centers move toward cross-selling and up-selling, you need to be all-around service and sales representatives. You need the knowledge and skills to build relationships, ask the right questions, close sales, and ensure that your products and services exceed your customers expectations Develop confidence in customer telephone interactions 2. Apply human relations to deal with difficult customers 3. Use the in-bound information gathering model to understand customer needs 4. Use an outbound call purpose outline to create favorable attention Customer Experience

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18 LEADERSHIP Coaching Approaches Coaching Summary: Coaching is a major responsibility of every manager, and for many people it can be a major challenge. Managers need to be able to maintain performance standards, be certain people are following policies and procedures, and hit individual and team targets. And you have to do all of this through other people. Good managers know that building relationships with their associates is the only way to achieve these objectives in the long run. They have to be able to use a variety of coaching techniques and approaches, depending on the person and the circumstances. The right blend of supportive and directive coaching can bring out the best in everyone. 1. Understand the differences between supportive and directive coaching 2. Evaluate how different people will respond to coaching 3. Apply directive coaching to close behavior gaps 4. Avoid coaching sidetracks 5. Apply supportive coaching to create buy-in Results Oriented Coach for Performance Improvement Coaching Summary: Accountability starts with clearly defined performance objectives, and the leader measures individual and group contributions against that end, working diligently to close the gaps. Holding others accountable to their goals provides opportunities for growth, learning, and ongoing motivation. The tools provided in this module close the gap between expected performance and actual results. After completing this session, you will coach for improved performance following a step-by-step process. 1. Describe the Cycle of Growth and Change and how it relates to training 2. Apply the steps of the coaching process to improve performance in others 3. Identify additional approaches to develop people Leadership Human Resource Management Accountability Mentorship: Launching an Initiative Coaching Summary: Studies show that a powerful way to engage employees, improve performance, and build loyalty is to create a mentoring program. Pairing less experienced workers with tenured workers, for example, can help keep the lines of communication open, demonstrate an interest in their long-term goals and success, identify opportunities to meet those goals, and assist in succession planning by passing on values, expertise, and experience. After completing this module, you will understand the benefits of mentor-learner relationships in the workplace, and delineate between mentor, friend, and coach. You will discover the necessary qualities of a mentor, how to pair mentors with learners, and tools for launching and sustaining a successful mentoring initiative Define the mentoring initiative and the qualities of an effective mentor 2. Apply the essentials for launching a successful mentoring initiative 3. Use techniques for sustaining success Leadership

19 Mentorship: Creating a Partnership Coaching Summary: Mentoring is when an individual who is a role model agrees to give professional advice and support to another person. The mentor is willing to share knowledge and experience with the individual being mentored, and often lets the individual in on their own network of professional contacts. In this module, you explore the advantages of mentoring in today s workplace. You discover the benefits of being mentored, as well as the rewards of providing mentorship to others. You commit to following guidelines on making both sides of the mentoring relationship feel like it is a worthwhile investment of time and commitment. 1. Examine the benefits of mentoring Interpersonal Skills Influence 2. Discuss guidelines for finding mentors Vision 3. Sustain mentor relationships LEADERSHIP Planning Organizational Leadership Summary: Creating vision and the plan to move toward that vision is leadership in action. Leaders not only see the big picture and communicate it well; they break that plan down into the priorities and methods necessary to achieve group goals. After completing this module, you will be able to clearly communicate the steps necessary to turn an idea or innovation into a plan of action. 1. Describe a vision in clear, specific, compelling terms 2. Apply the steps necessary to transform the vision into action 3. Create a plan with clearly defined communication goals Vision Results Oriented Motivation Organizational Leadership Summary: Leaders respect and value the differences in others. They accept that the only sustainable competitive advantage today is found in their human resources. In this module, you will become familiar with the Dale Carnegie Human Relations Principles and a method for offering recognition and appreciation. After completing this session, you will be able to apply human relations principles that build trust with others and identify opportunities to recognize and develop the human potential in your organization. 1. Examine work environments and identify current motivation levels 2. Identify motivation factors and tools to increase motivation among associates 3. Apply human relations principles to build effective relationships and commitment levels 4. Accentuate the positive in specific, measurable terms Interpersonal Skills DALE CARNEGIE ONLINE TRAINING 13

20 LEADERSHIP Vision, Mission, Values Organizational Leadership Summary: In Good to Great, Jim Collins and his team conducted exhaustive research on organizations from a variety of businesses to determine what makes companies move from being good to great. One of their key findings was that companies that prospered over the long term tended to be visionary. They knew their major strengths, and focused on the long term future. You can do this, too. This module can move you past a vision statement into being visionary in planning and execution. 1. Create vision statements that are motivating and compelling Values 2. Define mission statements that demonstrate a clear path Vision to the vision 3. Clarify values to build alignment 4. Communicate vision, mission and values to stakeholders Strategic Planning Organizational Leadership Summary: It does not take much to be convinced of the importance of planning. Research and anecdotal examples abound with organizations that have thrived or failed due to adequate or inadequate planning. You are well aware that when it comes to planning skills, you can either create your own destiny or be at the mercy of the moment. The key is in creating the plan that will allow your organization to become what it needs to be. In this module, you look at how strategic planning differs from tactical planning. You examine the elements of strategic planning, develop a strategic intent, and identify the core competencies that set you apart from our competition. 1. Understand strategic planning and how it differs from tactical planning 2. Develop a Strategic Intent as a foundation for our organization s plan 3. Isolate the core competencies of our organization 4. Assess current situation using SWOT Analysis Leadership Decision Making Change Management Ethical Leadership Organizational Leadership Summary: We need boundaries in order to make good ethical choices. Looking at the history of successful organizations tells us that the creation of ethical boundaries is the key to thriving and surviving. Tomorrow s leaders are the ones who, through excellence and strong character, stood within their ethical boundaries today. After completing this module, you will solidify your own personal code of ethics by determining your ethical boundaries. You will use your own personal experience and the experience of others to cement approaches in ethical decision- making. You will resolve to be the role model as a leader in your organization, community and family. 1. Determine our ethical boundaries 2. Model ethical values and principles 3. Make decisions based on ethics Values Leadership Accountability 14

21 Performance Appraisal Performance Management Summary: Performance appraisals don t have to be an ordeal for everyone involved. Making performance expectations clear from the start takes the guess-work out of appraising at the end of the year. When you work with associates to create achievable targets and give them ongoing real-time coaching and feedback, people are better able to hit their targets. Appraisal meetings should include a candid, adult discussion about positive and negative results, and plans for the future. Specific strategies to help individuals, teams, and the organization meet critical objectives helps everyone feel they are moving in the right direction and making a solid contribution. In this module, you will work with a process that makes performance appraisals less stressful, easier, more subjective, and more results-oriented. 1. Create a performance management culture Results Oriented 2. Conduct RAVE Performance reviews Accountability 3. Make the appraisal process fair and equitable, with reduced stress 4. Use the appraisal process to focus on future growth LEADERSHIP Performance Defined Performance Management Summary: Accountability starts with clearly defined performance goals. Translating an organization s business objectives into daily tasks is the process side of performance management. When you consider the human element of performance, you must consider that it is often not enough to know just what to do. It is also important to know the how, why, and how well or how often, in order for people to bring their best ideas and contributions to the work they do. Without clearly defined performance goals, you cannot determine if it is the person or the process that must be coached. After completing this module, you will be able to create clear, specific performance expectations that support an organization s vision and overall objectives. 1. Create a picture of what a job looks like when it is being done well 2. Write a document that defines performance expectations 3. Identify key skills, knowledge and abilities essential to job performance 4. Translate business objectives into daily activities with measurable results Handle Mistakes Management Controls Human Resource Management Performance Management Summary: Leaders maintain the dignity of others during times of conflict and change. The Dale Carnegie Human Relations Principles provide a road map for this process. People don t change; people grow. They accept new ideas and coaching readily if they feel their ideas and opinions are considered. After completing this module, you can handle mistakes in a way that helps the individual maintain his or her dignity while offering ideas for problem resolution and improvement. 1. Effectively handle mistakes using a human relations approach 2. Refer to the problem or situation in a professional way to more consistently retain valuable people and team empowerment 3. Maintain control by managing a reasonable, allowable margin of error Conflict Resolution DALE CARNEGIE ONLINE TRAINING 15

