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ENGAGING WITH DALE CARNEGIE TRAINING PRODUCT AND SALES REFERENCE TOOLS FOR SALES ASSOCIATES

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WELCOME LETTER FROM DAVID FAGIANO// Cheif Operating Officer, Dale Carnegie & Associates, Inc. Dear Colleagues, Welcome to the Dale Carnegie organization. Congratulations. Not only have you joined one of the most respected companies in the world, you have also joined a group of people who share a passion and a commitment to the principles set forth by our founder. The global acceptance of these principles has created a worldwide organization operating in over 80 countries. As part of this growing team of worldwide Dale Carnegie corporate specialists, your mission is to help individuals, groups and organizations design solutions that unleash employees’ potential, and enable organizations to reach the next level of performance. The purpose of this booklet, Engaging with Dale Carnegie Training, is to showcase the various Tools that are available to you – tools that will ensure that you are successful in your Carnegie career. We are committed to your growth. Together with our brand and the tools of engagement outlined in this booklet, your limitless talent will continue to bring strength to Dale Carnegie. Wishing you much success and prosperity! David

MYINFO Name: Office Address: Postal Code: City: Country: Telephone: Cell: E-mail:

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CONTENTS// 1 DALE CARNEGIE TRAINING Locations and Languages Unique Selling Propositions Strategic Accounts & Microsites

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2 QUALITY Trainer Certification Dale Carnegie Credentials Pyramid Accrediting Council For Continuing Education & Training (ACCET)

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American Council on Education (ACE) Colleges and Universities Professional Associations ISO

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3 SOLUTIONS Cycle of Development The Five P's Corporate Solutions Customized Solutions iMap Corporate Solutions Content Areas (.ppt) Configurable Modules Team Membership Engagement Leadership Development Sales Effectiveness Customer Service Presentation Effectiveness Process Improvement Linking Business Needs to Resources Job Family/Resources

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Module Grids Public Programs Approach & Training Process Client Information Sheet Dale Carnegie Course High Impact Presentations Leadership Training For Managers Sales Advantage Product Library

58 72 74 75 76 78 80 82 85

4 eLEARNING & ASSESSMENTS eLearning Assessments

86 88 89

5 QUICK SALES TOOLS Golden Book Elevator Pitch Agenda Call Grad Call Boss Call Interest Areas Questioning Model Business Improvement Discussion Four Buyer Types Communication Styles Sale's Site YourSpace Intranet Sales Training Best Practices Trainers Site

90 92 93 94 95 96 97 98 103 104 105 106 107 108 109

6 TESTIMONIALS Warren Buffet

110

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36 37 38 39 40 41 42 48

A special thanks to JJ VanderLaan, who developed a sales training tool for his franchise DTC Benelux that became the basis for the creation of this sales training booklet. 3


DALECARNEGIE TRAINING//

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WORLDWIDE LOCATIONS Antigua Argentina Australia Austria Bahrain Barbados Belgium Brazil Canada Chile China Costa Rica Cyprus Dominica Dominican Republic

Ecuador Egypt El Salvador France Germany Greece Grenada Guam Guatemala Guyana Honduras Hong Kong Hungary Iceland India

Indonesia Ireland Israel Italy Japan Lebanon Luxembourg Macau Malaysia Mauritius Mexico Montserrat Morocco New Zealand Norway

Panama Paraguay Philippines Puerto Rico Qatar Romania Saudi Arabia Singapore Slovakia South Africa South Korea Spain St. Kitts St. Lucia St. Maarten

St. Vincent Suriname Sweden Switzerland Taiwan, R.O.C. Thailand The Netherlands Trinidad & Tobago Turkey United Arab Emirates United Kingdom United States Venezuela Vietnam

Korean Mandarin Norwegian Portuguese Romanian Slovakian

Spanish Swedish Tagalog Thai Turkish Vietnamese

TRAININGIN 30 LANGUAGES Arabic Bahasa Cantonese Czech Danish Dutch

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English Finnish French Gaelic German Greek

Hebrew Hindi Hungarian Icelandic Italian Japanese


TRAINING IN 30 LANGUAGES AT LOCATIONS WORLDWIDE//

For a current list of our worldwide locations, visit www.dalecarnegie.com

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UNIQUESELLING PROPOSITIONS As the market becomes crowded with other providers, it is important that we only sell on our uniqueness not our similarities. Here are some examples of Dale Carnegie’s unique selling propositions.

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UNIQUE SELLING PROPOSITIONS//

HISTORY

GLOBAL NETWORK

Dale Carnegie Training has been in the business of improving performance for companies and individuals since 1912. During this time, we’ve had to constantly reinvent ourselves and our offerings to ensure that we stay successful and competitive in an ever changing market – we’ve done this in our company and this is the skill and experience we can bring to our clients.

We have offices in over 75 countries and in 30 languages. The global network can provide a consistent and localized solution worldwide.

DEDICATED COACHES Our trainers and coaches are business professionals who have real world business experience. They must undergo a minimum of 250 hours of in-house development before becoming a certified trainer. Each trainer is certified and recertified annually through a process that has been ISO 9001:2000 accredited.

RAPID RESULTS Our coaching creates performance breakthroughs in a wide range of key areas that affect the success of businesses throughout the world. All this is attained rapidly, meaning that your team will start seeing acrossthe board results at the speed of business.

COACHING IN THE MOMENT We use a unique coaching style called Coaching in the Moment. The trainer will catch the ineffective habit or tendency when it happens, offer a redirect or correction, and then will coach for immediate implementation. This allows for quick adoption and changed performance.

customization

quality

USP market leader

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STRATEGIC ACCOUNTS & LOGOS//

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SUMMARY OF DALE CARNEGIE GLOBAL // STRATEGIC ACCOUNTS // Companies and Organizations that sign strategic accounts have the ability to create their own Microsite. The microsite handles all enrollments for the company

COMPANY NAME

MICRO-SITE

American Express

www.dalecarnegie.com/aexp

AstraZeneca Pharmaceuticals

www.dalecarnegie.com/az

Auto Owners Insurance

www.dalecarnegie.com/auto-owners

Cargill

www.dalecarnegie.com/cargill

Crystal Frams

www.dalecarnegie.com/crystalfarms

HDR Engineering, Inc.

www.dalecarnegie.com/hdr

Hormel Foods Inc.

www.dalecarnegie.com/hormel

Hy-Vee, Inc. #1001

www.dalecarnegie.com/hy-vee

Merrill Lynch

www.dalecarnegie.com/ml

Motorola

www.dalecarnegie.com/motorola

Skanska

www.dalecarnegie.com/skanskausa/

Sovereign Bank

www.dalecarnegie.com/sov

Shering Plough

www.dalecarnegie.com/dctsp

Wal-Mart

www.dalecarnegie.com/walmart

WAWA, Inc.

www.dalecarnegie.com/wawa

and gives the company the ability to be billed from one central location. Here is a partial listing of Dale Carnegie Client Microsites

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NOTES//

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NOTES//

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QUALITY// For several decades, Dale Carnegie has built an array of accreditations, certifications, endorsements, relationships, and affiliations. This area describes Dale Carnegie’s quality and provides details on how these credentials can help consultants around the world grow their business.

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TRAINER CERTIFICATION//

PARTICIPANT EXPERIENCE

CLASS ASSISTANCE APPLICATION MATERIALS ACCEPTED

Dale Carnegie Trainer Certification Process - Each Dale Carnegie Trainer is required to attend and pass a multi-level process to become certified as a trainer.

No

CURRENTLY LICENSED TRAINER?

Yes

Core Competency Local Preparation

Product Endorsement Local Preparation

Core Competency Practice With Local Coach

Product Endorsement Practice With Local Coach

Core Competency Event

Product Endorsement Event

yes no

PASS

PASS yes

Tandem Training and Assessment (2)

no

PASS

Fully Licensed Trainer Annual Refreshers Trainer Renewal

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no

no


DALE CARNEGIE CREDENTIALS PYRAMID// A BRAND BUILDING STRATEGY

The Dale Carnegie Credentials Pyramid illustrates the expansive scope of our credentials. Dale Carnegie Training's accreditation in the United States is with the Accrediting Council for Continuing Education and Training (ACCET.) As a founding member of ACCET, Dale Carnegie has enjoyed accreditation since 1974. With the ACCET accreditation as a foundation, Dale Carnegie Training is listed in the Council for Higher Education (CHEA) database, recommended by the American Council of Education for college credit, endorsed by numerous Professional Associations, and is ISO 9001:2000 certified. No other global training organization has as impressive credentials as Dale Carnegie. The scope of our credentials is a competitive distinction that you can leverage in selling training to your clients.

ISO: 9001: 2000 Professional Associations Colleges & Universities Council for Higher Education Accrediting Council for Continuing Education & Training

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ACCREDITING COUNCIL FOR CONTINUING EDUCATION AND TRAINING (ACCET)// THE FOUNDATION OF DALE CARNEGIE CREDENTIALS ACCET accreditation is the foundation for all of the credentials we enjoy today. ACCET is recognized by the U.S. Department of Education as a National Accrediting agency and is a well respected champion of quality education and training. A direct result of our ACCET accreditation is Dale Carnegie's listing in the Council for Higher Education (CHEA) and our college credit recommendations from the American Council on Education. ACCET also provides U.S. franchisees

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objective, third party feedback on the quality of their operations. International franchisees who desire to apply for ACCET accreditation should contact Terri Kiely (636-980-8103) for more information. As we target more large accounts and multinational corporations, ACCET accreditation will continue to enhance our credibility by giving our clients confidence in the global consistency and quality of our training.


2 AMERICAN COUNCIL ON EDUCATION (ACE)// LEVERAGING FOR COLLEGE CREDIT

For more than 25 years, the American Council on Education has recommended Dale Carnegie Training for college credit. ACE also lists Dale Carnegie Training as an approved provider in the publication: Accredited Institutions of Post-Secondary Education (AIPE). The ACE listing and college credit recommendations have enhanced the Dale Carnegie brand by serving as an endorsement to colleges and universities. Today, virtually every college in the United States uses AIPE publication and ACE recommendations in evaluating non-collegiate education and training. In addition to the thousands of individuals who have taken Dale Carnegie training for college credit, local affiliations with colleges and universities have enabled franchisees to tap tuition assistance funds as a strategy to sell to midsize and large companies.

is significant. The Council for Adult and Experiential Learning (CAEL) reported that in 2005, more than $20 billion was spent on tuition assistance, up from $10 billion in 2003. It is estimated that $30 billion was spent on tuition assistance in 2007. A recent (August, 2008) study by the Institute for Corporate Productivity reported that 81% of corporations offer employees tuition assistance. AT&T's 2007 annual report stated that they had spent $200 million on training and $26 million on tuition reimbursement to prepare their employees for the future and to ensure they deliver a superior experience to their customers. Clearly, based on these numbers, the opportunities are huge and we are just scratching the surface. For information on our ACE recommendations and selling through tuition assistance, please contact Terri Kiely by phone at 636-980-8103 or by e-mail at terri.kiely@dalecarnegie.com

Our ACE recommendations are the cornerstone of our strategy to sell through tuition assistance, and the potential for making sales through tuition assistance

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COLLEGES & UNIVERSITIES// SELLING THROUGH TUITION ASSISTANCE

As a result of Dale Carnegie's recognition by the American Council on Education (ACE) and their recommendations of Dale Carnegie Training for college credit, Dale Carnegie franchisees have developed relationships with numerous local colleges and universities. These relationships have enabled franchisees to sell training through tuition assistance and to service individuals desiring college credit. For almost two decades, Dale Carnegie has enjoyed a relationship with Excelsior College, processing thousands of transcripts for individuals interested in pursuing educational goals as a means to accelerate their careers. Dale Carnegie also enjoys an articulation agreement with the University of Phoenix which grants direct credit for our training.

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Targeting tuition assistance, our primary university relationship is with the University of Central Missouri (UCM). UCM is a well respected U.S. university with a global reputation for world-class education. Our relationship with UCM enables franchisees worldwide to benefit by offering their customers college credit. It has also expanded our eligibility for tuition assistance funds by having UCM sponsor our training and process billing through the university. For information on obtaining college credit, processing transcripts, and our relationship with the UCM, please contact Stefanie Wheeler by phone at 636-980-8130 or by e-mail at stefanie.wheeler@dalecarnegie.com


PROFESSIONAL ASSOCIATIONS// ACCESS TO NICHE MARKETS

Dale Carnegie enjoys relationships with numerous Professional Associations servicing such diverse occupations as accountants, assessors, attorneys, dentists, industrial hygienists, police officers, and project managers. Each of these professions represents a niche market by requiring on-going education and training. Many professional associations have approved Dale Carnegie as an authorized provider of training for their members. For information on our relationships with professional associations, please contact Terri Kiely by phone at 636980-8103 or by e-mail at terri.kiely@dalecarnegie.com • Academy of General Dentistry • American Board of Industrial Hygiene • American Payroll Association

• Florida Board of Surveyors and Mappers • Michigan State Assessors Board • Missouri Peace Officer Standards and Training • National Association of State Boards of Accountancy • New Jersey Assessors • Pennsylvania Department of Education • Project Management Institute • State Bar of: • California • Colorado • Florida • Georgia • Minnesota • Pennsylvania • Maine • Rhode Island • Washington

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ISO 9001:2000 CERTIFICATION// A GLOBALLY RECOGNIZED STANDARD OF QUALITY

Dale Carnegie is the only global training company that is ISO 9001:2000 certified. Dale Carnegie is certified by Bureau Veritas, a well-respected ISO registrar. Dale Carnegie's ISO certification includes the management system for the design and development of training products; tailoring and customization of training products; design and development of organizational and training assessments and evaluations; and training and certification of trainers. This prestigious certification is an objective, third-party endorsement of the quality

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of our products, training, and trainers. Mentioning ISO certification in sales conversations will enhance your credibility and give your clients confidence in Dale Carnegie's ability to deliver high quality solutions to their organization. If you have any questions, please contact Tonia Hartman, our ISO Management Representative, by phone at 636-980-8102 or by e-mail at tonia.hartman@ dalecarnegie.com.


