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Critical Skills Every Manager Must Develop
Polling Question #1 How much hours did you spend on core
training in the past year?
• 40+ Hours
• 30-39 Hours
• 20-29 Hours
• 10-19 Hours
• 0-9 Hours
Core Skill #1 Understand Yourself
5 Levels of Leadership
1. Capable Individual
2. Contributing Team Member
3. Competent Manager
4. Effective Leader
5. Executive
Source: Good to Great by Jim Collins
Know Yourself - Unique Abilities
When You Own It!
My Unique Abilities
1. Speaking In Public
2. Creating New Services
3. Motivating and
Organizing Staff
4. Client Connections
Characteristics of Great Leaders
• Trustworthy
• Honest
• Competent
• Forward-looking
• Inspiring
• Intelligent
• Fair-minded
• Broad-minded
• Courageous
• Straightforward
• Innovative
• Responsive
Core Skill #2 Understand Your Team
Cognitive = Thinking Assessed by IQ, SAT, Wonderlic, skills tests
• Learned abilities
• Knowledge from education, training, experience
• Reasoning
3 Parts of the Mind
Affective = Motivation, Feelings Assessed by MBTI and many other tests of:
• Personality
• Values
• Social style
• Preference
3 Parts of the Mind
Conative = Instinct-based actions Assessed by Kolbe Index, the only validated measure of natural abilities
• Innate Paths to Success
• Modes of operation ( MO )
• Creative power
• Form of productivity
3 Parts of the Mind
• Identifies individuals’ instinctive strengths for increased productivity
• Improves communication and job satisfaction
• Pinpoints some areas of organizational stress and prescribes solutions
• Builds teams with the right talents for high performance
The Kolbe Method
MOs are formed by
Kolbe Action Modes
Fact Finder Follow Thru
Quick Start Implementor
Dealing with risk
and unknowns
Gathering and
communicating
information
Sorting and storing
information
Handling space and
tactile efforts
4 Action Modes
Motivation
Reason
Productive Action
Affective Conative Cognitive
Will
Instincts
Kolbe Productivity Process
16
Kolbe C™ Index
Evaluator’s
functional
Requirements
Kolbe B™
Index
Workers’ self-
Expectations
Kolbe A
Index
Individuals’
Realities
Significant differences
among conative
Realities, Expectations
and Requirements
cause over 70% of
work-related stress.
Workplace Diagnostics
17
Synergy Algorithm Kolbe has proven:
• Without synergy, teams
are doomed to fail.
Kolbe also makes synergy: • Definable
• Quantifiable
• Predictable
• Improvable
Team Synergy
18
Kolbe Leadership Reports™
Core Skill #3 Building Your Network
Helpful Hints
• Establish your goals.
• Networking is NOT selling. (yet)
• Give first… then you will receive.
• Be a rifle, not a shotgun. (Strategic)
• Remember your manners.
• Make it easy to get in touch with you.
• Start building your file…
Your Contact File Should Include:
• Name of contact
• Address, telephone, cell phone, IM, email etc…
• How you met the person
• One outstanding point about the person
• Occupation
• Date last contacted
• Conversation summary
• Name of 3 referrals
• Dates of follow-up on these 3 referrals
• Date of thank you letter for the referral
• Other…
Who Is Your Network?
• Clients
• Friends
• Peers
• Mentors/Coaches/Hero’s
• Community Members
Homework….
• Identify at least 15 business contacts and add them to your outlook contacts.
• Schedule a recurring task/meeting to follow up with each contact. (Monthly/Quarterly/Yearly)
Polling Question #2 Do you believe that core training is necessary
to developing managers of the future?
• Absolutely
• Yes, but only after other CPE
• No, they can learn just like I did by on the job training
Core Skill #4 Communications
How do you feel about these words?