22 LEADERSHIP Developing Personal Leadership Personal Leadership Summary: Our world has changed. Most organizations used to hire managers and hire leaders, but they were not necessarily the same people. Today, you are expected not only to be an effective leader but also a coach and mentor. You are probably more comfortable on one side or the other in the leadership and management equation. This module will help you strengthen the skills you need to balance leadership and management. 1. Understand leadership and management and the related drivers for success 2. Describe leadership experiences and values 3. Innerview to open the lines of communication and build trust 4. Create a personal vision as a leader and manager Time Management Leadership Interpersonal Skills Personal Leadership Summary: Time escapes minute by minute and hour by hour. Nothing you do will stop or rewind a clock or calendar. We all have the same amount of time, 1,440 minutes per day. There is no short-cut to managing yourself more effectively. The key is to invest your time in the most productive way, not only for the sake of your company but for your own peace of mind. In this module, you will start by discovering where your time is spent. Having a clear picture of where time gets lost will give the best indications of where improvements can be made. You will review specific tools and approaches that will help you stay on target, reduce procrastination, and get results in the areas over which you can take more control. 1. Understanding of where time is spent 2. Develop the mindset to overcome time management obstacles and work more efficiently 3. Apply tools to plan, organize, and manage our time 4. Leverage time and increase productivity working smarter, not harder Management Controls Initiative Time Control to Work on Your Business Personal Leadership Summary: The business world is constantly pushing every person and resource to the very edge of capabilities. And it is not going to get easier. Effective managers need to be able to balance all the conflicting priorities that are inherent in today s business reality of getting more done, faster, better, with less. No one can really manage time. You can only manage yourself to work most efficiently in the time available. Understanding the differences between controlled and uncontrolled time helps you focus on areas where you can have an impact, rather than wasting time and energy on unsolvable issues. This gives you the opportunity to analyze where your time goes and be able to balance routine, problemsolving, and developmental areas Manage the day to day operations while finding time to work on future growth 2. Understand the difference in routine, problem solving and developmental activities 3. Identify differences between controlled and uncontrolled time Initiative Results Oriented

23 Business Professionalism 101 Personal Leadership Summary: Many organizations express dismay over their team members lack of basic, acceptable business etiquette and manners. This is often due to being promoted into executive or other positions where you must represent your organization in a socially acceptable way. Learning proper business manners is an overlooked necessity in your leadership development. The important message is that good manners are about making other people feel comfortable and being confident in a business or social setting representing your organization. 1. Understand the role of good manners in business 2. Learn guidelines for interacting comfortably in business and social situations 3. Develop more confidence in your business professionalism Professionalism LEADERSHIP Build Trust, Credibility, Respect Personal Leadership Summary: Some statistics say that a staggering 40% of employees don t trust management and without trust, employees feel a sense of uncertainty, insecurity, and worry that creates a barrier to effective performance. With our current business reality and global economy revolving around relationships and partnerships, the ability to establish, cultivate, and restore trust with your colleagues, employees, vendors, and customers is an essential leadership capability. In addition, demands for talented workers are on the rise and competition to hire and retain the best is increasing. There s a growing need to build trust in your organization and to find ways to engage your employees more fully so they might resist the temptation to jump ship to a company that offers a more rewarding and trusting work environment. 1. Understand the relationship between trust, credibility, and respect 2. Minimize trust-busters and restore broken trust 3. Apply principles to cultivate a trust-based work environment Interpersonal Skills Professionalism Multi-tasking Personal Leadership Summary: With technology changing at lightning speed, increasing daily workloads, and demands coming from multiple sources, increased productivity is the order of the day. As a result, multi-tasking has become a necessity to succeed in business. In fact, for most professionals, multi-tasking has become second nature. But are you doing it right? At the completion of this module, you will have a better understanding of the myths and challenges of multi-tasking. You will discover and apply tips and principles for becoming more productive and efficient, including the tools to effectively prioritize and improve focus and concentration. 1. Apply principles for effective and productive multi-tasking 2. Prioritize multiple demands and increase efficiency 3. Maintain concentration and focus Adaptability Initiative DALE CARNEGIE ONLINE TRAINING 17

24 LEADERSHIP Network through Community Service Personal Leadership Summary: Networking through community service has an added value of benefitting others. Not only are you meeting people who are potentially valuable connections for you in your career, you can take satisfaction in knowing that someone in the community is better off for our efforts. You can achieve many of the same positive outcomes with community service as with other forms of networking, and obtain the added satisfaction of knowing that you have unselfishly given your time and effort to a good cause. At the completion of this module you will have tools and approaches for identifying positive community service opportunities that add value to those being served and to expanding your network of associates. You will have methods for utilizing your network without being perceived as disingenuous. You will have a plan for helping those around you and building your business. 1. Find your personal mission 2. Expand your circle of influence 3. Turn connections into relationships 4. Give back with gratitude Values External Awareness Focus and Discipline Personal Leadership Summary: As leaders acquire more authority, organizing and prioritizing daily, weekly, and monthly responsibilities becomes progressively more demanding. Leaders are challenged by keeping track of obligations, following-up on projects, attending to details, determining current status, and future planning. In addition, they are responsible for monitoring the same issues regarding their team members. In this module you take on the challenges that today s leaders face in staying on top of highly detailed management responsibilities, constantly changing workplace situations, and ever- broadening scopes of control. You study a model for prioritizing tasks that are tied to yesterday s events, today s main concerns, and tomorrow s preparation. 1. Organize for results 2. Organize and prioritize using the Past-Present-Future model 3. Organize our schedule, work, and life Leadership Accountability Results-oriented Networking to Build Your Personal Brand Personal Leadership Summary: A poll by Inc.com found that 48% of their readers believed that personal connections are the primary factor that most often leads to getting ahead in an organization. Developing your personal brand is critical to building your network. Personal branding gives you an edge to make an outstanding impression. A personal network is an excellent source of information and ideas about events, trends, opportunities, and industry news. In this module, you will look at how to strengthen your first impression, develop a Personal Branding Statement, and build your relationship skills to add to your personal and business network Make a stronger first impression when building a professional network 2. Develop a flexible and authentic Personal Branding Statement 3. Make the most of professional connections 4. Use the relationship linking technique to add to our network Professionalism Interpersonal Skills External Awareness