NOTES//

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SOLUTIONS Dale Carnegie Training offers courses, seminars, and configurable modules designed to improve workplace performance. By helping employees become fully engaged in their organizations’s vision, values, and objectives.

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CYCLE OF GROWTH & CHANGE//

Adults learn differently...

NEED TO WANT TO CAN DO

MORE COACHING FEEDBACK FOLLOW-UP ACCOUNTABILITY MEASUREMENT RECOGNITION

MOTIVATION GAP

WILL DO SHOW ME HOW

HABIT

SKILL

ATTITUDE

KNOWLEDGE

RIGHT PRACTICE WITH STRONG COACHING

KNOWLEDGE TRAP

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FUNDAMENTALS CONCEPTS PRINCIPLES


THE FIVE P’S//

PARTICIPATIVE Adults learn by doing. For increased success, we must practice new skills. It’s not so much what we know, but what we can do with what we know, and our attitude toward doing it! POSITIVE Adults learn fastest in a positive environment, an environment where they can try new things and build off of their strengths. Dale Carnegie firmly believed that a person is made up primarily of strengths. For some of us, this may be a welcome change! PERMANENT The more repeat moments are built into the training process, the greater the effect on behavioral change in practice. PRACTICAL To be able to apply in practice the concepts and techniques learned during our training programs, genuine breakthroughs are realized and applied immediately. Our principles work in the real world. PUSHES THE COMFORT ZONE Our training encourages people to stretch their comfort zones. The single most limiting factor in an adult’s life is often the size of their comfort zone. Opportunities most often lie outside our comfort zone.

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NOTES//

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CORPORATE SOLUTIONS// Dale Carnegie Training offers Corporate Solutions through a competency-based development system and a consultive process called the iMap. Together they make:

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CUSTOMIZED SOLUTIONS// DALE CARNEGIE TRAINING OFFERS IN-HOUSE AND CUSTOMIZED TRAINING TO COMPANIES ACROSS THE GLOBE

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iMAP//

The road that gets you where you want to go INTENT// Your organization's strategic vision - the "should be" as opposed to the "as is."

INQUIRE// A strategic conversation with you to understand where the operation is today, where you want to take it, and what needs to change to get there.

INVOLVE// Through assessments, surveys, and a unique BID process, determine the alignment around the vision, competency gaps that needs to be closed, and attitudes that undermine change.

INNOVATE// Design interventions that support your strategic intent, provide measurable results, map directly to the competencies needed to power the strategic intent, blend competency development with attitudinal change, and align emotional intelligence with corporate initiatives.

IMPACT// Ingrain long-term behavior change and gain emotional and intellectual engagement with corporate objectives.

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iMAP BUSINESS NEEDS//

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TEAM MEMBER ENGAGEMENT//

LEADERSHIP DEVELOPMENT//

SALES EFFECTIVENESS//

Content areas: TEAMWORK CONFLICT RESOLUTION INTERPERSONAL SKILLS COMMUNICATION DIVERSITY DEALING WITH STRESS

Content areas: PERSONAL LEADERSHIP TEAM LEADERSHIP ORGANIZATIONAL LEADERSHIP TALENT MANAGEMENT PERFORMANCE MANAGEMENT COACHING

Content areas: CLIENT DEVELOPMENTS OUTSIDE SALES SKILLS INSIDE SALES SKILLS EXECUTIVE SELLING SKILLS SUCCESSFUL NEGOTIATIONS PROFESSIONAL SALES MANAGEMENT


Power Point Template is available on www.sales.dalecarnegie.com

CUSTOMER SERVICE// Content areas: BUILDING CUSTOMER LOYALTY TELEPHONE SERVICE INTERNAL CUSTOMER SERVICE BUILDING CUSTOMER PARTNERSHIPS SERVICE-BASED SELLING LEADING AN EFFECTIVE SERVICE ORGANIZATION

PRESENTATION EFFECTIVENESS// Content areas: EFFECTIVE PREPARATION DELIVERING WITH IMPACT HANDLING PRESSURE SITUATIONS TEAM PRESENTATIONS FACILITATION SKILLS EXECUTIVE PRESENTATIONS

PROCESS IMPROVEMENT// Content areas: PROBLEM ANALYSIS DECISION MAKING ADAPTING TO CHANGE PROJECT MANAGEMENT CHANGE MANAGEMENT

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TEAM MEMBER ENGAGEMENT// MODULE LISTING

TEAM MEMBER ENGAGEMENT MODULES • Avoid Burnout • Being a Contributing Team Member • Bringing Conflict Into the Open • Communicate with Diplomacy & Tact • Competency Based Development System • Conflict: Maintaining Emotional Control • Conflict as a Growth Opportunity • Conflict Mediation • Conflict to Collaboration • Dealing with Difficult Team Members • Emotional Control • Ending a Successful Team • Establishing an Effective Team • External Partnerships • Internal Conflict Resolution • Team Building • Team Building Basics • Working with Difficult People • Work-Life Balance

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LEADERSHIP DEVELOPMENT// MODULE LISTING

LEADERSHIP DEVELOPMENT MODULES • Build Trust, Credibility, Respect

• Multi-tasking

• Business Professionalism 101

• Negotiations: A Human Relations Approach

• Coach for Performance Improvement

• Network through Community Service

• Coaching: Supportive and Directive Approaches

• Network to Build Business Connections

• Communication to Lead

• Networking to Build Your Personal Brand

• Competency Based Development System

• Networking to Promote Your Organization

• Conflict Management

• New Employee Orientation

• Delegation

• Performance Appraisals

• Ethical Leadership

• Performance Defined

• Focus and Discipline

• Planning

• Global Travel and Culture

• Share the Glory

• Handle Mistakes

• Strategic Planning

• Lead Effective Meetings

• Succession Planning

• Leadership Communications

• Time Control to Work on Your Business

• Leadership Styles and Tendencies

• Time Management

• Leading Strong Teams

• Vision, Mission, and Values

• Mentorship: Creating a Partenership

• Visionary Leadership

• Mentorship: Launching an Initiative • Motivation • Motivational Leadership 37


SALES EFFECTIVENESS// MODULE LISTING

SALES EFFECTIVENESS MODULES • Competency Based Development System • Coaching Salespeople • Hiring Salespeople • Interest • Master the Selling Process • Motive and Commitment • Objections • Rapport • Recruiting Salespeople • Sales Meetings • Sales Performance Defined • Solution • Successful Sales Leadership

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CUSTOMER SERVICE// MODULE LISTING

CUSTOMER SERVICE MODULES • Attitudes for Service • Competency Based Development System • Complaint Resolution • Create Loyal Customers • Cross and Up Selling • Customer Follow Through • Customer Value Solutions • Effective First Impressions: Face to Face • Generate Customer Interest • Internal Customer Service • Manage Customer Expectations • Referrals • Service to Sales • Suggestion Selling • Telephone Skills: Outbound • Telephone Skills: Inbound

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PRESENTATION EFFECTIVENESS// MODULE LISTING

PRESENTATION EFFECTIVENESS MODULES • Competency Based Development System • Confrontational Questions • Facilitate for Group Results • Planning Presentations • Present to Gain Input • Present to Inform • Present to Persuade • Presenting with Visual Impact • Team Presentations • Vocal Skills and Body Language

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PROCESS IMPROVEMENT// MODULE LISTING

PROCESS IMPROVEMENT MODULES • Adjust to Change • Analyze Problems and Make Decisions • Change Engagement • Competency Based Development System • Innovation • Lead Change without Authority • Mange Change Effectively • Process Improvement • Project Planning • Team Change Engagement • Team Problem Solving and Decision Making

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LINKING BUSINESS NEEDS TO RESOURCES//

EFFECTIVE LEADERSHIP//

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Business Need

Partial List of Possible Solutions

Demonstrates integrity and ethical behavior Envisions an exciting future for the organization Holds self and others accountable Aligns human capital with organizational goals Has a passion for winning Builds trust and respect in and outside the company Enlists the willing cooperation of others Exercises necessary management controls Makes things happen Communicates clearly Resolves conflicts harmoniously

• The Dale Carnegie Course®: Effective Communication and Human Relations • Leadership Training for Managers • Strictly Business: The Dale Carnegie Immersion Seminar • The People Side of Process Improvement • High Impact Presentations • How to Replace Workplace Negativity with Enthusiasm • Business Execution: How to Link People, Goals, and Accountability to Drive Results • How to Build Employee Loyalty • Vision, Mission, and Values • Coaching • Planning • Performance Appraisals • Conflict Management • Time Management • Confrontational Questions • Time Control to Work on Your Business • Carnegie Performance Profile Insights 360


CUSTOMER FOCUS// Business Need

Partial List of Possible Solutions

Converts prospects into customers Demonstrates flexibility Communicates clearly Builds relationships of trust and respect Maintains a friendly, positive outlook Sees things from multiple points of view Leverages positive experiences to create customer loyalty Resolves complaints amicably Has a balanced attitude

• The Dale Carnegie Course®: Effective Communication and Human Relations • World Class Customer Service • Strictly Business: The Dale Carnegie Immersion Seminar • How to Sell Like a Pro • How to Turn Customers into Loyal Fans • Cross and Up-selling • Telephone Skills: Inbound and Outbound • Referrals • Attitudes for Service • Complaint Resolution • Profiles Customer Service Perspective

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LINKING BUSINESS NEEDS TO RESOURCES//

EMPLOYEE ENGAGEMENT//

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Business Need

Partial List of Possible Solutions

Organizes tasks, people, and resources to deliver most effectively Creates harmony in stressful interpersonal situations Maintains balance between productive and unproductive attitudes Supports individuals through active listening Builds trust and respect in the team Demonstrates personal integrity Is self-disciplined and makes things happen Creates a positive team attitude Incorporates new and existing ideas Projects an image that creates credibility Holds self and team members accountable Keeps up to date with issues Drives results by aligning vision, mission and values Inspires people for an all-win environment Matches employee abilities with organizational goals Seeks opportunities for positive change Sees things from multiple points of view

• The Dale Carnegie Course®: Effective Communication and Human Relations • Leadership Training for Managers • Strictly Business: The Dale Carnegie Immersion Seminar • High Impact Presentations • Achieve Success with Exceptional Interpersonal Skills • How to Win Friends and Influence People in Business • How to Conquer Workplace Stress • How to Hire the Right People • Establishing an Effective Team • Being a Contributing Team Member • Team Building • Dealing with Difficult Team Members • Conflict Mediation • Maintaining Emotional Control during Conflict • Internal Conflict Resolution • Carnegie Performance Profile Team Analysis


SALES EFFECTIVENESS// Business Need

Partial List of Possible Solutions

Turns customers into champions Builds long-term customer relationships Presents effectively Differentiates between positive and negative stress Creates win-win solutions Projects an image of maturity and integrity Demonstrates personal responsibility Practices active listening Maintains an enthusiastic outlook Has a passion for winning

• Sales Advantage • How to Sell Like a Pro • Making Sales: How to Jump Start Your Selling Career • High Impact Presentations • How to Cold Call and Build New Customers • How to Make and Sustain a Great First Impression • Building Rapport • Demonstrating Interest • Developing the Solution • Overcoming Objections

PROCESS IMPROVEMENT// Business Need

Partial List of Possible Solutions

Combines new and existing information to resolve issues and capitalize on opportunities Seeks opportunities to redirect self and others to achieve results Demonstrates flexibility when faced with change Matches tasks and talent to deliver effectively Prioritizes alternatives to create decisive action Takes positive corrective action Encourages idea fluency

• People Side of Process Improvement • The Dale Carnegie Course®: Effective Communication and Human Relations • Leadership Training for Managers • Successfully Managing People in Projects • Managing without Authority • Strictly Business: The Dale Carnegie Immersion Seminar • Innovation • Process Improvement • Team Problem Solving • Team Decision Making 45


LINKING JOB FAMILIES TO RESOURCES//

CUSTOMER SERVICE REPRESENTATIVE// Job Families • Confer with customers by telephone or in person in order to provide information about products and services, to take orders or cancel accounts, or to obtain details of complaints • Keep records of customer interactions and transactions, recording details of inquiries, complaints, and comments, as well as actions taken • Resolve customers’ service or billing complaints by performing activities such as exchanging merchandise, refunding money, and adjusting bills • Check to ensure that appropriate changes were made to resolve customers’ problems • Contact customers to respond to inquiries or to notify them of claim investigation results and any planned adjustments • Refer unresolved customer grievances to designated departments for further investigation • Determine charges for services requested, collect deposits or payments, or arrange for billing • Complete contract forms, prepare change of address records, and issue service discontinuance orders using computers • Obtain and examine all relevant information to assess validity of complaints and to determine possible causes, such as extreme weather conditions that could increase utility bills.

