What roles do the managers perform and what skills, knowledge and attributes are needed to succeed. This session sets the scene for the whole programme.
The Selection Process
What is the reason for recruitment, what type of applicant do we require, where will we find them, how will we screen them and how do we bring them into the team quickly and effectively. The 10 basic stages of recruitment are then investigated and the application of them is discussed and how useful they could be in the total process.
Senior Management Styles
The way in which senior managers carry out their tasks and impact on their people relates to the extent to which the manager in question puts their focus of attention on "QUALITY" of work and the extent to which he focuses on the "QUANTITY" of work produced by the team. This session looks at ways of harnessing and using the styles in a practical way.
Leadership in Senior Management
Their are 13 elements of effective leadership for a manager. Correct implementation, careful thought and application will increase their personal effectiveness. At the end of the day they will earn respect from the team by being fair and consistent in leadership of the team. This session looks at how to apply them for good effect - to make it happen - influence people - communicate the right messages to the right people at the right time.
Motivating a Team
Peoples' lives are geared to satisfying certain needs. So to motivate People to give that little bit extra they must strive to create a working environment which gives as much opportunity as possible to satisfy as many of these HUMAN NEEDS as possible. No practising manager can dismiss money when considering what will be the most effective "motivation package" for any Person. Money is the most flexible "need satisfier" available. The individual can use it to satisfy/partially satisfy/protect/help to satisfy all the levels of need which people have. There is no other single benefit of which this can be said. The greater the satisfaction that can be achieved the more motivated they will be. This session looks at ways of using motivation in a creative way.
Evening Project
An evening project will be done in teams and will be discussed first thing on the second day
DAY TWO
Review of Evening Project
Planning a Programme of Development
Preparing, defining and creating a development strategy means they should fully understand the needs of their team and with the use of a "SKILLS MATRIX" they will be able to do this in an objective way. This session will identify the key areas of a development programme as well as matching it to both the needs of the team and the company.
Evaluation Techniques
The skills required to evaluate people either internal or external are an essential element in making sure that the disciplines, procedures, new concepts and company values are known and adhered to. This session looks at and investigates the way that this should be done in a professional manner.
Team Control Statistics
Reports and statistics provide the modern manager with the necessary tools to increase the effectiveness of individuals in his/her team whilst at the same time improve the quality and quantity of the business. Key Performance Indicators (KPIs) are "at a glance" performance facts that will help direct the management effort. At all levels of business, managers need performance indicators to help them identify with areas which need management attention. Senior Managers need these business facts to give early indicators on negative or positive performance levels of their team and therefore direct their management time more accurately to certain situations We must always remember that people do not always positively respond to "control" tools or "reporting" procedures. Senior Managers must see these KPIs as a development tool for people as well as themselves. Creating a positive attitude to such a business tool is what this session is designed to do.
Coaching
One key function of the Manager in today's selling environment is to be able to assist and develop people on the job itself. We cannot ignore the difficulties inherent in this type of training - but those difficulties must be handled positively because of the importance and the value of the process. The manager should realise that, throughout the day, his or her own behaviour and demeanour will be a powerful influence on the trainee's attitudes and subsequent working methods. This session examines the basic ground rules required to get the right results.
Conducting a meeting
The meeting can be seen as a valuable management tool - and a particularly useful tool for the manager. But like any other powerful tool it can do more harm than good if it is not used properly. Handling meetings effectively demands from the manager certain skills and attitudes. As with any other activity involving skills, practise and self-analysis will lead to better performance. To be able to handle meetings well - in such a way that they achieve their objectives - will serve any manager well throughout his or her career.
Action plan close
All delegates will complete an action plan for follow up by their immediate line manager.
Sales Managment Program
SALES MANAGERS PROGRAMME
COACHING and MOTIVATION
DAY ONE
The Sales Manager's Roles and Responsibilities
Sales Management Styles
Leadership in Sales Management
Motivating a Sales Team
Planning a Coaching Programme
Coaching Techniques
Sales Control Statistics
Field Coaching
Conducting a sales meeting
Action plan close
CHANNEL MANAGEMENT
CHANNEL MANAGEMENT
INTRODUCTION
Creating the right controls, training programmes and methods of monitoring is essential in any management role, but when it is an organisation totally outwith your authority it can be difficult. This programme helps you to define the parameters you need to set, the control mechanisms to put in place and to monitor progress.
On this course participants will learn how to:
Use Marketing as an influence on your Channel Partners
Assess the performance of each Channel Partner
Use Motivation for individuals and groups
Create training programmes that work
Put into practice Key Performance Indicators for Monitoring Channels
Develop a Channel Template so that the right choices can be made when choosing
a new partner
Produce Business Plans
Who should attend
Experienced, newly appointed or Potential Channel Managers or senior sales managers who are seeking an in-depth appreciation of Channel Management.
Management Workshops
Programme Overview
This Management workshop is built on the belief that managers can learn to improve their interpersonal relationships and communication effectiveness to benefit both themselves and the people with whom they work.
Constant Feedback
They are designed to present the concepts necessary for them to understand their own interpersonal styles at work. The assessment and feedback they get from their colleagues on the programme will provide information that they will find useful in improving their relationships with others.
Case Study Led
In other parts of the programmes we will look at ways to help them to communicate more effectively, introduce an advanced investigation technique whilst allowing them to practice their skills through the use of an interactive case study running throughout the workshop. Also we will look at effectively developing personal action plans for the people under their control.
Action Planning
Our goal for these programmes is to help them to create and prepare action plans for themselves and their staff to implement after the workshops.
RECRUITING THE BEST
OUTLINE PROGRAMME
DAY ONE
Leadership and how it affects recruitment. The reasons, difficulties and objectives of recruitment The need for profiling of Job/Applicant Sourcing Applicants How do you attract the right people? Evening Project
DAY TWO
Review of Evening Project Interpersonal Skills Matching profile to applicants Staging the interview