25 Networking to Promote Your Organization Personal Leadership Summary: Although networking is often equated with the sales profession, the ability to network has been identified as an essential skill for business success, regardless of occupation. Networking is defined as discovering connections between people in formal or informal settings and utilizing these connections for mutually beneficial career advancement. This module provides the tools for building networking skills and maximizing networking events. You will learn how to make memorable introductions and to use pre-approach to prepare for networking events. You will create an effective elevator speech, learn conversation tips for breaking into conversations, moving on to other people, keeping conversations going, and asking for referrals. After completing this module, you will walk away with a networking plan of action. 1. Build networking skills to maximize networking events and Professionalism connections Interpersonal Skills 2. Develop a memorable introduction and elevator speech External Awareness 3. Create a networking plan of action LEADERSHIP Network to Build Business Connections Personal Leadership Summary: It has become accepted wisdom that six contacts are all that separate you from anyone else in the world. The proliferation of social and business contact groups and the rapid growth of on-line contact networks speak to the average person s need to be connected. In this module, you discuss where you can meet new acquaintances who can connect you to their networks. You will discover which groups may be the best for you to join, rather than letting chance decide where you are going to spend your time and effort. Once you meet new people, you look at ways that you can build on those contacts and become a connecting point for others. 1. Choose the most appropriate groups to develop contacts 2. Utilize the secret to name remembering 3. Build on contacts for mutual benefit Professionalism Influence Interpersonal Skills New Employee Orientation Talent Management Summary: You seldom make the connection between employee retention and orientating new employees. Hours, days, weeks, and months are spent on recruiting efforts. Providing a warm welcome, and integrating new employees into the organization s culture and environment, are often afterthoughts. Planning and delivering an effective new employee orientation is a win-win opportunity. In addition to reducing start-up costs, studies show that an effective orientation improves employee retention rates. 1. Improve employee retention and build enthusiasm of new employees 2. Understand the five components of an effective orientation program 3. Design a creative and comprehensive program to welcome new employees Human Resource DALE CARNEGIE ONLINE TRAINING 19

26 LEADERSHIP Succession Planning Talent Management Summary: Building future leaders is a multi-faceted task that encompasses hiring and recruiting, developing current staff, and providing on-the-job coaching, feedback and mentoring. It is a leadership endeavor that is complex, challenging, and highly rewarding. When successful, everyone wins, including current leadership, future leadership, and the organization as a whole. This module will help you make a commitment to succession planning and management. It will help you provide a critical service to the future of the organization, while making sure that your vision for the values, culture, and achievements of the organization will be sustained. 1. Understand the definitions of replacement planning, talent management, succession planning, and succession management 2. Identify the role of succession planning and management in thriving organizations 3. Build a plan based on the succession management model Human Resource Management Leadership Talent Selection: Developing Criteria and Screening Talent Management Summary: Without a plan in place to identify and hire the right people, companies are putting themselves at great risk, having to endure both the measurable and non-measurable costs of high turnover. But how do you actually get the right people on board the bus and in the right seats? How do you develop a firm and accurate job description, sift through the resumes, and effectively screen candidates to use your time wisely to interview only those with great potential? In this module, you will use proven processes to establish criteria, design job descriptions and advertisements, screen resumes, and use telephone interviews to narrow the field of candidates. You will learn ways to take the risk out of hiring, avoid on-boarding and training costs as a result of poor decisions, and decrease the chance for high turnover. 1. Design job descriptions and establish absolute and desirable criteria 2. Promote opportunities in a way that attracts top talent 3. Screen resumes to identify highly qualified candidates Human Resource Management Decision Making Talent Selection: Interviewing Skills Talent Management Summary: It s one thing for a candidate to look good on paper. Qualifications, skills, and knowledge are definitely important; however, the ability to relate to others, establish rapport, and demonstrate a positive attitude can only be determined through an interview. And remember, the interview is a two-way street. How you come across as interviewers is a reflection on your organization. Getting to the heart of the applicant s abilities as well as interpersonal skills is the goal of the interview. In this module, you will learn interviewing skills that help you avoid costly mistakes. You first look at the interview format best suited to narrow the field for vacant positions. Then, review best practices for conducting applicant interviews and develop interview questions designed to probe for both experience and behaviors Determine the best interview format to use for talent selection 2. Apply effective interviewing tips and techniques 3. Develop interview questions that successfully identify qualified candidates Human Resource Management Decision Making

27 Communicate to Lead Team Leadership Summary: Exceptional listening skills and the ability to convince others to your way of thinking make the difference between good and great leaders. Bestselling author and highly respected leadership consultant, Marshall Goldsmith, devotes an entire chapter in his book What Got You Here Won t Get You There to the importance of listening skills. He asserts that 80% of your success in learning from other people is based upon how well you listen. He believes that many people regard listening as a passive activity when, in fact, it is a highly active process engaging every muscle in your bodies, particularly the brain. Pure listening builds trust, credibility, and respect. One reason is because when you fully listen, instead of trying to compose your response, the result is a relevant and on-target response. What you say is proof of how well you listen. In addition to listening skills, a recent survey of Fortune 1000 firms, determined that persuasion skills are one of the top 10 skills managers and leaders need for success. The ability to influence people is regarded as vital to the overall effectiveness of teams and organizations. 1. Create opportunities for feedback to close the communication loop 2. Demonstrate effective questioning and listening skills that strengthen relationships 3. Consider various forms of communication and their impact LEADERSHIP Delegation Team Leadership Summary: Once decisions have been made by a group or individual, the next step is to determine, Who will do what, when, and to what standard? Delegation is the process of sharing responsibility for results. Leaders determine the ultimate objectives to be met and the resources available, yet they share and collaborate on the plan of action. After completing this module, you will be able to demonstrate the steps of the Delegation Process to train and develop valuable team members while maintaining accountability and control. 1. Delegate tasks and responsibilities to develop and train others 2. Plan and prepare for a delegation meeting 3. Communicate clear performance standards for follow-up and accountability 4. Understand the empowerment cycle Accountability Human Resource Management Conflict Management Team Leadership Summary: Conflict is a natural part of business and of life. The natural give and take between people is a healthy way to create constructive discontent and discover new approaches to challenges. Problems arise in the ways that you deal with these conflicts. Using the right approaches, you can deal with conflicts in effective ways that resolve the issues while maintaining positive relationships. This starts with clearly understanding the issues and the personalities involved. In this module, you will explore win-win strategies to manage conflict in your organization. You will work with proven tools and methods that bring issues to the table, discuss them with objectivity, and find common ground. 1. Diagnose conflict within your organization 2. Analyze your conflict response style 3. Apply a variety of strategies for managing conflict Conflict Resolution DALE CARNEGIE ONLINE TRAINING 21

28 LEADERSHIP Leading Strong Teams Team Leadership Summary: Successful leaders seem to develop strong teams wherever they go, whatever task the team is assigned. In this module, you analyze how leaders take the individual strengths of their team members, and turn those into team strengths. You will look at the challenges of leading a strong team, and specific ways to handle the kinds of issues that arise when leading talented, committed individuals working together in a team effort. 1. Establish continuous improvement by building on the charateristics of strong teams 2. Capitalize on individual strengths to take teams to higher levels of performance 3. Facilitate the interaction of diverse personalities on strong teams 4. Leverage competitive spirit to gain cooperation Teamwork Leadership Lead Effective Meetings Team Leadership Summary: In a recent survey conducted by TNS Express for Genesys Conferencing, it was no surprise to find that many people bemoan meetings. In fact, 54% of those surveyed would rather mow the lawn than sit in a boring or unproductive meeting! 41% would rather wash the kitchen floor, 26% would prefer to research car insurance rates, 25% chose going to the dentist over sitting in a meeting, and 23% would rather read the phone book. What does this tell us about meetings? The fact is, however, that meetings are here to stay. They are a part of the corporate and organizational culture and when you conduct and lead them effectively, you can have a huge positive effect on your organization. Regardless of the complexity of the meeting, your proper planning is essential to strengthen, shorten, enhance, and maybe even eliminate some meetings. 1. Generate participation in meetings by applying human relations principles 2. Discover ways to build cooperation and positive results in meetings 3. Consider guidelines for meeting effectiveness before, during, and after Leadership Interpersonal Skills Leadership Communications Team Leadership Summary: The central role of leadership is communication. In order to inspire, energize, and organize the efforts of a team, leaders need to communicate through listening, facilitating, and speaking. Leaders not only communicate their message, they are their message, by their preparedness, enthusiasm, skill, and confidence. In this module you work on three aspects of leadership communication: listening, participating in and facilitating meetings, and speaking. You learn how to listen with a purpose, how to engage others professionally when participating in and leading meetings, and guidelines for speaking as a leader Define the elements of leadership communications 2. Strengthen leadership listening skills 3. Lead and facilitate communications in meetings 4. Speak as a leader Leadership Professionalism