Responsibility and Authority
The Set Up…
• Know what the person wants and values
• Hold and participate in consistent meetings
• Go for quality of information
• Prepare with an agenda
Tips That Work
1. Develop a “list” in between meetings.
2. Verbal or Written? Electronic or Paper?
3. Put yourself in THEIR shoes!
4. How to “pick your battles”
5. Listen more than you talk
Continued…
6. Know the goals of the firm
7. Carry the message
8. Aggressive vs Assertive Communication
9. Dealing with rejection
10. Your role as team motivator
Core Skill #5 Embracing Accountability
The Pay for Performance Theory Mission
Core Values
Vision
Strategy
Pay For Performance
Strategic Initiatives
Personal Objectives Outcomes
What we do to exist. What we believe in.
What we want to be.
Our Game Plan
Motivate necessary behaviors to implement
strategy. What we need to do.
What I need to do.
Satisfied Partners
Happy Customers
Effective Processes
Motivated Employees
Balanced Scorecard
Are you on the same page?
1. YOU – Write down the 5 most important performance goals for the employee.
2. EMPLOYEE – Write down the 5 most important performance goals that are expected of you.
3. COMPARE….. And prepare to be surprised.
Core Skill #6 Conflict and Challenging
Conversations
Your Conflict Response Strategy
There are five different strategies to responding to conflict
All are equally good and/or bad
Choose your strategy based on what is important to you about that decision
Forget about the past.
How will you respond to conflict tomorrow?
Core Skill #7 Time Management
Win-Win Delegation
8
7
6 5 Watch and Coach
3
Select the Person
and Project 2
Stop Doing 1
4
Empowered People
Show Him or Her How
Let It Go
Follow-Up and Provide Feedback
Reward and Celebrate
Sell It and Gain Buy-In
Core Skill #9 Negotiations
Common Negotiation Myths
• Good negotiators are BORN
• EXPERIENCE is a great teacher
• Good negotiation is about RISK TAKING
• Good Negotiation relies on GUT INSTINCT
Why People are Lousy Planners
• Overconfidence leads to lack of effort
• Try & “wing it”
– Haphazard Approach – prefer informality
– Disorganized
• Improper focus
– Only think of own view
Planning for Negotiations
Agenda Setting
–Identify the Issues for Discussion
–Consider Issue Ordering
–Establish Discussion Norms and Rules
Planning for Negotiations
Supporting Arguments
• Be prepared to justify your positions
• Find Credible sources
– Unbiased
– Recognized Expertise
• Address your opponent’s perspective
– Frame in a way they appreciate/understand
– Communicate how compliance benefits them!
Planning for Negotiations
Closing Statements
• Similar to the opening remarks … a graceful exit may include:
– Enthusiasm
– Praise for the product/service
– Compliments & friendly remarks
– NO discussion of your reservation price!
Key: An agreement doesn’t guarantee follow through! Promote stability and social utility!
Trust Building Tips
• Take time to BUILD RAPPORT
• Communicate an intent to COOPERATE
• Gain public COMMITMENTS
• Signal INTERDEPENDENCE
Guidelines for Ethical Behavior
• When in doubt, check to see if the action you are considering is legal or ethical?
• How would you feel/react if the other party used the behavior on you?
• Would you be embarrassed if your actions were made known to your family, friends, co-workers?
Polling Question #3 Our firm is conducting core skill training?
• Yes
• No, we are outsourcing
• No, we have no strategy for this right now
Core Skill #10 Business Development
The Selling Cycle
Product Knowledge
Personal Planning
People/Relationships
Selling Process
Best Habits
• Return Calls in 24 Hours
• Sales Calls 1 Hour Each Day
• One hour of sales planning every Friday
• Connect with Each of Top 10 Clients at Least 4 Times
a Year
• Touch Base with 5 Top Allies 6 Times a Year
• Say Please and Thank You
Develop a System! 5 Star Training – Waugh & Co.
• Develop Trust - Connect
• Ask for the Business!