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• Solicit sale of new or additional services or products • The Dale Carnegie Course®: Effective Communication and Human Relations • Leadership Training for Managers • Strictly Business: The Dale Carnegie Immersion Seminar • High Impact Presentations • Achieve Success with Exceptional Interpersonal Skills • How to Win Friends and Influence People in Business • How to Conquer Workplace Stress • How to Hire the Right People • Establishing an Effective Team • Being a Contributing Team Member • Team Building • Dealing with Difficult Team Members • Conflict Mediation • Maintaining Emotional Control during Conflict • Internal Conflict Resolution • Carnegie Performance Profile Team Analysis


Resources ASSESSMENTS • Profile XT • Profiles Performance Indicator • Insights 360 • Profiles Customer Service Perspective • Profiles Sales Indicator COMPLETE TRAINING PROGRAMS • The Dale Carnegie Course® • Strictly Business: The Dale Carnegie Immersion Seminar • World Class Customer Service • How to Use Customer Service to Turn Transactions into Relationships • How to Win Cooperation and Influence People CONFIGURABLE TRAINING MODULES • Attitudes for Service • Complaint Resolution • Cross and Up Selling • Internal Customer Service • Telephone Skills: Inbound • Referrals • Rapport • Interest • Objections • Brining Conflict into the Open • Internal Conflict Resolution • External Partnerships • Team Problem Solving and Decision Making 47


LINKING JOB FAMILIES TO RESOURCES//

SALES MANAGER// Job Families • Resolve customer complaints regarding sales and service • Monitor customer preferences to determine focus of sales efforts • Direct and coordinate activities involving sales of manufactured products, services, commodities, real estate, or other subjects of sale • Determine price schedules and discount rates • Review operational records and reports to project sales and determine profitability • Direct, coordinate, and review activities in sales and service, accounting and recordkeeping, and in receiving and shipping operations • Confer or consult with department heads to plan advertising services and to secure information on equipment and customer specifications • Advise dealers and distributors on policies and operating procedures to ensure functional effectiveness of business • Prepare budgets and approve budget expenditures • Represent company at trade association meetings to promote products

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Resources ASSESSMENTS • Profile XT • Carnegie Performance Profile • Insights 360 • Profiles Check Point 360 COMPLETE TRAINING PROGRAMS • The Dale Carnegie Course® • Strictly Business: The Dale Carnegie Immersion Seminar • Leadership Training for Managers • Leadership Advantage • Business Execution: Linking People, Goals, and Accountability to Drive Results • Communication Skills for Managers • How to Coach Employees to Peak Performance • How to Handle Multiple Demands on Your Time • How to Hire the Right People • How to Run Meetings that Actually Accomplish Something CONFIGURABLE TRAINING MODULES • Successful Sales Leadership • Sales Performance Defined • Sales Meetings • Coaching Salespeople • Recruiting Salespeople • Hiring Salespeople

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LINKING JOB FAMILIES TO RESOURCES//

SALES// Job Families • Contact new and existing customers to discuss their needs and to explain how these needs could be met by specific products and services • Answer customers’ questions about products, prices, availability, product uses, and credit terms • Emphasize product features based on analyses of customers’ needs and on technical knowledge of product/service capabilities and limitations • Negotiate prices and terms of sales and service agreements • Maintain customer records, using automated systems • Identify prospective customers by using lead generation systems, business directories, following leads from existing clients, participating in organizations and clubs, and attending trade shows and conferences • Prepare sales contracts for orders obtained and submit orders for processing • Select the correct products or assist customers in making product selections, based on customers’ needs, product specifications, and applicable regulations

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• Answer customers’ questions about products, prices, availability, product uses, and credit terms • Recommend products to customers, based on customers’ needs and interests • Contact regular and prospective customers to demonstrate products, explain product features, and solicit orders • Prepare proposals and estimate or quote prices, credit or contract terms, warranties, and delivery dates • Consult with clients after sales or contract signings in order to resolve problems and to provide ongoing support • Arrange and direct delivery and installation of products and equipment • Monitor market conditions and product innovations


Resources ASSESSMENTS • Profile XT • Profiles Performance Indicator • Insights 360 • Profiles Customer Service Perspective • Profiles Sales Indicator COMPLETE TRAINING PROGRAMS • The Dale Carnegie Course® • Strictly Business: The Dale Carnegie Immersion Seminar • Sales Advantage • How to Sell Like a Pro • Making Sales: How to Jump Start Your Sales Career • Developing a Confident, Assertive Attitude • High Impact Presentations • How to Build Relationships and Sales through Networking • How to Cold Call and Build New Customers • How to Deliver Sales Presentations that Win the Business • How to Get More Face-to-Face Appointments • How to Negotiate a Successful, Profitable Close • How to Turn Buying Objections into Selling Opportunities • Silent Selling: How to Sell More through Intelligent Listening

CONFIGURABLE TRAINING MODULES • Attitudes for Service • Cross and Up Selling • Referrals • Rapport • Interest • Solution • Motive and Commitment • Objections

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LINKING JOB FAMILIES TO RESOURCES//

GENERAL & OPERATIONS MANAGER// Job Families • Direct and coordinate activities of businesses or departments concerned with the production, pricing, sales, or distribution of products • Manage staff, preparing work schedules and assigning specific duties • Review financial statements, sales and activity reports, and other performance data to measure productivity and goal achievement and to determine areas needing cost reduction and program improvement. • Establish and implement departmental policies, goals, objectives, and procedures, conferring with board members, organization officials, and staff members as necessary • Determine staffing requirements and interview, hire, and train new employees or oversee those personnel processes • Monitor businesses and agencies to ensure that they efficiently and effectively provide needed services while staying within budgetary limits • Oversee activities directly related to making products or providing services • Direct and coordinate organization’s financial and budget activities to fund operations, maximize investments, and increase efficiency • Determine goods and services to be sold and set prices and credit terms, based on forecasts of customer demand • Manage the movement of goods into and out of production facilities 52


Resources ASSESSMENTS • Profile XT • Carnegie Performance Profile • Insights 360 • Profiles Check Point 360 COMPLETE TRAINING PROGRAMS • The Dale Carnegie Course® • Strictly Business: The Dale Carnegie Immersion Seminar • Leadership Training for Managers • Leadership Advantage • Business Execution: Linking People, Goals, and Accountability to Drive Results • Communication Skills for Managers • Get Over It: Overcoming Your Fear of Public Speaking • How to Coach Employees to Peak Performance • How to Handle Multiple Demands on Your Time • How to Hire the Right People • How to Overcome Workplace Negativity with Enthusiasm • How to Run Meetings that Actually Accomplish Something • How to Transition from Managing to Leading • Managing Across Generations • The People Side of Process Improvement

CONFIGURABLE TRAINING MODULES • Delegation • Performance Appraisals • Motivation • Time Management • Handling Mistakes • Establishing an Effective Team • Team Building • Dealing with Difficult Team Members • Leading Strong Teams • Innovation • Planning • Performance Defined • Conflict Management • Coaching: Supportive and Directive Approaches • Conflict Mediation • Establishing an Effective Team • Ending a Successful Team

53


LINKING JOB FAMILIES TO RESOURCES//

FRONT LINE SUPERVISOR-GENERAL// Job Families • Resolve customer complaints and answer customers’ questions regarding policies and procedures • Supervise the work of office, administrative, or customer service employees to ensure adherence to quality standards, deadlines, and proper procedures, correcting errors or problems • Provide employees with guidance in handling difficult or complex problems and in resolving escalated complaints or disputes • Implement corporate and departmental policies, procedures, and service standards in conjunction with management • Discuss job performance problems with employees in order to identify causes and issues and to work on resolving problems • Train and instruct employees in job duties and company policies or arrange for training to be provided • Evaluate employees’ job performance and conformance to regulations and recommend appropriate personnel action • Review records and reports pertaining to activities such as production, payroll, and shipping in order to verify details, monitor work activities, and evaluate performance • Recruit, interview, and select employees • Interpret and communicate work procedures and company policies to staff

54


Resources ASSESSMENTS • Profile XT • Carnegie Performance Profile • Insights 360 • Profiles Team Analysis COMPLETE TRAINING PROGRAMS • The Dale Carnegie Course® • Strictly Business: The Dale Carnegie Immersion Seminar • Action-Oriented Leadership: Making Good Things Happen Quickly • Bringing Out the Leader In You • Confident, Assertive, In Charge: Developing the Attitudes of Leadership • Developing the Confidence to Lead • High Performance Teams • How to Coach Employees to Maximum Achievement • How to Instill a Sense of Urgency in Your Organization • How to Replace Workplace Negativity with Enthusiasm • How to Turn Difficult Employees into Productive Contributors

CONFIGURABLE TRAINING MODULES • Delegation • Performance Appraisals • Motivation • Time Management • Handling Mistakes • Establishing an Effective Team • Team Building • Dealing with Difficult Team Members • Leading Strong Teams

55


LINKING JOB FAMILIES TO RESOURCES//

EXECUTIVE LEADER// Job Families • Direct and coordinate an organization’s financial and budget activities in order to fund operations, maximize investments, and increase efficiency • Confer with board members, organization officials, and staff members to discuss issues, coordinate activities, and resolve problems • Analyze operations to evaluate performance of a company and its staff in meeting objectives and to determine areas of potential cost reduction, program improvement, or policy change • Direct, plan, and implement policies, objectives, and activities of organizations or businesses in order to ensure continuing operations, to maximize returns on investments, and to increase productivity • Prepare budgets for approval, including those for funding and implementation of programs • Direct and coordinate activities of businesses or departments concerned with production, pricing, sales, and/or distribution of products

56

• Negotiate or approve contracts and agreements with suppliers, distributors, federal and state agencies, and other organizational entities • Review reports submitted by staff members in order to recommend approval or to suggest changes • Appoint department heads or managers and assign or delegate responsibilities to them • Direct human resources activities, including the approval of human resource plans and activities, the selection of directors and other high-level staff, and the establishment and organization of major departments.


Resources ASSESSMENTS • Profile XT • Carnegie Performance Profile • Profiles Check Point 360 COMPLETE TRAINING PROGRAMS • The Dale Carnegie Course® • The Dale Carnegie Immersion Seminar • Leadership Training for Managers • Leadership Advantage • High Impact Presentations • Business Execution: Linking People, Goals, and Accountability to Drive Results • How to Run Meetings that Actually Accomplish Something • Creating a Positive Work Environment and Enthusiastic People • Creating an Executive Image That Wins Friends and Influences People • How to Be a Confident Public Speaker • How to Hold Yourself and Others Accountable for Results

CONFIGURABLE TRAINING MODULES • Vision, Mission, and Values • Conflict Management • Planning • Time Control to Work on Your Business • Coaching: Supportive and Directive Approaches • Team Problem Solving and Decision Making • Ending a Successful Team • Confrontational Questions • Presenting with Visual Impact

57


TEAM MEMBER ENGAGEMENT// 58

P: Primary Competencies R: Related

MODULE TITLE

ISO

CONTENT AREA

COMPETENCY CATEGORIES

Internal Conflict Resolution

4001

Conflict Resolution

P: Conflict Resolution R: External Awareness, Communication

Conflict - Maintaining Emotional Control

4002

Conflict Resolution

P: Conflict Resolution R: Stress Management, Interpersonal Skills, Communication

Conflict Mediation

4003

Conflict Resolution

P: Communication, Conflict Resolution R: Professionalism, Leadership

Conflict as a Growth Opportunity

4004

Conflict Resolution

P: Conflict Resolution R: Stress Management, Interpersonal Skills, Communication

Bringing Conflict Into the Open

4005

Conflict Resolution

P: Values, Conflict Resolution, Initiative R: External Awareness, Stress Management, Interpersonal Skills, Communication

Conflict to Collaboration

4006

Conflict Resolution

P: Conflict Resolution, Teamwork R: Values, Interpersonal Skills, Communication, Influence, Creative Thinking

Establishing an Effective Team

4100

Teamwork

P: Attitude, Teamwork R: Values, Vision, Accountability, Interpersonal Skills

Being a Contributing Team Member

4101

Teamwork

P: Professionalism, Accountability, Teamwork R: Attitude, External Awareness, Results Oriented, Interpersonal Skills, Communication

Team Building

4102

Teamwork

P: Teamwork, Leadership, Interpersonal Skills R: Values, Vision, Attitude

Team Building Basics

4103

Teamwork

P: Teamwork, Leadership R: Values, Vision, Attitude

Dealing with Difficult Team Members

4104

Teamwork

P: Attitude, Influence, Conflict Resolution R: External Awareness, Interpersonal Skills, Communication, Teamwork