29 Leadership Styles and Tendencies Team Leadership Summary: Each of us has our own unique style, or leadership style. When we interact with others who have a similar leadership style, communication is relatively easy. When we deal with others who have different leadership styles from ours, communication and cooperation can be challenging. The most important element of working across different leadership styles is our flexibility; our willingness and our ability to see things from the other person s point of view. In this module you analyze four leadership styles, or styles of interacting with others. You examine the characteristics of each style and take an assessment to determine our own leadership style. You focus on working with others across leadership styles to sustain motivating, successful relationships, and better results in your career. 1. Identify the characteristics of four Leadership Styles 2. Assess our own zone 3. Work more effectively across zones 4. Develop a greater understanding of other leadership styles External Awareness Adaptability Leadership LEADERSHIP Motivational Leadership Team Leadership Summary: Some leaders are responsible for work environments characterized by a lack of confidence, direction, enthusiasm, and creativity. Motivation and teamwork are minimal, both at the individual and team levels. Other leaders excel at creating an organizational environment where their teams feel motivated to achieve ever higher levels of performance and success. Team members are energized by their careers and the work they perform. Teams work collaboratively and creatively to achieve organizational goals. In this module, you will examine how leaders can foster an environment where motivation flourishes and people are encouraged to grow and do their best. You will review the philosophies of workplace motivation developed by three prominent 20th century leadership authors, an discover how Dale Carnegie s famous principles both precede and enhance those theories of workplace motivation. 1. Recognize the leader s role as a motivator 2. Develop greater awareness of ways people lose motivation 3. Recognize four classic theories of workplace organization Leadership Influence Teamwork Share the Glory Team Leadership Summary: Sharing the glory is not just a nice thing to do for people. Sharing the glory is a powerful motivator that reinforces and rewards the most important outcomes people create for the organization. When you recognize people effectively, you reinforce the actions and behaviors we most want to see people repeated. Sharing the glory is simple, immediate, and powerful reinforcement. In this module, you will develop ways to share the glory that are equally powerful for both the organization and the employee. You will address some of the important issues necessary for recognition to be viewed as motivating and rewarding by our team members, and important for the success of your organization. You will plan and practice a method of recognizing people and teams in a formal and public setting. 1. Identify additional opportunities to lead by example through sharing the glory 2. Practice sharing the glory in an appropriate way 3. Realize the impact that sincere recognition has on morale and retention Leadership Vision External Awareness DALE CARNEGIE ONLINE TRAINING 23

30 LEADERSHIP Visionary Leadership Team Leadership Summary: Throughout history, great changes have been led by individuals who had a vision, and were able to communicate that vision to others. Moreover, they were able to perceive changes, such as technological advances, with a view to the future, and the new skills that needed to be developed to deal with it. This module will help you identify the characteristics of visionary leaders. You examine how leaders can lose their vision, and develop strategies for maintaining visionary leadership in those situations. You commit to applying the principles of visionary leadership. 1. Define visionary leadership Leadership 2. Understand the characteristics of visionary leaders Vision 3. Recognize the challenges of maintaining visionary leadership Initiative 4. Incorporate the principles of visionary leadership Building Employee Engagement Team Leadership Summary: For most of the 20th century, a young person starting a career joined a company and would typically stay until retirement. With the prospect of job security and a pension, employee loyalty was, for the most part, a given. People, on average, held two or three jobs in their lifetime. Now, in the 21st century organizations struggle to recruit and maintain effective associates. The tangible and intangible costs of employee turnover have a direct impact on the bottom line and on customer retention and loyalty. As a manager, you need to be able to assess the loyalty level of current employees, recognize the signs and impact of burn out, and be proactive in keeping your employees loyal and engaged. 1. Understand the changing workforce and why employees defect 2. Discover how turnover impacts the bottom line 3. Learn the signs of restlessness and disengagement 4. Explore the power of a loyal staff Leadership External Awareness 24

31 Presentation DALE CARNEGIE ONLINE TRAINING 25

32 Presentation Vocal Skills and Body Language Delivering with Impact Summary: When you conduct professional business presentations, many factors are outside of your control, such as equipment breakdowns, audience attitudes, or outside interferences like weather or room temperature. Two areas that you can be in command of are the way you sound and the way you conduct yourself in your presentations. In this module, you will be able to look at the elements that make up your visual and vocal image. You will explore methods that are entirely within your abilities to become more professional, dynamic, and interesting. 1. Learn how listeners form impressions based on voice and body language 2. Improve gestures, posture, and movement 3. Analyze physical appearance and voice factors 4. Practice becoming more flexible and dynamic Presenting with Visual Impact Delivering with Impact Summary: You have the opportunity to be a better leader, mentor, educator and more refined communicator when you use the strength of visuals and graphics. Human beings possess separate thinking systems for processing visual and verbal material. Your capacity for meaningful learning increases when you tap into the power of both. As presenters, you are challenged with creating visuals that support and reinforce your message. You also need attention-getting value from visuals that add dynamics and energy to your presentations. This makes your communication more clear and more easily understood. 1. Expand the range and impact of visual aids 2. Create visuals that are clear and grab attention 3. Understand when and how to use a variety of visual support tools Planning Presentations Effective Preparation Summary: As a business professional, you typically spend the first years of your career as a team member performing tasks. As a result, you often get little or no experience giving presentations early in your profession. Then, upon receiving a promotion or being given a wider range of responsibility, you may transition abruptly into giving presentations on a monthly, weekly, or even daily basis. In this module, you will organize a planning process for designing more professional and successful business presentations. 1. Gain confidence in making presentations 2. Understand the foundational elements of all presentations 3. Apply tools to analyze the audience and customize delivery 4. Prepare evidence to give our presentations more impact 5. Practice the elements of a standard presentation External Awareness 26

33 Present to Persuade Effective Preparation Summary: One of the most challenging business presentations is the presentation to persuade. From salespeople persuading customers to safety directors persuading workers, many business professionals find themselves in the situation of trying to motivate their listeners to take action. This module addresses the challenges of this type of presentation and reviews proven principles for making your message clear, concise, and easy to understand. You put yourself in your listener s situation in order to see their point of view. You commit to using evidence to make your presentations more persuasive. You learn to incorporate the three elements of a superb persuasive presenter: earning the right to present on the topic, being excited about your topic, and being eager to share the importance of your message with your listeners. 1. Follow a proven structure for persuasion 2. Apply the power of evidence 3. Demonstrate the 3 E s of convincing listeners: Eager to share, earn the right, excited 4. Plan for a persuasive presentation Present to Gain Input Influence Effective Preparation Presentation Summary: One common and critical type of business presentation is the presentation to gain input. Rather than being a one-way delivery of information, this presentation seeks involvement from participants and relies on getting productive outcomes to move processes forward. By its nature, this type of presentation requires flexibility on the part of the presenter, and a willingness to allow the process to unfold without dominating the discussion with your own opinions. This module examines your role as facilitator in getting ideas and opinions into the open. You will learn a structure that allows you to remain in control, move the presentation forward, and encourage relevant discussion. You review the ways that careful planning and preparation can make this type of presentation efficient and productive. You consider the people side of presenting to gain input, including facilitation principles that earn the respect and cooperation of your listeners. 1. Plan and prepare presentations to gain input 2. Structure presentations for logical, productive outcomes 3. Engage participants in exchanging ideas and opinions 4. Facilitate the process efficiently and respectfully Decision Making Present to Inform Effective Preparation Summary: Every week in your career, perhaps even every day, you listen to presenters give you information ranging from status reports to procedural guidelines to policy changes. The majority of the presentations that you give fall into this category, in one way or another. Some individuals are very competent in giving clear presentations to inform. You leave the presentation with a clear understanding of the message, the desired end result, and key points that you need to remember. On the other hand, many presentations to inform are disorganized, hard to follow, and you leave with only a vague idea of the point of the presentation. In this module, you take a step-by-step approach to these presentations so that you can be sure that your message is clear, your audience stays engaged, and you cover all the relevant points you wish to make. 1. Plan for effective informational presentations 2. Use a structure for making your ideas clear 3. Reinforce your information using visual impact 4. Solicit feedback to ensure the clarity of your message Initiative DALE CARNEGIE ONLINE TRAINING 27

