Our Management Training Courses

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

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

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

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

 

The minority of organizations are managed on a purely behavior-oriented or performance-oriented basis. In most business sales management and sales assessment systems, one or other form of management predominates. This bias has a major influence on the way sales training is delivered to these organizations.

Behavior-oriented management systems require a more concentrated scrutiny of sales people by their sales managers and a larger number of subjective assessment criteria. This system is usually linked with a high fixed salary share.

Performance or result-oriented management systems are characterized by simple and objective assessment criteria (e.g., turnover attained or cover contribution). It is therefore less work-intensive for sales managers and usually has a relatively high, variable fixed salary share.
Advocates of the "soft" behavior-oriented management style always maintain that this style of management leads to: An increased competence. An increase in team orientation. An increased sense of responsibility. Increased levels individual motivation. Improved levels of planning. An Increase in client orientation.

144 companies were surveyed in order to establish whether these characteristics corresponded in reality. It yielded the following interesting results: A behavior-oriented management system does indeed induce increased competence and teamwork. Only a weak link was found between this management system and an increased sense of responsibility, as well as increased self motivation on the part of salespeople. However, there was a distinct improvement, on the other hand, in planning and client orientation. The popular view that a behavior-oriented management system has a positive effect on the performance of salespeople could, however, not be confirmed. Unsurprisingly, there is a clear influence on the skills of sales people: those who are under a behavior-oriented style of management make better presentations and are more skillful at concluding sales negotiations.

How do both management systems affect sales peoples' performance? Salespeople under a behavior-oriented style of management achieve their goals more often than their counterparts under a performance-oriented style of management. According to academics, this is attributable to their greater competence and presentation skills due to a higher level of input in regard to their behavior such as sales training.

Generally, the following inter relationship is important: A performance-related style of management certainly leads to a direct improvement of measurable results (turnover, cover contribution), but does not induce increased competence and sales skills like the behavior-oriented style of management.

Behavior-oriented management, on the other hand, has no direct effect on measurable results.
The direct influence it has over the overall result, by virtue of the greater competence and greater sales skills it induces, is at the end of the day more effective than the direct management of results brought about by a performance-oriented managerial style.

To put this in casual terms, salespeople under a performance-oriented style of management certainly chase turnovers more intensively, but that, as a result of their lack of expertise and sales skills they are less able than their counterparts under a behavior-oriented management style.

A management style that is excessively performance-oriented is not only less efficient, but in certain cases it can also be more expensive than a behavior-oriented style of management. This is particularly true during a recession, when it is far more important to nurture existing clients than go on a "hard selling" offensive.

As a sales manager, you should place less emphasis on turnover lists and accompany your salespeople on field visits in order to assess and to give them one to one sales training. This certainly entails a lot more work for you but is more effective for your sales success rate at the end of the day!

By: Richard Stone

Subject: Management Training Course

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