Ending a Successful Team

4106

Teamwork

P: Teamwork, Change Management, Human Resource Management, Leadership R: Vision, External Awareness, Professionalism, Initiative, Results Oriented, Influence

External Partnerships

4107

Teamwork

P: Teamwork, External Awareness R: Values, Vision, Professionalism, Results Oriented, Interpersonal Skills

Work with Difficult People

4201

Interpersonal Skills

P: Interpersonal Skills, Attitude R: Communications, Teamwork

Communicate with Diplomacy & Tact

4301

Communications

P: Communication, Professionalism R: Conflict Resolution, External Awareness

Emotional Control

4501

Dealing with Stess

P: Interpersonal Skills, Attitude R: Adaptability, External Awareness, Stress Management

Work-Life Balance

4502

Dealing with Stess

P: Stress Management, Initiative R: Values, Vision, External Awareness

Avoid Burn Out

4503

Dealing with Stess

P: Stress Management R: Change Management, Vision, Initiative

COMPETENCY BASED DEVELOPMENT SYSTEM


LEARNING OBJECTIVES • Understand reactions to conflict in order to better manage attitudes • Develop conflict resolution strategies that foster teamwork

• Analyze conflict situations to determine best approach to achieve desired outcomes

• Identify the steps of the conflict cycle • Commit to principles for maintaining emotional control

• Express emotions in a healthy way • Talk through a conflict issue with the other person

• Determine when mediation is necessary • Facilitate open communication between individuals in conflict

• Listen impartially to individuals experiencing conflict • Guide involved individuals towards resolving the conflict

• Identify ways that conflict inhibits growth • Build stronger relationships through successful conflict resolution

• Turn conflict-based barriers into continuous improvement • Create an environment of trust and open communication

• Identify sources of conflict • Get hidden conflict out in the open • Move beyond conflict without harboring resentment

• Establish opportunities from conflict situations • Incorporate guidelines for keeping conflict situations productive

• Identify opportunities for collaborative solutions • Collaborate with others to reduce conflict and create synergy

• Enlist the skills and abilities of others to provide support and direction • Build a collaborative environment through shared values

• Incorporate a process for establishing an effective team • Establish cohesive team dynamics

• Create a vision for the team • Launch team accountability

• Assess ourselves as team participants • Define the expectations of our fellow team members

• Diagram our involvement in current teams • Integrate the fundamentals of team success

• Create common purpose for team members • Create a unifying team vision • Commit to principles for building teamwork

• Examine values that govern team interactions • Create a team environment of mutual support

• Identify types of work teams • Recognize the stages of the team cycle

• Assess your teamwork effectiveness • Commit to principles for building teamwork

• Recognize behaviors that disrupt team effectiveness • Commit to principles for maintaining productive team relationships

• Examine the dynamics of team dysfunction • Follow a behavior change process for difficult team members

• Establish closure to the team cycle • Ensure team results/recommendations are adopted/carried forward

• Identify potential leaders for upcoming and ongoing team projects • Debrief and document team evolution and make recommendations for future team efficiencies

• Determine the conditions for engaging external partners • Plan for successful team outcomes • Create a healthy ROI for all partners

• Establish mutual expectations • Enhance communication between internal and external partners

• Work more effectively with difficult people • Apply tips for negotiating and compromising with difficult people

• Gain cooperation and change behavior without creating resentment

• Respond to difficult situations in a confident, diplomatic, & tactful way • Give and receive feedback without eliciting negative emotions

• Apply mediation techniques to find common ground among opposing viewpoints

• Understand the connection between how we think, feel, and behave • Maintain emotional control in difficult situations

• Demonstrate greater effectiveness through improved emotional intelligence

• Assess the degree of balance in their life • Apply tips for negotiating and compromising with difficult people

• Define areas where they could spend more time or less time

• Understand the difference between stress and burnout • Apply tips for negotiating and compromising with difficult people

• Create space in their life to avoid overload

59


LEADERSHIP DEVELOPMENT// 60

P: Primary Competencies R: Related

MODULE TITLE

ISO

CONTENT AREA

COMPETENCY CATEGORIES

Communicate to lead

1001

Team Leadership

P: Accountability, Human Resource Management R: Interpersonal Skills, Diversity, Leadership

Delegation

1002

Team Leadership

P: Accountability, Human Resource Management R: Interpersonal Skills, Diversity, Leadership

Planning

1003

Organization Leadership

P: Vision, Results Oriented, R: Decision Making, Management Controls, Leadership

Performance Appraisal

1004

Performance Management

P: Results Oriented, Accountability R: Attitude, Interpersonal Skills, Communication, Human Resource Management

Motivation

1005

Organization Leadership

P: Interpersonal Skills R: Leadership

Performance Defines

1006

Performance Management

P: Management Controls, Human Resource Management R: Initiative, Leadership

Vision, Mission, Values

1007

Organization Leadership

P: Values, Vision R: Communication, Teamwork, Leadership

Time Management

1008

Personal Leadership

P: Management Controls, Initiative R: Human Resource Management, Leadership

Handle Mistakes

1009

Performance Management

P: Communication, Conflict Resolution R: Interpersonal Skills, Human Resource Management, Leadership

Conflict Management

1010

Team Leadership

P: Conflict Resolution R: External Awareness, Initiative, Leadership

Time Control to Work on Your Business

1011

Personal Leadership

P: Initiative, Results Oriented R: Vision

Coaching Supportive & Directive Approaches

1012

Coaching

P: Results Oriented, R: Values, Initiative, Leadership

Leading Strong Teams

1013

Team Leadership

P: Teamwork, Leadership R: Results Oriented, Accountability, Interpersonal Skills, Communication, Diversity

Lead Effective Meetings

1014

Team Leadership

P: Leadership, Interpersonal Skills R: Teamwork , Communication, Conflict Resolution

Strategic Planning

1015

Organization Leadership

P: Leadership, Decision Making, Change Management R: Vision, Values, Teamwork

Ethical Leadership

1016

Organization Leadership

P: Values, Leadership, Accountability R: External Awareness, Professionalism

New Employee Orientation

1101

Talent Management

P: Human Resource, Management R: Leadership, Professionalism, Results Oriented

COMPETENCY BASED DEVELOPMENT SYSTEM


LEARNING OBJECTIVES • Create opportunities for feedback to close the communication loop • Demonstrate effective questioning and listening skills that strengthen relationships

• Consider various forms of communication and their impact

• Delegate tasks and responsibilities to develop and train others • Plan and prepare for a delegation meeting

• Communicate clear performance standards for follow-up • Understand the empowerment cycle

• Describe a vision in clear, specific, compelling terms • Apply the steps necessary to transform the vision into action

• Create a plan with clearly defined communication goals

• Create a performance management culture • Conduct RAVE Performance reviews

• Make the appraisal process fair and equitable, with reduced stress • Use the appraisal process to focus on future growth

• Examine work environments and identify current motivation levels • Identify motivation factors and tools to increase motivation among associates

• Apply human relations principles, build effective relationships • Accentuate the positive in specific, measurable terms

• Create a picture of what a job looks like when it is being done well • Write a document that defines performance expectations

• Identify key skills and abilities essential to job performance • Translate business objectives into daily activities

• Create vision statements that are motivating and compelling • Define mission statements that demonstrate a clear path to the vision

• Clarify values to build alignment • Communicate vision, mission and values to stakeholders

• Understanding of where time is spent • Develop the mindset to overcome time management obstacles

• Apply tools to plan, organize, and manage our time • Leverage time and increase productivity working smarter

• Handle mistakes using human relations approach • Refer to problem or situation in a professional way

• Learn the Reasonable, Allowable Margin of Error

• Diagnose conflict within your organization • Analyze your conflict response style

• Apply a variety of strategies for managing conflict

• Manage the day to day operations and find time to work on growth • Understand the difference in routine, problem solving and developmental activities

• Identify differences between controlled and uncontrolled time

• Understand the differences between supportive and directive coaching • Evaluate how different people will respond to coaching • Apply directive coaching to close behavior gaps

• Avoid coaching sidetracks • Apply supportive coaching to create buy-in

• Establish continuous improvement by building strong teams • Capitalize on individual to improve team performance

• Facilitate the interaction of diverse personalities on strong teams • Leverage competitive spirit to gain cooperation

• Generate participation in meetings by applying human relations principles • Discover ways to build cooperation and positive results in meetings

• Consider guidelines for meeting effectiveness before, during, and after

• Understand strategic planning and how it differs from tactical planning • Develop a Strategic Intent as a foundation for our organization’s plan

• Isolate the core competencies of our organization • Assess current situation using SWOT Analysis

• Determine our ethical boundaries • Model ethical values and principles

• Make decisions based on ethics

• Improve employee retention and build enthusiasm of new employees • Understand the five components of an effective orientation program

• Design a creative and comprehensive program to welcome new employees

61


LEADERSHIP DEVELOPMENT// 62

P: Primary Competencies R: Related

MODULE TITLE

ISO

CONTENT AREA

COMPETENCY CATEGORIES

Succession Planning

1102

Talent Management

P: Human Resource Management, Leadership R: Teamwork, Influence, Diversity, Change Management

Business Professionalism 101

1201

Personal Leadership

P: Professionalism R: Interpersonal Skills, Attitude, Leadership

Global Travel and Culture

1203

Personal Leadership

P: Professionalism, Diversity R: Communication, Values

Build Trust, Credibility, Respect

1204

Personal Leadership

P: Interpersonal Skills, Professionalism R: Values, Leadership

Multi-tasking

1205

Personal Leadership

P: Adaptability, Initiative R: Management Controls, Stress Management, Results Oriented

Network through Community Service

1206

Personal Leadership

P: Values, External Awareness R: Adaptability, Interpersonal Skills

Focus and Discipline

1207

Personal Leadership

P: Leadership, Accountability, Results-oriented R: Management Controls, Professionalism

Networking to Build Your Personal Brand

1208

Personal Leadership

P: Professionalism, Interpersonal Skills, External Awareness R: Influence, Initiative

Networking to Promote Your Organization

1209

Personal Leadership

P: Professionalism, Interpersonal Skills R: Communication, Customer Acquisition, External Awareness

Network to Build Business Connections

1210

Personal Leadership

P: Professionalism, Influence, Interpersonal Skills R: Initiative, External Awareness

Leadership Communications

1301

Team Leadership

P: Communication, Leadership, Professionalism R: Influence, Interpersonal Skills

Leadership Styles and Tendencies

1302

Team Leadership

P: External Awareness, Adaptability, Leadership R: Diversity, Interpersonal Skills

Motivational Leadership

1303

Team Leadership

P: Leadership, Influence, Teamwork R: Human Resource Management, Results oriented

Share the Glory

1304

Team Leadership

P: Teamwork, Leadership R: Influence, Communication, Results Oriented

Visionary Leadership

1305

Team Leadership

P: Vision, Leadership, External Awareness R: Communication, Influence

Mentorship: Launching an Initiative

1501

Coaching

P: Leadership, Influence, Communication R: HR management, Interpersonal communications, Initiative

Coach for Performance Improvement

1502

Coaching

P: Leadership, Human Resource Management, Accountability R: Professionalism, Influence

Mentorship: Creating a Partnership

1503

Coaching

P: Interpersonal Skills, Influence, Vision R: Human Resource Management, Attitude

COMPETENCY BASED DEVELOPMENT SYSTEM


LEARNING OBJECTIVES • Build a plan based on the Succession Management Model • Identify the role of succession planning and management • Understand the role of good manners in business • Develop more confidence in your business professionalism

• Learn guidelines for interacting comfortably in business and social situations

• Understand the challenges of business travel to other countries • Develop more awareness of cultural differences

• Learn basic guidelines for understanding global business cultures • Make a more professional impression in other countries

• Understand the relationship between trust, credibility, and respect • Apply principles to cultivate a trust-based work environment

• Minimize trust-busters and restore broken trust

• Apply principles for effective and productive multi-tasking • Maintain concentration and focus

• Prioritize multiple demands and increase efficiency

• Find your personal mission • Turn connections into relationships

• Expand your circle of influence • Give back with gratitude

• Organize for results • Organize our schedule, work, and life

• Organize and prioritize using the Past-Present-Future model

• Make a stronger first impression when building their professional network • Make the most of professional connections

• Develop a flexible and authentic Personal Branding Statement • Use the relationship linking technique to add to their network

• Build networking skills to maximize networking events and connections • Create a networking plan of action

• Develop a memorable introduction and elevator speech

• Choose the most appropriate groups to develop contacts • Build on contacts for mutual benefit

• Utilize the secret to name remembering

• Create a picture of what a job looks like when it is being done well • Write a document that defines performance expectations

• Identify key skills and abilities essential to job performance • Apply a process for conducting one on one status meetings

• Identify the characteristics of four Leadership Styles • Work more effectively across zones

• Assess our own zone • Develop a greater understanding of other leadership styles

• Recognize the leader’s role as a motivator • Recognize four classic theories of workplace organization

• Develop greater awareness of ways people lose motivation

• Identify additional opportunities to lead by example through sharing the glory • Realize the impact that sincere recognition has on morale and retention