34 Presentation Facilitate for Group Results Facilitation Summary: Adults bring their own knowledge and experience to the table. An effective facilitator will help participants learn from each other through guided discussion and other methods. Adults grasp much more when they are engaged than when listening to a lecture. An effective facilitator draws from the group and leads people to a higher level of understanding and performance. This module will focus on helping you develop the skills of successful facilitation. You will consider how to open, lead, and close sessions in a facilitative manner rather than in a presentation mode. You will learn techniques to engage a group in working with one another rather than looking to you for the answer. You will leave prepared to lead a group through the discovery process so they are ready to action. 1. Create an environment that fosters open dialogue in groups External Awareness 2. Apply a variety of questioning techniques to create group engagement 3. Use creativity and flexibility in facilitation methods Presenting with Impact Facilitation Summary: In his book, The Quick and Easy Way to Effective Speaking, Dale Carnegie says that people evaluate us in four ways: what you say, how you say it, what you do, and how you do it. Presenting with impact means you use every resource available to communicate with credibility and confidence. This includes the wide spectrum of visual support tools available. It also includes you. The most important part of any communication is how you present yourself. You are the message. 1. Establish trust, credibility, and respect with listeners 2. Clarify the key points of a message 3. Open and close sessions with impact 4. Understand the variety of support tools that strengthen a message Influence External Awareness Feedback: Supportive and Corrective Facilitation Summary: Anytime a person speaks or acts, there is an opportunity to give positive feedback. Your response indicates you are listening and that the person s contributions are important. Since adult learning is primarily facilitation driven, responding adds value in several ways: it moves the pace of the session along; it rewards idea sharing; it encourages risk taking; and builds a positive participatory learning environment Encourage with a person-centered focus 2. Help people build on their strengths 3. Use corrective feedback to encourage behavior change Interpersonal Skills External Awareness

35 Interpersonal Skills for Facilitators Facilitation Summary: Anytime a person speaks or acts, there is an opportunity to give positive feedback. The response indicates we are listening and that the person s contributions are important. Since adult learning is primarily facilitation driven, responding adds value in several ways: it moves the pace of the session along; it rewards idea sharing; it encourages risk taking; and builds a positive participatory adult learning environment. 1. Apply interpersonal skills effectively with a wide spectrum of personalities 2. Deal with difficult attitudes and behaviors 3. Demonstrate poise under pressure Coaching for Skill Development Interpersonal Skills Conflict Resolution Facilitation Presentation Summary: The origin of the word coach is interesting. In Webster s word history dictionary, coach is derived from the context that prior to automobiles & airplanes, coaches (rail & stage) were the fastest method of travel. And in University parlance, the coach was the instructor who brought students along at the fastest possible rate. Likewise, it is your job to coach people to move them along as quickly as possible towards organizational and individual objectives. 1. Clarify the differences between coaching and feedback 2. Apply a skill development coaching process that produces observable results 3. Hold people accountable, while helping them to be successful Influence Change Management Creating Organizational Impact Facilitation Summary: Organizations want improved organizational results. People want to make their jobs easier and be more effective. Your job as a facilitator is to help associates see how organizational strategic objectives link to their department, their team, and their individual goals. As a facilitator, you need to create a win-win for individuals, while assuring measurable organizational impact. 1. Draw connections between concepts and organizational goals and personal goals 2. Sell the value of organizational outcomes to team members 3. Identify high and low performance behaviors that link to strategic objectives Results Oriented Influence DALE CARNEGIE ONLINE TRAINING 29

36 Presentation Training Design and Evaluation Facilitation Summary: Training and human resources departments have often been perceived as cost centers, rather than profit centers. This perception is changing. Progressive organizations recognize that there is a measurable benefit to developing and retaining successful associates. Designing and developing effective training interventions will enable you to create a measurable, long term impact on your organization. 1. Design training interventions using a proven process in order to assure sustained organizational impact 2. Create program and session learning objectives that focus the training on identifiable behavior change 3. Design and develop program structure, content and delivery to assure critical outcomes 4. Evaluate outcomes in five levels to obtain measurable results Confrontational Questions Human Resource Management Change Management Handling Pressure Situations Summary: Many presenters find Question and Answer sessions to be very difficult to facilitate when faced with confrontational questions. Some presenters even say that they dread asking for questions at the end of their presentations. The fact that you are moving from prepared messages to impromptu responses can be a challenging transition. In addition, you ve seen Question and Answer sessions spin out of control and leave the entire presentation ending on a confused and sometimes confrontational note. In this module, you will learn how to stay in control of confrontational sessions, how to keep moving at a brisk pace, and how to professionally handle difficult questions and difficult people. 1. Learn to face the challenges of difficult questions through preparation 2. Communicate positive messages verbally and nonverbally 3. Stay in control of confrontational sessions 4. Use an easy-to-follow method for responding to confrontational questions Presenting as a Team Team Presentations Summary: Team presentations are only as strong as the weakest part of the presentation. Everyone on the team has to be at their peak in terms of presentation skills and preparation. Professional team presentations involve thorough planning, smooth transitions, logical sequencing of subject material, and the ability to create a coherent, professional message. In this module, you will work on the skills that enable you to create an impressive image of your organization as trustworthy, experienced, organized, and professional Create common purpose in the team 2. Avoid typical mistakes in team presentations 3. Develop methods for facilitating team presentations professionally and smoothly Teamwork

37 Presenting to a Team Team Presentations Summary: Whether you are presenting to peers, subordinates, higher management, or external listeners, talking in front of a team can be challenging. It is also a golden opportunity to promote your ideas, your competencies, your organization, and yourself. Presenting to a group with confidence and purpose creates credibility and displays initiative. When you can project ideas and information that appeals to a wide spectrum of personalities, you stand a better chance of winning friends, influencing people, and creating buy-in. 1. Display poise and professionalism in front of a group 2. Appeal to various listener interests: functional, knowledge External Awareness and attitudes 3. Customize presentations to address a range of different personality styles Presentation DALE CARNEGIE ONLINE TRAINING 31