• Delivery
• Ascertain Satisfaction
• Offer Dessert
• Collect the Check
• Recovery
Why We Fail To Connect
• Too busy
• Schedule too tight
• Didn’t take order right - Now embarrassed
Things that will make this easier:
• Develop a short Elevator Speech on YOU
• Take your business cards
• Ask a question and then just listen… Try not to
dominate the conversation
• Develop one or two questions about what you want
to know from them
Core Skill #11 Client Filtering
“We will never achieve our best potential if we are not willing to abandon old things….clients, processes, policies, products and
services, employees. We can’t do great new things when the bad old things take up all our attention and resources.”
Peter Drucker (1909 -2005)
Writer and Management Consultant
Who Is Your Ideal Client?
• Identify Your 5 Best Clients.
• Learn their Dangers, Opportunities and Strengths.
• Where do they duplicate?
• How Are You Creating Value For Them?
• Work Toward Those Prospects For Future Relationships.
The Ideal Client • Strong management
team
• Quality staff
• Committed to the planning process
• Committed to technology
• Committed to continuing education
• Coachable
• Team approach and attitude
• Reasonable expectations
• Profitable and industry leaders
• Willing to pay for quality service
Client Filtering System
Criteria Utilize Client utilizes multiple service
offerings
Appreciate Client shows appreciation
Reward Client pays promptly & willingly
Enhance Client requires services that expand our capabilities
Referral Client refers others
Assigned Values
• Assign a value from -1 to 5, with 5 being exceptionally high.
Client Name Utilize Appreciate Reward Enhance Referral Total
1. Data Corporation 3 4 5 2 4 18
2. Corporate Real Estate 4 5 5 5 4 23
3. Clinton Law Group 5 -1 3 3 3 13
4. Johnson Medical Associates 2 5 3 4 5 19
5. Boulevard Bank 4 5 5 4 5 23
6. Continental Supply 3 3 2 5 2 15
7. Executive Homes Realty 5 4 5 3 5 22
8. Montgomery Banks 3 3 3 2 1 12
9. Mercy.com 2 5 -1 4 2 12
10. Rose Floral 4 3 5 4 4 20
Rating: -1 to 5
Client Filtering System
Don’t Forget
• Make sure you make a column for Revenue Production
• Make sure you make a column for # of hours attributed to that client
80/20 Rule…again!
• 80% of your revenue is coming from 20% of your clients
• 80% of your time should be spent on the top 20% - Is it?
MY GUESS IS THAT UP TO THIS POINT – YOU AGREE WITH ME.
RIGHT?
Why we hang on…
We worked hard to get that client
That is my “book of business”
Fear of conflict
Fear of loss of revenue
Change is tough
A Process That Works
1. Complete Client Filtering – Honestly
2. Set a % Goal for Yearly Removal
3. Identify Clients and Strategy
4. Use RESPECT
5. Be accountable for the process
Core Skill #12 Client Service
Is This Your Firm’s Motto?
“WE’RE NO WORSE THAN ANYONE ELSE”
4 Basic Principles
1. The client is always right.
2. You can only care for external clients if you are caring for internal clients.
3. Commitment for great client service must begin and be supported at the top!
4. Everyone is responsible for #1-3.
6 Firm Must Do’s
1. Give your Director of First Impressions a license to dazzle.
2. Take a Special Look Around the Lobby.
3. Reward Anyone Who Gets A Client Compliment.
4. Treat Every Client With Respect. Be On Time.
5. Say Please and Thank You.
6. Use the Client’s Name.
NetPromoter
• Online
• 3rd Party Delivery
• 3 Questions:
1. How likely are you to recommend XXXXX to your friends and colleagues?
2. Please explain the reasons for your response to question 1.
3. If you answered 0 through 8, what are the three most important things XXXXX must do to have you answer 9 or 10 in the future?