• Practice sharing the glory in an appropriate way

• Define visionary leadership • Recognize the challenges of maintaining Visionary Leadership

• Understand the characteristics of visionary leaders • Incorporate the principles of Visionary Leadership

• Define the mentoring initiative and the qualities of an effective mentor • Use techniques for sustaining success

• Apply the essentials for launching a successful mentoring initiative

• Describe the Cycle of Growth and Change and how it relates to training • Identify additional approaches to develop people

• Apply the steps of the Coaching Process to improve performance in others

• Examine the benefits of mentoring • Sustain mentor relationships

• Discuss guidelines for finding mentors

63


SALES EFFECTIVENESS//

ISO

CONTENT AREA

COMPETENCY CATEGORIES

Rapport

3001

Outside Sales Skills

P: Customer Acquisition, Customer Experience R: Professionalism, Interpersonal Skills

Interest

3002

Outside Sales Skills

P: Customer Acquisition R: Interpersonal Skills, Communication, Customer Experience

Solution

3003

Outside Sales Skills

P: Customer Acquisition, Communication R: Interpersonal Skills, Customer Experience

Objections

3004

Outside Sales Skills

P: Customer Acquisition R: Stress Management, Interpersonal Skills, Communication, Customer Experience

Motive & Commitment

3005

Outside Sales Skills

P: Customer Acquisition R: Communication, Influence, Customer Experience

Master the Selling Process

3006

Outside Sales Skills

P: Customer Acquisition, Communication R: Customer Experience, Influence

Successful Sales Leadership

3100

Sales Management

P: Human Resource Management, Leadership R: Vision, External Awareness, Professionalism, Influence

Sales Management

P: Accountability, Communication R: Vision, Results Oriented, Human Resource Management, Leadership

Sales Management

P: Communication, Leadership R: Attitude, Interpersonal Skills, Human Resource Management, Accountability

Sales Management

P: Results Oriented, Human Resource Management R: Vision, Attitude, Professionalism, Interpersonal Skills, Leadership

Sales Management

P: Human Resource Management R: Interpersonal Skills, Influence, Leadership

Sales Management

P: Human Resource Management, Leadership R: Management Controls

Sales Performance Defined

Sales Meetings

Coaching Salespeople

Recruiting Salespeople

3101

3102

3103

3104

Hiring Salespeople 3105

64

P: Primary Competencies R: Related

MODULE TITLE

COMPETENCY BASED DEVELOPMENT SYSTEM


LEARNING OBJECTIVES • Determine value from a buyer’s point of view • Employ three strategies to make buyers eager to talk

• Establish immediate credibility to build alignment with buyers

• Uncover and appeal to buyer interests • Create power questions

• Widen the buyer expectation gap

• Develop solutions unique to each buyer • Appeal to logic and emotions

• Present persuasive, convincing solutions

• Apply a win-win process to resolve objections • Find points of agreement to lower resistance

• Respond to objections with confidence

• Evaluate buyers to move the sale forward • Engage the prospect’s emotions

• Ask for the sale with confidence

• Tie the sales process together • Deliver a sales presentation, customized to your business

• Assess your colleagues on their ability to present solutions

• Create a picture of what a job looks like when it is being done well • Write a document that defines performance expectations

• Identify key skills and abilities essential to job performance • Apply a process for conducting one on one status meetings

• Apply a repeatable process that identifies qualified salespeople • Establish criteria for making effective hiring decisions • Interview candidates to identify characteristics for success

• Utilize reference and background checks • Establish a plan for the new hire to assure success

• Plan and conduct action-oriented sales meetings • Motivate sales people

• Create guidelines for meeting effectiveness before, during, and after

• Apply a cycle of performance improvement to developing a sales team • Apply the adaptive process to improve skills

• Give effective behavior based feedback

• Assess when to hire new sales talent • Build a pipeline of prospective sales candidates • Expand available sources of selling talent

• Make recruiting connections using a four step process • Use a criteria based informal interviewing method

• Apply a repeatable process that identifies qualified salespeople • Establish criteria for making effective hiring decisions • Interview candidates to identify characteristics for success

• Utilize reference and background checks • Establish a plan for the new hire to assure success

65


CUSTOMER SERVICE// 66

P: Primary Competencies R: Related

MODULE TITLE

ISO

CONTENT AREA

COMPETENCY CATEGORIES

Attitudes for Service

2000

Building Customer Loyalty

P: Attitude, External Awareness, Customer Experience R: Stress Management, Interpersonal Skills, Communication, Influence, Adaptability

Complaint Resolution

2001

Building Customer Loyalty

P: Conflict Resolution, Customer Experience, R: Attitude, Stress Management, Interpersonal Skills, Communication

Cross and Up Selling

2002

Service Based Selling

P: Customer Acquisition, Customer Experience R: Interpersonal Skills, Communication, Influence

Create Loyal Customers

2003

Building Customer Loyalty

P: Customer Experience, Interpersonal Skills R: Customer Acquisition, Initiative

Internal Customer Service

2004

Internal Customer Service

P: Conflict Resolution, Adaptability R: Attitude, Professionalism, Stress Management, Interpersonal Skills, Change Management, Customer Experience

Effective First Impressions: Face to Face

2005

Building Customer Loyalty

P: Customer Acquisition, Customer Experience R: Attitude, External Awareness, Professionalism

Telephone Skills Outbound

2006

Service Based Selling

P: Customer Acquisition, Customer Experience R: Attitude, Interpersonal Skills, Communication

Telephone Skills Inbound

2007

Telephone Service

P: Communication, Customer Experience R: Attitude, Interpersonal Skills, Adaptability, Customer Acquisition

Referrals

2008

Building Customer Partnerships

P: Interpersonal Skills, Customer Experience R: Professionalism, Interpersonal Skills, Customer Acquisition

Manage Customer Expectations

2301

Building Customer Partnerships

P: Customer Experience, Interpersonal Skills R: Conflict Resolution, Attitude, Communication

Service to Sales

2401

Service Based Selling

P: Customer Acquisition, Customer Experience R: Decision Making, Influence, Communication

Suggestion Selling

2402

Service Based Selling

P: Customer Acquisition, Customer Experience R: Initiative, Creative Thinking, Professionalism

Generate Customer Interest

2403

Service Based Selling

P: Customer Acquisition, Customer Experience R: Adaptability, Interpersonal Skills, Communication

Customer Value Solutions

2404

Service Based Selling

P: Customer Acquisition, Customer Experience, Influence R: Creative Thinking, Communication

Customer Follow Through

2405

Service Based Selling

P: Communication, Customer Experience R: Creative Thinking, Interpersonal Skills, Customer Acquisition

COMPETENCY BASED DEVELOPMENT SYSTEM


LEARNING OBJECTIVES • Assess Customer Service Attitudes to set goals for improvement • Incorporate the Four Drivers of Customer Service to build customer relationships

• Apply Attitude Control Principles to manage our attitudes • Use conversational language to keep the interaction low pressure

• Deal with emotional and practical aspects of complaints • Apply methods to reduce our stress when resolving complaints

• Implement a consistent process to resolve complaints • Reduce the number and type of complaints we receive.

• Identify win-win opportunities to provide more products and services. • Apply a cross and up selling process to make decisions easy for customers.

• Create opportunities to add value for customers.

• Increase customer loyalty through exceptional customer service • Use creative follow-up techniques to build relationships

• Apply a code of ethics and principles to exceed customer expectations

• Provide better service to internal customers to impact our external customers. • Analyze the expectations of our internal customers.

• Gain a clear picture of the internal service relationships in our position. • Apply elements of superior internal customer service.

• Create an unforgettable first impression • Use a process for meeting and greeting customers

• Make customers feel important

• Determine “Defining Moments” when customers form lasting positive or negative opinions of our organization. • Gain credibility by using call purpose outlines.

• Improve customer interactions to exceed their expectations. • Use principles for outstanding outbound telephone effectiveness.

• Identify the small differences that can make a big difference in customer service. • Develop confidence in customer interactions with inbound callers.

• Make the most of inbound sales and customer service opportunities. • Use the Information Gathering Model to evaluate how to meet our caller’s needs.

• Overcome the logical and emotional barriers about referrals. • Apply a process to ask for referrals with confidence.

• Create win-win referrals customers find comfortable. • Follow through on referrals to win new customers.

• Determine the expectations of their customers • Utilize a customer expectations management process

• Manage customer expectations in order to exceed them

• Anticipate customer needs • Identify selling opportunities

• Guide customers to additional purchases

• Use non-pressure selling techniques • Tie customer expectations to additional selling opportunities

• Gain customer trust through helpful suggestions

• Adopt a focused customer service process • Use questions to guide customers to buying decisions

• Identify key customer issues

• Determine the customer value of your solution(s) • Influence the decision to utilize your products and services

• Formulate solutions unique to each customer

• Recognize customer follow-through expectations • Discover a systematic process for professional follow-through

• Create opportunities for follow-through actions

67


PRESENTATION EFFECTIVENESS// 68

MODULE TITLE Planning Presentations

ISO

5000

CONTENT AREA

COMPETENCY CATEGORIES

Effective Preparation

P: External Awareness, Communication R: Professionalism, Adaptability

Vocal Skills and Body Language

5001

Delivering with Impact

P: Communication R: Attitude, Professionalism

Team Presentations

5002

Team Presentations

P: Communication, Teamwork R: Vision, Professionalism

Confrontational Questions

5004

Handling Pressure Situations

P: Communication R: Attitude, Stress Management, Interpersonal Skills

Presenting with Visual Impact

5005

Delivering with Impact

P: Communication R: Initiative, Creative Thinking

Present to Persuade

5006

Effective Preparation

P: Communication, Influence R: Leadership, Results Oriented, Interpersonal Skills

Present to Gain Input

5007

Effective Preparation

P: Communication, Decision Making R: Conflict Resolution, Leadership

Present to Inform

5008

Effective Preparation

P: Communication, Initiative R: Influence, Leadership

Facilitate for Group Results

5401

Facilitation

P: External Awareness, Communication R: Results Oriented, Teamwork, Professionalism

COMPETENCY BASED DEVELOPMENT SYSTEM

P: Primary Competencies R: Related


LEARNING OBJECTIVES • Gain confidence in making presentations • Apply tools to analyze the audience and customize delivery • Practice the elements of a standard presentation

• Understand the foundational elements of all presentations • Prepare evidence to give our presentations more impact

• Learn how listeners form impressions based on voice and body language • Analyze physical appearance and voice factors

• Improve gestures, posture, and movement • Practice becoming more flexible and dynamic

• Create common purpose in the team • Develop methods for facilitating team presentations professionally and smoothly

• Avoid typical mistakes in team presentations

• Learn to face the challenges of difficult questions through preparation • Stay in control of confrontational sessions

• Communicate positive messages verbally and nonverbally • Use an easy-to-follow method for responding to confrontational questions

• Expand the range and impact of visual aids • Understand when and how to use a variety of visual support tools

• Create visuals that are clear and grab attention

• Follow a proven structure for persuasion • Demonstrate the 3 E’s of convincing listeners

• Apply the power of evidence • Plan for a persuasive presentation

• Plan and prepare presentations to gain input • Engage participants in exchanging ideas and opinions

• Structure presentations for logical, productive outcomes • Facilitate the process efficiently and respectfully

• Plan for effective informational presentations • Reinforce your information using visual impact

• Use a structure for making your ideas clear • Solicit feedback to ensure the clarity of your message

• Create an environment that fosters open dialogue in groups • Use creativity and flexibility in facilitation methods

• Apply a variety of questioning techniques to create group engagement

69


PROCESS IMPROVEMENT// 70

MODULE TITLE

ISO

CONTENT AREA

COMPETENCY CATEGORIES

Process Improvement

6001

Problem Analysis

P: Teamwork, Change Management, Creative Thinking

P: Primary Competencies R: Related

R: Initiative, Communication

Team Problem Solving and Decision Making

6002

Problem Analysis

P: Teamwork, Creative Thinking, Decision Making R: Interpersonal Skills, Change Management

Innovation

6003

Change Management

P: Adaptability, Change Management, Creative Thinking R: Vision, External Awareness, Interpersonal Skills, Decision Making

Analyze Problems and Make Decisions

6004

Problem Analysis

P: Decision Making R: Stress Management, Initiative—Leadership

Change Engagement

6100

Adapting to Change

P: Change Management, Adaptability R: Initiative, Creative Thinking

Adjust to Change

6101

Adapting to Change

P: Adaptability, Change Management R: Stress Management, Creative Thinking

Team Change Engagement

6102

Adapting to Change

P: Change Management, Teamwork R: Adaptability Initiative

Lead Change without Authority

6103

Adapting to Change

P: Leadership, Change Management R: Adaptability, Influence

Manage Change Effectively

6200

Change Management

P: Change Management R: Leadership, Creative Thinking, Management Controls

Project Planning

6301

Project Management

P: Teamwork, Vision, Accountability R: Results Oriented, Influence, Leadership

COMPETENCY BASED DEVELOPMENT SYSTEM


LEARNING OBJECTIVES • Clarify existing processes to understand why we do what we do. • Explain processes to others to increase understanding and buy in.

• Learn methods to improve existing processes.