38 Process Improvement 32

39 Change Engagement Adapting to Change Summary: There are specific challenges that occur when you engage in organizational change. In order to meet these challenges, you need to be creative, energetic, and flexible. In this module you analyze those challenges of change engagement and the ways they impact your team personally and professionally. You learn a model for organizational change, and determine your role in moving the organization through the change model successfully. 1. Define the challenges of change engagement 2. Commit to principles for engaging change 3. Take a creative and energetic approach to engaging change Adjust to Change Change Management Adaptability Adapting to Change Summary: Considering the ever-accelerating rate of change in today s workplace, there may be no more important skill than the ability to adjust successfully to change. Sometimes, adjusting to change comes easily. You enjoy the challenge and opportunity that the change presents. Other times you find yourself resisting change, focusing on what you might lose as a result of the change, rather than on what you might gain. Your ability to adapt to workplace change is usually closely observed by leaders and team members, so it is important to adjust productively and positively, no matter how you might feel personally about the change. 1. Define the challenges of change Adaptability 2. Commit to principles for adapting to change Change Management Process Improvement 3. Adapt our personal patterns and attitudes Team Change Engagement Adapting to Change Summary: In today s workplace, you are expected to be a contributing team player, usually on several teams at once. Your ability to be seen as a contributing, valuable member of those teams could have a significant effect on achieving your career goals. Gaining a reputation as a valuable team member impacts your current work goals, your relationships at work, your opportunities for team leadership, and the degree of satisfaction and motivation you feel in your jobs. It also can impact the degree to which your team embraces change. Each individual can have a significant impact on the success of change implementation. In this module, you will work on the attitudes you project; the support you give to others during change; and the contributions you make to your work teams to help change succeed. 1. Analyze principles for participating in teams during change 2. Develop stronger team relationships 3. Practice a higher level of listening effectiveness 4. Integrate the Change Model into team interactions Change Management Teamwork DALE CARNEGIE ONLINE TRAINING 33

40 Process Improvement Lead Change without Authority Adapting to Change Summary: Today s workplace is in a constantly evolving environment of change. Generally, you are encountering change in several areas of your career at the same time. In some situations you may be in the formal role of leading the change, but in many situations you are only one part of a wider change occurring in the organization. Your opportunity is to be seen as a leader in driving organizational change, even though you may not be the sponsor or leader in the change process. Gaining a reputation as a change advocate positively impacts the way you are viewed within your organization. It also has a significant constructive effect on the satisfaction and motivation you feel in your career. In this module, you chart the extent of your current interaction with organizational change. You incorporate principles for leading change without authority, and work on ways to stay flexible during change. You develop a personal plan for advocating for and leading change in the organization, even though you may not be in a position of authority. 1. Diagram your involvement with organizational change 2. Follow principles for leading change without authority 3. Understand your position in the Change Model 4. Maintain flexibility in dealing with change Innovation Leadership Change Management Change Management Summary: Leaders tap into the power of human potential. They accept that they alone don t have all the answers, customer knowledge, and new ideas needed to move an organization forward. The Innovation Process moves us as a leader through the steps necessary to turn vision into reality. This process applies where innovation and better methods of doing things are needed. After completing this module, you will be able to identify and encourage idea fluency and facilitate an Innovation Process that moves from possibilities to solutions. 1. Become proactive instead of reactive in change management 2. Recognize and encourage idea fluency 3. Facilitate the Innovation Process for problem solving and continuous improvement 4. Create a safe environment for the exchange and flow of ideas Adaptability Change Management Creative Thinking Manage Change Effectively Change Management Summary: As managers you are responsible for three clear areas of change management: 1. Managing organizational change. 2. Managing individuals during organizational change. 3. Managing yourself during organizational change. By taking a prepared, organized approach, you can plan and execute the necessary strategies for guiding your organization through times of change Avoid the most common change management mistakes 2. Understand a model for change 3. Define the type of change currently occurring in the organization 4. Manage yourself and others during organizational change Change Management

41 Process Improvement Problem Analysis Summary: People and organizations often go on auto-pilot because processes are in place to keep results flowing. One problem with this is that you often fail to examine these systems and make sure that you understand them, that they add value, and that there might be a better way. On the other hand, people may be reluctant to challenge the status quo. In this module, you will be able to take a close look at some of the processes in place in your organization with constructive discontent. You will clarify your existing processes and discover ways to improve, change, or abolish them. Most importantly, you will capitalize on the knowledge and abilities of colleagues and teams to improve existing processes. 1. Clarify existing processes to understand why we do Teamwork what we do Change Management 2. Explain processes to others to increase understanding Creative Thinking and buy in 3. Learn methods to improve existing processes Team Problem Solving and Decision Making Problem Analysis Summary: Teams are formed in organizations to solve problems. Typically, a good deal of effort is put into finding the right team members with the appropriate experience and knowledge needed to be able to address those problems. The challenge is finding the most productive way to bring together team members with diverse views and backgrounds, maximize their collective expertise, and arrive at decisions that the entire team supports. Many ways exist to make the team process of problem solving and decision making easier and more interactive. This module is designed to provide you with tools and methods for gathering and analyzing information where there is an opportunity to improve a situation or meet an organizational challenge. 1. Create a Meeting of the Minds by utilizing a green Teamwork light/red light model Creative Thinking 2. Use the interrelationship digraph to identify root problems Decision Making 3. Employ creative thinking to gain innovative solutions 4. Determine the best approach to make decisions Process Improvement Analyze Problems and Make Decisions Problem Analysis Summary: One of the greatest challenges organizations face is the issue of making decisions. Decisions are best made at the level at which they will be executed, yet taking the time and providing the data and resources may seem impractical. Many tools exist to make the process of decision-making easier and more interactive. We will highlight several different methods for gathering and analyzing data in a group environment. We will identify three different methods for making decisions utilizing the input of others. 1. Use defined processes to solve challenging problems 2. Apply different decision making techniques to reach more sound decisions 3. Apply principles of controlling stress and worry in making decisions and solving problems Decision Making DALE CARNEGIE ONLINE TRAINING 35

42 Process Improvement Project Planning Project Management Summary: At the end of the day, people make projects happen. While charts and plans provide a road map to project success, you must engage your team in buying into the plan and taking responsibility to successfully complete the plan. You must go beyond the project and connect with the people who will use their talents to make the project a success. This module provides a process for charting and staying the course of a project plan. You will focus on creating a sense of responsibility, identifying strengths, anticipating challenges, and holding team members accountable to ensure successful implementation of the plan. 1. Align projects to the planning process to achieve results Teamwork 2. Use SWOT analysis to identify project plan strengths and Vision overcome challenges Accountability 3. Create a sense of responsibility and accountability for involved team members 36

43 Sales DALE CARNEGIE ONLINE TRAINING 37

44 Sales Uncover Sales Opportunities Client Development Summary: It has been said many times in business that if you have contacts in business, you ve got it made. Certainly, the names and numbers of the right people are critical, but today, with such a wide range of available database information, it is easy to know who to call. The real question underscoring success is not who do you know, but who wants to know you. Some people talk about how important it is to build a large database of business contacts, but what they are missing is that it is more important for people to want us in their database. 1. Develop existing accounts and increase customer loyalty 2. Create a referral network of champions who bring busness to you 3. Capitalize on referrals, references and testimonials Customer Experience Customer Acquisition Pipeline and Territory Management Client Development Summary: A great deal of your success in sales depends on the activities that are behind the scenes. No matter how effective you are in face-to-face relationship building and problem solving, your planning and organizational skills will be the most important element of your long-term selling success. This module provides you with tools for keeping the sales pipeline full and maximizing the potential of your sales territory. 1. Project revenue targets from existing accounts, and current and new prospects 2. Identify where clients and prospects are in our sales pipeline 3. Develop a territory plan to create focus and direction for our activities Vision Customer Acquisition Results Oriented Account Development Client Development Summary: The Pareto principle is generally true in sales, that 20% of your largest clients produce 80% of your revenues. When this is the case, sales professionals must be able to work effectively to develop these key accounts. Good planning increases your focus and ability to maximize results from key accounts. Superior account development creates close partnerships that gain positive results for you and your clients. There are surveys that suggest that a 2% upward migration in the client pyramid can result in 10% more revenue and even 50% more profit Create new business opportunities within existing accounts 2. Design a clear and comprehensive picture of a client s current and future needs 3. Develop goals and a detailed action plan to create client partnerships Customer Acquisition Results Oriented