Client Newsletter
• BizActions
• Internal Development
• Paper – OK
• Electronic – Much Better
• Eye On Money Magazine http://quinncom.biz/EyeOnMoney
Core Skill #13 Performance Management
Goal Setting
SMART
Specific
Measurable
Attainable Results Oriented
Time Bound
Effective Goal Setter
1. Mutually identifies key job tasks 2. Mutually establishes goals for each task 3. Agrees on established deadline 4. Allows active participation 5. Assists with prioritizing goals 6. Rates goals for difficulty and importance 7. Builds in feedback mechanisms to assess progress 8. Commits rewards contingent on goal attainment
What Are Your Goals??
Core Skill #14 Mentoring and Coaching
Coaching, Counseling, Mentoring
• Definitions
• Differences
• Your Role in All Three
Common Rules
• Make Eye Contact
• Face the Person
• Smile a Little!
• No Cell Phone
• Be Prepared
• Write Some Notes
• Tell them when they do something right!
• Underpromise and Overdeliver
• Keep Your Promises
• Know What Motivated Them!
• Know Their Job!
• Be On Time
• Do What You Say You Will Do
• Say Please and Thank You
• Manage Your Emotions
Key Takeaways
• If you are a Manager…. You are a Mentor
• Mentoring and Coaching are Wonderful…. But be careful of Counseling
• Practice
• Listen more than you talk
Core Skill #15 Generations of Talent
Generation: Definition
A cluster of people who were:
– Born in a similar timeframe
– Experienced similar life situations
– Share similar views and attitudes
– Can be differentiated from other generations
Generational Influencers
• Current events
• Technology
• Fads
• Economic Times
• Parenting
• Education
• Size
Steps to Take Today!
1. Establish yourself & your firm online
2. Leverage new technologies rather than fighting them
3. Talk to your younger employees & start learning
4. Create task forces – Include younger & older employees
– Put younger employees in a leadership role
5. Use your network to learn how others are leveraging social networking
Leaders Plan
• Self Planning – Quarterly
• Team Planning – Quarterly
• Firm Planning - Yearly
Core Skill #17 Change Management
7 Levels of Change
Where does change begin….
TRUST
Core Skill #18 Value Pricing
This is about…
• Change management
• Value (real & perceived)
• Consistency
• Timing
– Upfront
• Reducing or eliminating write-offs
• Process improvement
This is not about…
• Elimination of time sheets
• The only answer to pricing issues
Polling Question #4 We have the following number of managers in
our firm?
• 10+
• 5 to 9
• 1 to 4
Core Skill #19 Shared Services or Shared Vision
Shared Services or Vision
Shared Services Issue Shared Vision
MP or an Executive
Committee Governance CEO or MP
Little time for thinking &
planning Planning Integrated plans with
partner & staff game
plans
Book of business then
the firm – Owners in
charge of key
management roles
Management Focus
Professionals in key
leadership roles i.e.
CEO, CFO, CIO, HR,
Marketing & Sales
Protect individuals Agreements
Protect the firm & then
individuals
Unfunded, often
unrealistic Retirement Funded or unfunded, but
limited
Shared Services or Vision
Shared Services Issue Shared Vision
No plan-hope to hire future
leadership Succession Develop leaders at all
levels-Plans in place
Overhead Technology
Strategic Asset
Focus on CPE requirements
Training & Learning
Technical CPE, soft
skills, leadership &
management
Charge hours & book of
business Owner
Compensation
Goal oriented –
Balanced Scorecard
Multiple processes & generally
not enforced Standards, Policies
& Procedures
Funded or unfunded,
but limited
Core Skill #20 Learning and Education
The Firm Teaching/Learning Model
F i r m C u l t u r e
P
e
r
f
o
r
m
a
n
c
e
Low High
High
1
Easy Decision –
Terminate
4
Leader - Star
3
Tough Decision
Resist change
Arrogant
Abuse authority
Treat staff poorly
Do not develop others
2
Give 2nd Chance
© 2002-2006 Boomer Consulting, Inc.
Training
Learning
Teamwork
Focus
Culture
Training Plan (Not just CPE)
• Technical: expertise building • Technology: software and other tools • Management: personal, people & project • Marketing: appropriate to level
Thank you!
www.boomer.com