• Create a “Meeting of the Minds” by utilizing a green light/red light model • Use the Interrelationship Digraph to identify root problems

• Employ creative thinking to gain innovative solutions • Determine the best approach to make decisions

• Become proactive instead of reactive in change management • Recognize and encourage idea fluency

• Facilitate the Innovation Process for problem solving and continuous improvement • Create a safe environment for the exchange and flow of ideas

• Use defined processes to solve challenging problems • Apply different decision making techniques to reach more sound decisions

• Apply principles of controlling stress & worry in making decisions & solving problems

• Define the challenges of change engagement • Commit to principles for engaging change

• Take a creative and energetic approach to engaging change

• Define the challenge of change • Commit to principles for adapting to change

• Adapt our personal patterns and attitudes

• Analyze principles for participating in teams during change • Develop stronger team relationships

• Practice a higher level of listening effectiveness • Integrate the Change Model into team interactions

• Diagram your involvement with organizational change • Follow principles for leading change without authority

• Understand your position in the Change Model • Maintain flexibility in dealing with change

• Avoid the most common change management mistakes • Understand a model for change

• Define the type of change currently occurring in the organization • Manage yourself and others during organizational change

• Align projects to the planning process to achieve results • Create a sense of responsibility and accountability for involved team members • Use SWOT analysis to identify project plan strengths and overcome challenges

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PUBLICPROGRAMS & OPEN ENROLLMENT Dale Carnegie offers courses and seminars that are open to the public for enrollment.

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APPROACH & TRAINING PROCESS// THE TRAINING PROCESS FOR INDIVIDUALS AND SMALL GROUPS

TRAINING PROCESS 9

Boss Call

Grad Call Meeting with participant(s) re training process v. individual(s) objectives

Organizational objectives

8

7

E-Learning Telecoaching

6

Enhances learning and demonstrates commitment

5

Commitment to Practice

Evaluation of Objectives Using program evaluation

4

3

Training Sessions

Assesment

Condensed or spaced

Individual(s) objectives using CIS

2

1

Agenda Call Organizational objectives

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CLIENT INFORMATION SHEET (CIS)//

Each client is always asked to fill out a CIS form so that we can better identify areas of strength and weakness.

CIS Dale Carnegie Course

CIS Dale Carnegie Course

CIS Dale Carnegie Course

Personal objectives

Objectifs Individuels

Individuele Doelstellingen

Name:

Nom & Prénom:

Naam:

Téléphone:

Telefoon:

Société :

Organisatie:

Fonction:

Functie:

E-mail:

E-mail:

Ci-dessous, sont repris certains des points forts du Dale Carnegie Course – Communication et Leadership. Tous ces

Hieronder staan enkele van de voornaamste doelstellingen van de Dale Carnegie Course. Al deze doelstellingen

objectifs sont traités au cours du stage. Cochez les aspects que vous jugez les plus utiles pour atteindre vos objectifs en

komen aan de orde tijdens de training. Geef aub aan welke van deze doelstellingen het meest belangrijk zouden zijn

termes de croissance et de réalisation personnelles.

om uw eigen potentieel te realiseren.

Phone: Company: Position: E-mail: Listed below are some of the benefits of the Dale Carnegie Course®. All of these objectives are included in the training. Please check the items you feel could be most helpful to you in achieving the objectives you have for your own growth and accomplishment. 1

Develop Greater Self-Confidence Improve your effectiveness and assertiveness, believe in yourself and your abilities, set and achieve meaningful goals.

2

Improve Interpersonal Skills Build win-win relationships through effective relations skills, become a better listener, interact more effectively with others.

3 4

Communicate More Effectively Get your ideas across quickly and accurately, be clear and concise. Develop More Effective Leadership Abilities Motivate and inspire people, build effective work teams,

1

5

Sell Yourself and Your Ideas Increase your enthusiasm, become more convincing. Reduce Stress and Worry Expand your ability to respond to problems, challenges and people; think

2 3

Communiquer avec plus d’efficacité Transmettre vos idées avec rapidité et concision, être clair et précis.

4

Améliorer vos aptitudes de leadership Motiver et inspirer les autres, s’entourer d’équipes de travail efficaces, développer des compétences proactives pour résoudre les problèmes et situations conflictuelles, obtenir de meilleurs résultats lors des réunions.

Savoir se vendre ainsi que ses idées Augmenter votre enthousiasme, devenir plus convaincant. Réduire le stress et les soucis Améliorer votre capacité à aborder les problèmes, les défis et les personnes,

7

more dynamic and credible. 8

Maîtriser le trac devant un auditoire Penser et parler de manière posée, améliorer votre équilibre et votre niveau de confort, être plus crédible et plus dynamique.

Improve Your Memory Remember names, be more focused and mentally alert, remember conversations

8

Améliorer votre mémoire Se souvenir des noms, être plus focalisé et plus vif d’esprit, se rappeler les conversations et améliorer votre pouvoir de concentration.

and enhance your powers of concentration. Which of the above objectives are most important to you at this time: #

#

#

Please check the box below that more closely coincides with your immediate objective:

Lesquels de ces objectifs sont les plus importants pour vous actuellement (par ordre de priorité) : #

Etre plus efficace dans ma fonction

Become more professional

Devenir plus professionnel

Establish and achieve personal goals

Etablir et atteindre des objectifs personnels

If you were able to accomplish the above, what result would you most want in your career?

What would this mean to you personally?

#

Cochez la case correspondant le plus à vos objectifs immédiats :

Be more effective in my position

Other,

Verbeter interpersoonlijke vaardigheden Realiseer win-win relaties, leer beter luisteren, zorg voor

3

Communiceer effectiever Communiceer je ideeën snel, duidelijk, krachtig en accuraat. Verbeter leiderschapsvaardigheden Motiveer en inspireer mensen, bouw effectieve teams, los

Autres: Si vous pouviez réaliser le ou les objectif(s) défini(s), quel impact cela aurait-il sur votre carrière et pour votre organisation ?

Qu’est-ce que cela signifierait pour vous personnellement?

effectievere interactie met anderen. 4

problemen pro-actief op, haal betere resultaten uit vergaderingen. 6

Verkoop jezelf en je ideeën Wordt enthousiaster, wordt overtuigender Verminder stress en zorgen Verbeter vaardigheid om om te gaan met problemen, uitdagingen en

7

Houdt angst voor spreken in het openbaar onder controle Leer denken en spreken tijdens

8

Verbeter je geheugen Onthoudt namen, krijg meer focus en wees mentaal alert, onthoudt gesprekken

5

5 6

être constructif, contrôler votre attitude, travailler efficacement sous pression.

Control Fear of an Audience Think and speak on your feet, improve your poise and comfort level, be

Ontwikkel meer zelfvertrouwen Verbeter effectiviteit en assertiviteit, krijg meer vertrouwen krijgen in

2

jezelf en je capaciteiten, bepaal èn behaal belangrijke doelstellingen.

Améliorer vos compétences interpersonnelles Etablir des relations satisfaisantes pour chacune des parties, apprendre à mieux écouter, agir plus efficacement dans vos relations avec les autre.

constructively; control your attitude; work well under pressure. 7

1

affirmer; croire en vous-même et en vos capacités; fixer et atteindre des objectifs significatifs.

develop pro-active problem solving and conflict resolution skills, get better results from meetings. 6

Développer une plus grande confiance en soi Améliorer votre efficacité et votre capacité à vous

#

mensen; benader zaken positief; controleer je attitude; leer omgaan met druk. presentaties, verbeter je houding en voel je comfortabeler, wees dynamisch en geloofwaardig. en verbeter het concentratievermogen. Welke drie van de bovenstaande doelstelllingen zijn op dit moment het meest belangrijk: #

#

#

Geef hieronder aan wat het meest overeenkomt met uw huidige doelstellingen: Effectiever zijn in mijn huidige functie Professioneler worden Persoonlijke doelstellingen bepalen en behalen Anders, nl. Wanneer U bovenstaande zou kunnen realiseren, welk resultaat zou U dan willen behalen in uw carrière en voor uw organisatie?

Wat zou dit voor U persoonlijk betekenen?

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DALE CARNEGIE COURSE// DESCRIPTION Look around you at successful business people, world leaders, professional athletes and entertainers. You’ll find a disproportionately high number of Dale Carnegie Course® graduates.

The Dale Carnegie Course® has transformed the careers of over 7 million graduates. And now we want to help you join the ranks of the world’s most successful people. Through a proprietary process that uses team dynamics and intra-group activities, the course will help you master the capabilities demanded by today’s tough business environment. You’ll learn to strengthen interpersonal relations, manage stress, and handle fast-changing workplace conditions. You’ll be better equipped to perform as a persuasive communicator, creative problem-solver, and focused leader. And you’ll develop a take-charge attitude that allows you to initiate with confidence and enthusiasm. In short, the course will power you to move far beyond your comfort zone as you stretch for and attain ambitious new goals. Dale Carnegie Training® research has identified the key attributes that distinguish top performers. These attributes have been incorporated into a process that coaches you through a four-phase continuous improvement cycle. The training emphasizes the principles of success and shows you how to put them into action every day. At the end of the program, you’ll have a solid foundation on which to build lifelong professional growth and performance improvement. College Credit—The Dale Carnegie Course® is in compliance with the rigorous standards of the American Council on Education (ACE) and is considered to be of college-level quality. In view of this, ACE is recommending to colleges and universities throughout the United States that graduates from this Dale Carnegie Training® program receive transfer college credits.

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WHEN YOU FINISH THIS COURSE, YOU WILL BE ABLE TO:

WHAT YOU WILL COVER:

• Stretch your abilities

• Building a foundation for success and connecting with

• Tackle complex challenges

others

• Generate more and better ideas

• Techniques for remembering and using names

• Excel as a consensus builder

• Employing a process for memory improvement to

• Use the 5 drivers of success

enhance relationships and increase self-confidence

• Repeat patterns of success

• Using energy and enthusiasm to influence others

• Identify personal breakthroughs and create

• Understanding how recognizing our achievements

a plan to achieve them • Communicate clearly and concisely • Move beyond your comfort zone • Apply a proven memorization process when remembering names

builds self-assurance • Recognizing the impact of stress on effectiveness and applying principles to handle it better • Motivating others and building stronger relationships • Unleashing our full potential by engaging others

• Reduce self-consciousness and fear

through energized and animated communications

• Apply 30 human relations principles

• Making ideas clear even when thinking on our feet

• Inspire others to take action

• Gaining the willing cooperation of others through trust and respect • Influencing others by minimizing resistance • Using recognition as a tool to build others’ esteem • Generating enthusiasm in ourselves and others to get better results • Demonstrating leadership principles to deal more effectively with daily situations • Developing more flexibility in communications skills, risk-taking, and handling change • Disagreeing without being disagreeable

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HIGH IMPACT PRESENTATIONS// DESCRIPTION

A presentation is one of the most important tools you have in business for getting things done. Whether you’re persuading colleagues, selling a client, energizing a team, or showing an idea to senior management, the power of your presentation makes the difference between success and failure. With so much riding on your presentation ability, you won’t want to miss this opportunity to sharpen it to perfection. The experience in this seminar is as close as you can get to having a personal coach. You begin presenting from almost the moment you walk into the class. You present at least seven times over the course of two days. Your presentations are videotaped and evaluated. And you get expert, one-on-one coaching at the end of each presentation. We are so confident that the immersion method used in High Impact Presentations will make you a star presenter that we make this unique, additional guarantee: If, after your first real presentation upon completion of this seminar, no one congratulates you on your new ability, just let us know and we’ll refund your money. It’s that simple. The class is small. The environment is supportive. The work is intense. And the results are outstanding. Join us. Note: Because of the one-on-one coaching, class size is very limited. Register now to insure a spot in this great experience.

College Credit—High Impact Presentations is in compliance with the rigorous standards of the American Council on Education (ACE) and is considered to be of college-level quality. In view of this, ACE is recommending to colleges and universities throughout the United States that graduates from this Dale Carnegie Training® program receive transfer college credits.

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WHEN YOU FINISH THIS COURSE, YOU WILL BE ABLE TO: • Assess the audience • Define the goals of the presentation • Develop a central theme • Structure the presentation • Persuade the audience with supporting facts and examples • Project a positive image • Present new or difficult material • Sell your ideas, your organization, and yourself • Prepare for an interview • Use the latest technology

WHAT YOU WILL COVER: • Creating powerful, positive first impressions that captivate and sustain • Applying techniques that increase credibility • Presenting complex information that’s easily understood by your audience • Employing the components of communication for greater impact • Using a variety of skills to motivate others to action • Maintaining your composure while responding clearly and professionally to pressure situations • Inspiring your audience to embrace change

• Lead effective Q&A sessions • Communicate ideas with clarity and force • Be more relaxed and natural when making presentations • Convey competence and confidence every time you speak • Project enthusiasm • Think on your feet • Use expressions, gestures, and modulation for impact • Motivate and persuade every audience, every time • Convey credibility

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LEADERSHIP TRAINING FOR MANAGERS// COURSE DESCRIPTION Master leadership skills that will make you indespensable to your organization and empower others to greater success.