45 Rapport: Becoming a Trusted Advisor Executive Selling Skills Summary: Building client rapport is an investment in your sales future. Buyers are much more likely to buy from individuals who they believe they can trust, and with whom they have individual rapport. Rapport-building starts from your first contact with the prospective client. Actions that you take in the earliest stages of the selling process tells the customer a great deal about your temperament, organizational skills, and commitment to follow-through. With established accounts, you are always in an environment of change, so you need to be meeting new people in the decision-making process, establishing a wider range of contacts, and continuously strengthening the rapport that exists with your current contacts Sales 1. Build trusting client relationships 2. Develop rapport with new accounts 3. Enhance rapport with existing accounts Customer Experience Customer Acquisition Interpersonal Skills Generate Interest Through Informed Discovery Executive Selling Skills Summary: One of the biggest challenges that salespeople face is a lack of interest on the part of potential clients and current customers. When you know that your solution will benefit a client, you need to overcome their initial indifference and get them to a point where they are strongly interested in hearing your recommendations. You do this by asking the kinds of questions that help buyers clearly see that you understand their business, and that you can help them solve problems or create opportunities. 1. Utilize a variety of tools for information gathering 2. Develop needs assessments to gather relevant client data 3. Use informed interviews to earn client respect and trust 4. Use specific summarizing techniques to confirm client needs Customer Experience Customer Acquisition Presenting Solutions to Buying Teams Executive Selling Skills Summary: In today s competitive selling environment, it is getting less and less common to deal with only one decision maker. Many organizations deliberately take a team approach to major purchases, and require you and your colleagues to convince several individuals before you get the sale. The challenge for you in selling to teams is to appeal to a variety of buying perspectives and personality styles. 1. Sell to multiple decision makers 2. Appeal to functional and personality buying perspectives 3. Develop a compelling competitive analysis 4. Create person-centered proposals Customer Experience Customer Acquisition DALE CARNEGIE ONLINE TRAINING 39

46 Sales Establish Return on Investment Executive Selling Skills Summary: To a potential customer, your solution looks and sounds very similar to the solutions offered by your competitors. In many cases, the solution appears to be nearly identical, so the deciding factor for the customer comes down to price. When you truly embrace the concept of return on Investment, or ROI, you move beyond price-only competition to prove the overall value of your solution for your customer. 1. Establish Return on Investment for customers 2. Measure ROI in terms of time, cost, and quality 3. Reduce worries and gain peace of mind for clients 4. Deliver a compelling ROI summary Customer Acquisition Customer Experience Results Oriented Commitment Strategies Executive Selling Skills Summary: Gaining commitments from clients is more challenging than ever. Sales cycles have lengthened as organizations take their time making decisions in a tough economic setting. Competitors offer greater and more varied incentives to customers in order to keep business out of your hands. Meeting these selling obstacles requires a strategic approach to closing the sale. 1. Guide customers through the stages of commitment 2. Become a trusted advisor to clients 3. Manage commitments over a long selling cycle 4. Gain commitments in a competitive environment Customer Acquisition Customer Experience Influence Negotiations: Leveraging Personality Styles Executive Selling Skills Summary: Many behavioral psychologists have researched the theory that people s behavior can be roughly classified in four groups, represented as quadrants. Each quadrant represents the behavioral tendencies, or style, of people in that group. No one is purely any one style, and no style is better than another. Each behavioral tendency has strengths and potential weaknesses for salespeople. 1. Identify ideal, realistic and fallback targets for both sides 2. Respond to common negotiations tactics 3. Implement strategies for effective negotiation planning and preparation Customer Experience External Awareness Adaptability 40

47 Negotiations: Collaborate to Win Negotiations Summary: Whether you are selling, managing, collaborating or purchasing you are most likely involved with negotiations every day of your life. Negotiation is the part of these processes during which you try to reach common ground. To develop long-term relationships, you want all stakeholders to feel they got a fair deal and would do business together again. In the end, if you have approached the negotiation looking for a win-win outcome, you can make it a positive experience for everyone involved; your customers, your organization, and yourself. Sales 1. Plan to avoid negotiating mistakes 2. Understand the characteristics of an effective negotiator 3. Expand the issues of negotiations beyond price 4. Learn a process for negotiations Customer Experience External Awareness Attitude Negotiations: Analysis Negotiations Summary: Analysis is the stage in the negotiation where you prepare our strategy, based on the actions and agendas of your counterparts and your objectives in the negotiation. The goal of the analysis phase is to find ways to avoid confrontation and create alignment between the objectives of both parties. 1. Analyze negotiation actions and agendas from the other party 2. Uncover alternatives and added value available to the other party 3. Create side-by-side problem solving rather than confrontation Customer Experience External Awareness Conflict Resolution Negotiations: Presentation Negotiations Summary: In negotiation presentations, your mission is to convince the other side to take action based on your agenda. You are not simply conveying information. You want our listeners to do something differently based on your presentation. Your objective in the negotiation presentation is to speak in terms of your listeners interest, and to tell them how they will benefit from taking your recommended action. 1. Present alternative solutions to build win-win outcomes 2. Communicate added value to create a competitive advantage 3. Align our solutions with the actions and agendas of the other party Customer Experience Customer Acquisition Influence DALE CARNEGIE ONLINE TRAINING 41

48 Sales Negotiations: Bargaining and Agreement Negotiations Summary: Some people love the bargaining phase of negotiations because of the thrill of the chase that creates an interesting give and take. Others love the excitement of competition, the challenge to get the best possible deal, the feeling of pitting skills and experience against the other party, or the recognition that comes with winning. Other people dislike bargaining. They don t enjoy the confrontation, competition, and feeling like they are losing. When you get to the final agreement in a negotiation, you want both sides to feel that they got a fair deal, and they would do business together again. 1. Determine negotiations actions, agendas and alternatives 2. Respond to common negotiations tactics 3. Implement strategies for effective negotiation planning and preparation Customer Acquisition Customer Experience Conflict Resolution Results Oriented Negotiations Mastery Negotiations Summary: Applying a logical, repeatable and proven negotiations process helps salespeople know where they are going and how to plan for success. Sales people need to be able to follow a repeatable pattern to build rapport, analyze the actions and agendas of both parties, present alternatives and value added, bargain in good faith, and finalize agreements so that both sides want to work together again. This module pulls together the full negotiations process. You will practice and demonstrate the full negotiations process, as you would with another party, with peer assessment and feedback. 1. Tie the negotiations process together 2. Implement strategies for effective negotiation planning and preparation 3. Practice the negotiation process elements 4. Assess your colleagues on their ability to negotiate Customer Acquisition Customer Experience Conflict Resolution Foundation for Consultative Selling Outside Sales Skills Summary: Selling without a process is like fishing with a rod and reel instead of a net. You ll catch some, but it takes more work and time. A proven process delivers consistent results. Your sales philosophy focuses on increasing business by building relationships and helping buyers become more successful. A consultative selling approach creates win-win outcomes for salespeople, buyers, and their respective organizations Understand and apply a proven selling process 2. Understand the buyer s point of view 3. Develop a motivating personal vision as a salesperson 4. Manage time for profitable action Customer Acquisition Customer Experience