Command and Control has been replaced by Contradiction and Chaos. Employees are not told what to do anymore. Now, you influence their choices and assist them in reaching goals. You do not direct; you win the team over to your point of view. You do not dictate; you inspire! The business world has changed! Management was about pushing people to succeed. Leadership is about pulling people along to succeed. You require a new skill set to make it to the top in a "pull" environment. This course teaches you how to stop managing and start leading, making you a vital part of your organization's future. The days of assuming that a good manager was also a good leader are gone. Clear distinctions are being made between the two. Learn the differences between managing and leading and then begin gravitating toward a more direct leadership style and away from a management-based style. Stop pushing and start pulling. Hear that sound? It is the sound of a business paradigm shifting yet again. Register yourself for success. Leadership Training for Managers will transform you from yesterday's manager to tomorrow's leader. College Credit—Leadership Training for Managers is in compliance with the rigorous standards of the American Council on Education (ACE) and is considered to be of collegelevel quality.

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WHEN YOU FINISH THIS COURSE, YOU WILL BE ABLE TO:

WHAT YOU WILL COVER:

• Create a vision—a common ground

• Understanding the distinction between personal

• Develop strategies that make things happen • Take intelligent risks • Influence people to follow you • Foster collaboration • Build trust and integrity • Gain cooperation at every level • Coach and motivate for success • Win people to your way of doing things • Lead a winning team, department, or organization • Develop self-esteem, self-confidence, and self-direction • Build relationships across the organization • Create goals and action plans

leadership and organizational leadership • Creating an innovation process and understanding the planning process • Understanding the performance process, accountability, & creating a coaching and appraisal process • Improving problem analysis, decision making, and learning to recognize the human potential • Employing a delegation process and handling mistakes professionally • Leading and facilitating meetings more effectively by building quality communication • Turning ideas into a plan of action

• Manage change • Empower others to deliver results • Speak with clarity, confidence and passion • Facilitate team processes • Improve team decisions • Build morale and earn loyalty

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SALES ADVANTAGE// COURSE DESCRIPTION • Quotas keep growing • It’s tougher to get to decision-makers • There is more and better competition in the marketplace • Customers demand much more • Your own company wants to “raise the bar” for sales performance What has worked in the past doesn’t seem to be working anymore. Good sales people follow a process that leads from prospecting to closing. Great sales people combine that process with the drive to make the sale. Sales Advantage is the only course that gives you both sides of the success equation. First, the sales relationship process you will learn in this dynamic course is second to none. It will show you how to manage your time and territory productively; prospect intelligently; and get in front of a potential customer. It will even help you structure what to say in your face-to-face meeting. Frankly, however, if that’s all the course did, it would only take you halfway to the sale. That’s because how you talk to your prospect, how you present yourself, and how you relate to the customer are as important as the facts about your product or service. To make the sale, you need to display confidence in yourself, present your solution enthusiastically, and influence the conversation toward the conclusion you want. Sales Advantage is the only course that gives you these critical ingredients for making the sale because it is the only one that interweaves Dale Carnegie Training®’s proven principles of success into every session. It will turn you into a sales leader because it develops the whole you. You gain not just an intellectual understanding of sales techniques but also the emotional drive to put them into action. If you want the confidence, enthusiasm, and the ability to influence people, sign up for Sales Advantage today.

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WHEN YOU FINISH THIS COURSE YOU WILL BE ABLE TO:

WHAT YOU WILL COVER:

• Identify and manage contacts

• Building rapport to cultivate relationships

• Connect with decision makers

• Generating interest and capturing the client’s attention

• Display confidence in yourself and your company

• Providing solutions and options

• Leverage referrals

• Resolving and overcoming objections

• Build credibility

• Appealing to motives to gain commitment

• Ask the right questions

• Uncovering and leveraging opportunities

• Discover the customer’s buying motives

• Planning strategies for success outcomes

• Use product knowledge persuasively

• Mastering the selling process for greater impact

• Identify buying and warning signals • Use 6 tactics to win commitment • Organize contact data • Uncover hidden objections • Create the solution • Present the solution with impact • Be enthusiastic that your solution meets the prospect’s needs • Influence the conversation so that it reaches a mutually beneficial conclusion • Follow up in a way that creates additional sales opportunities

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DALE CARNEGIE PRODUCT LIBRARY//

The product library is available to you on lotus notes. The library is the place to go to view training material for public courses and seminars, as well as corporate solutions modules. You can also review past solutions, browse proposals, and get more information on product delivery.

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NOTES//

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ELEARNING&ASSESSMENTS Dale Carnegie Training offers additional solutions to enhance and build on training events.

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ELEARNING//

Dale Carnegie Training offers an eLearning program to enhance and supplement training in many of it’s courses and seminars. This program is called Carnegie Action System. The Carnegie Action System is a 12-month program designed to continue development after the actual course or seminar has been completed. Clients receive regular emails with short assignments and tips to help put the training into action.

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ASSESSMENTS//

Dale Carnegie Training offers numerous assessment tools for companies and organizations to enhance their training. Assessments are usually done within a corporate solutions, on-site, or group training program. Dale Carnegie collects data from a “feedback team,� which is a group of individuals who work with the participant on a regular basis. From this data, Dale Carnegie can provide comprehensive reports on topics such as organizational development, training effectiveness, and organizational performance over time.

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QUICKSALES TOOLS Dale Carnegie Training has developed best practices to help you build on your sales skills.

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DALE CARNEGIE’S GOLDEN BOOK//

Dale Carnegie’s Golden Book is a small pocket guide that lists Dale Carnegie’s principles. Internally it is referred to as the Golden Book; however, it should always be called Dale Carnegie’s Secrets to Success to all of your clients.

Visit www.dalecarnegie.com/goldenbook to download a copy.

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ELEVATOR PITCH//

Elements of our elevator pitch in suggested order: A. B. C. D.

Who we are What we do Client credibility statement Transition

“[A+B]My name is (pause) ….. (pause) ……………….. and I am a performance management consultant with Dale Carnegie. We improve the performance of organizations by improving the performance of their people.” “[C]An example of this is …………….” (You need an example of an industry that the person you are talking to relates to, i.e. if talking to a lawyer use a legal example and for someone looking to increase sales use a sales example. You give name and industry sector of example client, describe problems / challenges client was faced with and explain what our intervention meant to the client in quantitative (¥ $, #, %, ..) terms. Know your own examples, a.k.a. credibility statements! Sources for credibility statements: website & colleagues.). “[D]Are these kinds of ‘problems / challenges’ something you are faced with as well?”

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BASIC AGENDA CALL//

STEP 1 Orient the Meeting Breify put the meeting into context. Example:“Just picking up where we left off on the phone the other day. We had talked about…”

STEP 2 Review Agenda, Get Approval Review the agenda to get the call focused. Get approval to ensure that you are not wasting time on items that have already been covered, or miss something that should be included.

STEP 4 & 5 Understanding of their Business Explore Business Issues Before providing solutions, it is important to confirm exactly what the client does and what issues they are facing in the workplace. Get the client talking by asking them to confirm what you already know and expand further on topics that are unclear. Be sure to use the Should Be, As Is, Barriers, and Payout formula to frame your questions.

STEP 6 Executive Summary

STEP 3 Get their perception of Dale Carnegie® Training

The executive summary should be used as a final confirmation for the client review. You should literally restate your findings in the Should Be, As Is, Barriers, and Payout.

Ask the client, “What is your perception of Dale Carnegie”. This will help to reinforce positives and dispel any misperceptions.

STEP 7 Recommended Solution The ideal outcome will be to have a team involved in an on-site or group training program. In order to get to that point you might be able to move directly to enrolling their team or you may have to take an interim step to build more credibility before closing the sale.

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GRAD CALL// Talking to our current clients helps us: provide customers with more value, strengthen their loyalty, gather evidence, get testimonials, ask for referrals, and get more business from them. It’s a six-step conversation: 1 PURPOSE

4 OTHERS THAT CAN BENEFIT

a. Get a better understanding of their program experience. b. Get an update on their progress. c. Offer any strategies that will continue the benefits of the training.

a. Are there others in the team / department / organization experiencing similar issues? b. Would they be looking for similar performance changes? c. What would be the impact if they could experience the same performance shifts that you have seen? d. What would be the best way to approach this?

2 THE EXPERIENCE a. What prompted you to get involved in (name training program)? b. What was the most significant performance change during the program? c. What kind of impact did that make for you in the work place? d. Did others notice the performance change? e. What kind of feedback did you receive? (explore types of comments and who made them) f. How would you say (name client’s organization) has benefited from your involvement in the program?

3 NEXT STEPS a. So what is next for you? (in organization or in their role) b. How can we support you in that? c. What results would you like to see?

5 ORGANIZATIONAL INTELLIGENCE a. Does your organization usually make this kind of coaching available? b. How do they do that? c. What is the process? d. Who would be making that decision? e. What are some of the key issues that are priorities? f. What would be the best approach with them?

6 ADD VALUE (OFFER SOMETHING APPROPRIATE) a. Carnegie Success Tips b. Client event (e.g. workshop or clubtalk) c. E-Learning THANK them for their time and agree on a date and time for another call, (e.g. two months later or after Boss Call).

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BOSS CALL// Note: If we have done a good job during the Grad Call (and during the pre-progam intake / CIS / assessment), we’ll know who the Grad’s direct supervisor is. “My name is (pause) ….. (pause) ………….. and I am a performance management consultant with Dale Carnegie. You may be (are) aware that ……………. (insert Grad name) took part in our Dale Carnegie ……….. (name of program).”

“What difference would it make if your whole team / department / organization improves its performance this way?” “How would that support what you are trying to accomplish?”

Look for a yes or no on this. “…….. (Grad’s name) coaching was focussed on ………. (mention 2 or 3 key areas).” “…….. (Grad’s name) mentioned that he / she was able to (mention the: changes / results / impact) as a result of the coaching.” “Have you seen some indicators of this change as well?” (let them talk and give examples)

“Perhaps we could set aside 30 minutes to discuss your team / department / organization and the performance shifts you would like to see for each of them. Another client of ours was faced with similar issues (relate issues back to changes / results / impact) and due to our intervention …………… (insert appropriate credibility statement).” “Looking into next week, what day is best for you?” “Morning or afternoon?”

Are there others experiencing similar performance issues / challenges as ………….. (Grad’s name)?”

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Secure time and location with client / prospect and confirm appointment.


INTEREST AREAS//

WHAT WE WANT TO LEARN PRIMARY INTEREST

BUYING CRITERIA

OTHER CONSIDERATIONS

BUYING MOTIVE

Our goal in this area is to gather pertinent information from the buyer. We ask questions and listen carefully to discover primary interest, buying criteria, and other considerations. These can be personal, team, departmental or organizational needs. Most important is the buying motive, or the emotional payout, the buyer receives when we help solve their problem. • Primary Interest: What they want for their team, department, organization, or self • Buying Criteria: What must they have (Absolutes) • Other Considerations: What they would like to have (Desirables) • Dominant Buying Motive: Why they want it

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QUESTIONING MODEL//

An effective model for asking questions allows us to discover the interest areas of buyers. A process of gathering information should [a] be conversational and [b] capture the information we need in order to present compelling solutions. The research we do and the questions we ask will help us identify the buyer’s interest areas. This will help us make our solution unique for each buyer. Questions: Use business (financial / ICT / production / marketing / sales / HR / …) language!

PAYOUT BARRIERS AS A IS SHOULD OULD BE

My Solution Should Be

gap

As Is

A Buyer’s Gap is the difference between the benefits they are currently receiving and the benefits they should receive. We create a sense of urgency for change when we help them to clearly see how wide the gap is. Effective questions make the Buyer’s Gap clearer for both us (understanding is essential for a good proposal) and our buyers. 98


SHOULD BE QUESTIONS: THE DESIRED OUTCOME Should Be questions will be some 35% of your questioning strategy. Use response generators to get elaborative responses from the client. Make sure you clearly understand the client’s ideal situation. Possible questions:

ABOUT THE OVERALL SITUATION 1. 2. 3. 4.

5. 6. 7. 8. 9. 10. 11. 12. 13. 14.

15.

What are your priorities for this team / department / organization for the next six months to a year? Which of these issues needs to be addressed first? Where would you like to see the team / department / organization in six months? If you had unlimited resources, in three to six months from now, what would be different in the team / department / organization? What would you like to see here? What kind of results would you like to see happen? What would the operation look like at peak performance? How would you measure those results? What is the ideal situation / outcome? How would this support what you are trying to accomplish down the road? What kind of performance numbers (¥ $, #, %, …) would we be looking at six months from now? What would be a breakthrough in this area? What would the team / department / organization look like at that point? What are some of the changes taking place in your organization which will impact the future of your team / department? How will responsibilities have to change in order to keep up with the new initiatives in the organization?

ABOUT THE TEAM 16. 17. 18. 19.

What would the team be saying? How would the team be performing / behaving? What would the environment be like? If I walked through the department / organization one year from now, what would be different about your team / department / organization / people?