49 Rapport Outside Sales Skills Summary: Probably the most important contact point is what you say first when you are face-toface or phone-to-phone with a buyer. This first impression is critical, even with customers you may have known for years. The first few minutes of any sales interview can set you apart from the competition and build personal and product credibility. When you are calling on new prospects, you are usually facing an uphill battle to overcome preoccupations on the part of the buyer. They are dealing with their problems and issues. You need to show that you understand these issues, and begin your sales call with evidence that you can help them, based on what you have done for other clients. Sales 1. Determine value from a buyer s point of view 2. Employ three strategies to make buyers eager to talk 3. Establish immediate credibility to build alignment with buyers Customer Acquisition Customer Experience Interest Outside Sales Skills Summary: Information gathering forms the heart of the solutions you present. What you learn in this stage determines what solutions you present, how you present them, and, ultimately, how you create value for buyers. The Dale Carnegie Sales Process teaches that you must gather information before you talk about your solutions. A common mistake is selling before thoroughly exploring buyers wants, needs, and motives. 1. Uncover and appeal to buyer interests Customer Acquisition 2. Create power questions 3. Widen the buyer expectation gap Solution Outside Sales Skills Summary: At this point in the sales process, you know the key information about your buyers needs, interests, and, most importantly, buying motives. Now you have the opportunity to tailor your presentation to fit what the buyer wants and increase the perceived value of your solution. In order to differentiate yourself in a crowded, competitive marketplace, you need to be unique, with exciting approaches to solving buyers problems. You also need to present in a way that builds credibility and makes people want to buy. One of the most effective ways to combat the price objection is to build value in the solution of the sale. What you present and how you present it is critical to the buying/selling process. 1. Develop solutions unique to each buyer 2. Appeal to logic and emotions 3. Present persuasive, convincing solutions Customer Acquisition DALE CARNEGIE ONLINE TRAINING 43

50 Sales Overcoming Objections Outside Sales Skills Summary: It is likely in any selling situation that obstacles will have to be overcome before a buying decision is made. Often you make the mistake of handling objections in such a way that the buyer is turned off. Resolving objections effectively is a process that involves careful, sensitive listening along with positive, factual responses to buyer concerns. You must understand that buyer objections are not always rational. Objections are often totally emotional. You must respond to customers emotional needs, along with the obstacles preventing them from buying, if you want to build long-term relationships. 1. Apply a win-win process to resolve objections Customer Acquisition 2. Find points of agreement to lower resistance 3. Respond to objections with confidence Motive & Commitment Outside Sales Skills Summary: Throughout the sale, the buyer is constantly evaluating what is being said and done. Buyers may respond verbally, physically, or emotionally to the concepts and materials that are presented. These responses can be buying or warning signals. You must possess the ability to recognize these signals, accurately interpret them, and respond appropriately. You get commitments more easily when the early phases of the sale are conducted skillfully. An over-emphasis on closing can lead to manipulative techniques and strained buyer relationships. Successful people who compete in today s marketplace do not manipulate buyers into commitments they later regret. 1. Evaluate buyers to move the sale forward Customer Acquisition 2. Engage the prospect s emotions 3. Ask for the sale with confidence Master the Selling Process Outside Sales Skills Summary: The ability to apply learned skills is the most important measure of participation in a training program. This session will give you the opportunity to demonstrate the sales process. Practicing a sales presentation in front of colleagues provides a safe environment for feedback before trying new concepts in front of actual buyers. Using a proven, repeatable process creates more consistency in the marketplace, and reinforces competitive advantages when customizing solutions to each buyer. Salespeople have to opportunity to identify best internal practices and capitalize on the strengths of the sales team Tie the sales process together 2. Deliver a sales presentation, customized to your business 3. Assess your colleagues on their ability to present solutions Customer Acquisition

51 Successful Sales Leadership Sales Management Summary: In this module, you will be able to examine the people side of being an effective sales leader and the process side of being an effective sales manager. You will begin with yourself and where you spend your time for the most profitable action. You will look at ways that you can stay focused on your priorities. You will discover a tool to help you understand what motivates individuals on your team. Success is harder than failure. To become a good sales manager and a leader of your team and your organization takes discipline and willpower. It s willpower that helps you to not be discouraged by everyday setbacks and it is willpower that makes you want to do better next time. Sales 1. Understand the fundamental drivers of sales management and leadership 2. Recognize the common mistakes sales managers make 3. Recognize the common mistakes sales managers make 4. Use the sales innerview to build relationships and understand motivations Human Resource Management Leadership Sales Performance Defined Sales Management Summary: Effective sales management starts with clearly defined performance goals. Translating an organization s business objective into daily activities and tasks is the process side of performance management. Without clearly defined performance goals, you cannot determine if it is the person or the process that must be coached or changed. In this module, you will define the results that you need from your salespeople, and the activities they need to maintain, in order to create the most productive possible relationship with your associates. 1. Create a picture of what a salesperson s job looks like when it is being done well 2. Write a document that defines performance expectations 3. Identify key skills, knowledge, and abilities essential to job performance 4. Translate sales objectives into daily activities with measurable results 5. Apply a process for conducting one on one status meetings Accountability Sales Meetings Sales Management Summary: As Sales Leaders in your organization, planning and conducting sales meetings can be one of the best uses of your time. Well-run sales meetings keep your sales teams focused and motivated. A relevant, well-planned sales meeting has the potential of being some of the most productive time in the sales week and an event that all of the team wants to attend every time. In this module, you will be able to look at a sure-fire template for getting increased performance from your sales meetings. You will plan and prepare for a participatory and valuable sales meeting that you can use immediately. 1. Plan and conduct action-oriented sales meetings 2. Motivate sales people 3. Create guidelines for meeting effectiveness before, during, and after Leadership DALE CARNEGIE ONLINE TRAINING 45

52 Sales Coaching Salespeople Sales Management Summary: One of the most rewarding aspects of being a sales manager is helping the people on your sales team achieve their visions and goals in life. To make this happen you need strong coaching and individual skill development abilities. In this module, you review ways that you can become a more effective coach, raising the performance of your entire sales team. In this module, you address reasons for non-performance. You will practice a skill development process and a system for providing timely feedback that ensures future effort. These combine to provide a way for you to coach and develop your team to reach the objectives of all stakeholders the salesperson, the sales manager, and the organization. 1. Apply a cycle of performance improvement to developing a sales team 2. Apply the adaptive process to improve skills 3. Give effective behavior based feedback Results Oriented Human Resource Management Recruiting Salespeople Sales Management Summary: Sales managers have to constantly be looking for new sales professionals to hire. If you have done your job well in this area, you will have pre-qualified candidates to contact when you need to hire new talent for your sales team. In this module, you will examine the situations where you typically consider adding to your sales force, the potential sources of new selling talent, and ways to make the entire recruiting effort as organized, objective, and successful as possible. 1. Assess when to hire new sales talent 2. Build a pipeline of prospective sales candidates 3. Expand available sources of selling talent 4. Make recruiting connections using a four step process 5. Use a criteria based informal interviewing method Human Resource Management Hiring Salespeople Sales Management Summary: Salespeople are a direct reflection on your company. For that reason, one of the most important responsibilities of a sales manager is making good hiring decisions. It is critical that you make the best possible choices, because the amount of time, energy, effort, and money invested in developing successful salespeople is significant. You often find yourself living with poor choices for far too long, and then find yourself desperately looking for someone (anyone) to fill a sales staffing gap. To make successful hiring decisions involves following a structured, objective process that creates consistent results. This means that you need to create clear criteria for candidates and use effective interviewing and follow up. In this way you take much of the guesswork out of making hiring decisions, resulting in success for you, your staff, and your customers Apply a repeatable process that identifies qualified salespeople 2. Establish criteria for making effective hiring decisions 3. Interview candidates to identify characteristics for success 4. Utilize reference and background checks 5. Establish a plan for the new hire to assure success Human Resource Management Leadership

53 Team Member Engagement DALE CARNEGIE ONLINE TRAINING 47