Suggestion: for notetaking during meetings, put a big cross on notepad and mark each of the quadrants with A (for As Is), S (for Should Be), B (for Barriers) or P (for Payout). During the conversation, make your notes in the appropriate quadrant. You can, thus, quickly ascertain where you need to ask questions in order to deal with all four quadrants of the Questioning Model.

AS IS QUESTIONS: THE PRESENT SITUATION As Is questions will be some 50% of your questioning strategy. Use response generators to get elaborative responses from the client. Make sure you clearly understand the client’s current business reality. Possible questions:

ABOUT THE OVERALL SITUATION 1. 2. 3. 4. 5. 6. 7.

What is the current situation (with the group or issue identified)? How is the team / department / organization set up? (structure) What do you have in place now to help you move forward? How have you dealt with the current situation since you became aware of it? How would you describe the environment in the team / department / organization right now? What exactly needs to change? What are the key areas for development?

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QUESTIONING MODEL//

ABOUT THE TEAM

EXAMPLE:

8.

Boss: “Well, we are losing one production run per week because they are not communicating between the different stations.” You: “What challenges is that creating for the team?” “What impact does that have?” “What is that really costing?”

9. 10. 11. 12. 13. 14. 15.

How would the team describe the situation / environment here? If I were to ask one of the team members, what would they say the issue is? How do these challenges impact your people? Who are the people that will help move this forward? Do your people see the situation the same way you do? From a scale of 1-10, where would you put your team members' performance? What would it take to get them to a nine? What needs to change in their performance? How would that impact the team?

DECISION-MAKING PROCESS: 16. In addition to yourself, is there anyone else involved in this process? 17. Is there anyone else we need to involve in the decision making process? 18. How will your team decide on a provider? 19. What is most important for you in a provider? 20. What type of budget is allocated for resolving this situation? 21. What are your absolutes for investing in this solution? 22. How much did you plan to invest? 23. What were you expecting to invest to get the return (in area of issue)?

IMPLICATION QUESTIONS At any time during the questioning, it will be important to isolate the impact created by the business issues. After the initial As Is questions, you will need to follow up with implication questions to really attach an impact to the issue. 100

BARRIER QUESTIONS: WHAT IS GETTING IN THE WAY? Barrier questions will be some 10% of your questioning strategy. Use response generators to get elaborative responses from the client. Make sure you clearly understand the things, people, or performance that is getting in the way of their goals. Possible questions:

ABOUT THE OVERALL SITUATION 1.

When you look at this situation, what obstacles are you facing? 2. What is in the way? 3. What is preventing this advancement? 4. What is keeping you from moving forward? 5. What is not getting you the results you really want? 6. Which key actions need to take place before you achieve your goals? 7. What time constraints are you under in making this happen? 8. When will this have to take place? What happens if it doesn’t? 9. What happens if this continues? 10. So why isn’t it happening? 11. What is this costing?


ABOUT THE TEAM

ABOUT THE OVERALL SITUATION

12. What is missing from the team? 13. What is it that your successful performers are doing that others are not? 14. Why do you think they haven’t responded to some of your initial efforts? 15. Why do they not see this the same way you do? 16. How do the people issues hold this back? 17. What is keeping them from reaching their targets?

1.

ABOUT THE PROCESS 18. Aside from time and money, what else is keeping you from moving forward? 19. What is keeping you from doing this now? 20. Who else will need to support this?

PAYOUT QUESTIONS: CLIENT'S BENEFIT & DOMINANT BUYING MOTIVES?

If you were able to (Should Be), what impact would it have on your team / department / organization? 2. Why will that be so important? 3. What could happen if you are able to (Should Be)? 4. What would you do with the additional time / resources / money saved? 5. If you were not spending time in this area, what will that enable you to do? 6. How would this support your goals for the team / department / organization? 7. What would be next for the the team / department / organization if you could achieve this (Should Be)? 8. What would you like to hear Senior Management say? (mind who you are talking to) 9. How would resolving this make your job easier? 10. What kind of difference would this make in the dayto-day operations?

Payout questions will be some 5% of your questioning strategy. Use response generators to get elaborative responses from the client. Watch for reactions from your client that indicate you have hit a Dominant Buying Motive and also watch for any hesitation. The responses to your Payout questions help the client envision the outcomes if they are to make changes and the benefits that would be attached to those outcomes. Possible questions:

101


ABOUT THE TEAM

FOUR QUALIFICATION QUESTIONS:

11. What is the impact on the team? 12. What would happen for them if they were to achieve this? 13. Targets?

1. a. b. c.

Who is the real decision maker? Who is involved in making this decision? Is there anyone else we need to involve in this process? Is this something you will decide or will you be involving others in the process?

2. a. b.

How will the decision be made? What is the process for this project? How will a decision be made on this project?

3. a. b.

What is the the time frame? What is the time frame you had set out for this project? When did you want to be seeing results?

4. a.

Is there a budget? If you find a solution you think will get you results, do you have the budget set aside for that? If you are comfortable with a solution delivering results, how would you go about funding it? What kind of investment were you planning for this project?

FOUR QUALIFICATION QUESTIONS: HOW COMMITED IS THE CLIENT? These questions should be ‘woven’ in during your questioning process at appropriate times when you feel there is decent rapport. Please do not pose these questions in rapid fire style, they should be part of a conversation. But they are an absolute in assessing whether you are dealing with a decision maker who is likely to commit if we present the right solution or someone who is just curious and is going to string us along.

b. c.

The facilitation of a BID demonstrates who we are, how we work, and how we achieve results. If done correctly, it may be the best meeting the customer has ever experienced.

102


BUSINESS IMPROVEMENT DISCUSSION (BID)// Improperly delivered, it could eliminate business from that organization for years to come. Follow the proven process (vis Selling Enrollments manual) step-by-step.

BID Questions (which could be used in other contexts as well) 1. 2. 3. 4. 5. 6. 7.

8. 9.

What are the strenghts of this organization? Looking back two years, what have some of the changes in your industry been? Looking ahead two years, what changes do you anticipate in your industry? How will these changes impact you personally? What are the traits of a successful person? Why? Where do you need to improve? Why? If your organization sponsored Dale Carnegie training, would you like to take part yourself? Why? What did you like most about this meeting? What was different about this meeting from others you have attended?

AS IS QUESTIONS: The Present Situation As Is questions will be some 50% of your questioning strategy. Use response generators to get elaborative responses from the client. Make sure you clearly understand the client’s current business reality. Possible questions:

ABOUT THE OVERALL SITUATION 1. 2. 3. 4. 5. 6. 7.

What is the current situation (with the group or issue identified)? How is the team / department / organization set up? (structure) What do you have in place now to help you move forward? How have you dealt with the current situation since you became aware of it? How would you describe the environment in the team / department / organization right now? What exactly needs to change? What are the key areas for development?

ABOUT THE TEAM 8. 9. 10. 11. 12. 13. 14. 15.

How would the team describe the situation / environment here? If I were to ask one of the team members, what would they say the issue is? How do these challenges impact your people? Who are the people that will help move this forward? Do your people see the situation the same way you do? From a scale of 1-10, where would you put your team members performance? What would it take to get them to a nine? What needs to change in their performance? How would that impact the team?

103


FOUR BUYER TYPES//

We use the four buyer types as defined by Miller HeimanŠ. A person could have more than one role at the same time. Knowing what kind of buyer you are dealing with is relevant in conjunction with the aforementioned qualification questions.

104

TECHNICAL BUYER

USER BUYER

In our case, quite often a HR or Training Manager. Wants to know all the bells and whistles of our proposal. Probably more focussed on costs than income.

This buyer is the one that will actually follow our training progam(s). Their buying motives are very much operational.

FINANCIAL BUYER

COACH

He or she signs the check and has the authority to agree to a deal. Typically a line manager high up in the organization who understands the strategic benefit we can provide the organization.

Could be an external consultant or a financial buyer, a user buyer, or a technical buyer or ‌.. This person likes us and helps get the deal because he or she believes we can offer the client the best solution.


COMMUNICATION STYLES//

Once you identify the type of person you are dealing with, adapt how you speak to them so they feel comfortable. We all have our preferred way of communicating, but exemplary performers are especially skilled at setting aside their own preference in order to communicate in the way that their customer is most comfortable.

ANALYTICAL Focuses on: Facts, data Likes to spend time: Using logic and thinking systematically You should provide: Evidence

CONTROLLER

AMIABLE

VISIONARY

Focuses on: Relationships Likes to spend time: Being personal You should provide: Assurances, comfort

Focuses on: Goals, objectives Likes to spend time: Efficiently You should provide: Options

Focuses on: Dreams, future state Likes to spend time: Listening You should provide: Incentives, images of how the client will benefit

105


DALE CARNEGIE TRAINING’S SALES SITE//

www.sales.dalecarnegie.com

Dale Carnegie Training Sales Site is a library of sales and marketing materials to help you sell to your clients.

To receive a login and password, please contact the person in your office who handles the website. 106


YOURSPACE// THE DALE CARNEGIE INTRANET

www.yourspace.dalecarnegie.com

Stay connected to all things Carnegie.

To receive a login and password, please contact the person in your office who handles the website. 107


DALE CARNEGIE TRAINING SALES BEST PRACTICES // www.dctbestpractices.com

Dale Carnegie Training Sales Best Practices site contains valuable tools to help maximize your sales effectiveness. It focuses on selling for public courses and seminars and selling corporate solutions.

To receive a login and password, please contact the person in your office who handles the website. 108


DALE CARNEGIE TRAINER’S SITE//

www.trainer.dalecarnegie.com

The Trainer’s site contains resources for trainers to help improve performance in the classroom. The site features videos, news, and best practices for trainers.

To receive a login and password, please contact the person in your office who handles the website. 109


TESTIMONIALS// CONTENTS BY COMPANY NAME// Adidas Al Rajhi Bank Amiantit Group Boyes Turner Butler Cargill Cam West Coburg Dairy Commercial Bank of Qatar Core Products Country Coach Deloitte Delta Dental EllisDon Constructionc Ltd. Fisher Investments Fred Weber, Inc. Giant Food Giltnir General Motors Green Mountain Coffee Roasters HDR, Inc. Hugh Symons Communications JD Williams John Deere Kansas City Power and Light Liberty Hospital

110

114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139

Manchester City Council Northrop Grumman Odeon Press Ganey Associates Queensland Health Robert Bothman, Inc. TATA Teleservices, Ltd. Urban Engineers, Inc. Weis Markets Yellow Freight

140 141 142 143 144 145 146 147 148 149


CONTENTS BY BUSINESS NEED// CUSTOMER FOCUS Al Rajhi Bank Cam West Kansas City Power and Light Press Ganey

115 120 138 143

EFFECTIVE LEADERSHIP Adidas Amiantit Group Butler Commercial Bank of Qatar Coburg Dairy Country Coach Delta Dental Fred Weber, Inc. General Motors Hugh Symons JD Williams Kansas City Power and Light Liberty Hospital Manchester City Council Northrup Grumman Odeon Queensland Health Robert A Bothman, Inc. TATA Teleservices, Ltd. Urban Engineers, Inc. Weis Markets Yellow Freight

114 116 118 122 121 124 126 129 132 135 136 138 139 140 141 142 144 145 146 147 148 149

PROCESS IMPROVEMENT Cargill

119

SALES EFFECTIVENESS Cam West EllisDon Construction Ltd. Fisher Investments Glitnir Hugh Symons John Deere

120 127 128 131 135 137

EMPLOYEE ENGAGEMENT Adadis Boyes Turner Butler Cam West Commercial Bank of Qatar Core Products International, Inc. Country Coach Deloitte Delta Dental EllisDon Construction Ltd. Giant Food General Motors Green Mountain Coffee Roasters HDR, Inc. Liberty Hospital Manchester City Council Northrup Grumman Queensland Health Weis Markets

114 117 118 120 122 123 124 125 126 127 130 132 133 134 139 140 141 144 148 111


CONTENTS BY SOLUTION// CUSTOMER SERVICE Al Rajhi Bank Cam West Kansas City Power and Light

112

115 120 140

LEADERSHIP DEVELOPMENT Adidas Amiantit Group Butler Commercial Bank of Qatar Coburg Dairy Country Coach Delta Dental Fred Weber, Inc. General Motors Hugh Symons JD Williams Kansas City Power and Light Liberty Hospital Manchester City Council Northrup Grumman Odeon Queensland Health Robert A Bothman, Inc. TATA Teleservices, Ltd. Urban Engineers, Inc. Weis Markets Yellow Freight

114 116 118 122 121 124 126 129 132 135 136 138 139 140 141 142 144 145 146 147 148 149

PRESENTATION EFFECTIVENESS EllisDon Construction Ltd. Press Ganey

127 143

PROCESS IMPROVEMENT Cargill

119

SALES EFFECTIVENESS Cam West Fisher Investments Glitnir Hugh Symons John Deere

120 128 131 135 137

TEAM MEMBER ENGAGEMENT Adadis Boyes Turner Butler Cam West Commercial Bank of Qatar Core Products International, Inc. Country Coach Deloitte Delta Dental EllisDon Construction Ltd. Giant Food General Motors Green Mountain Coffee Roasters HDR, Inc. Liberty Hospital Manchester City Council Northrup Grumman Queensland Health Weis Markets

114 117 118 120 122 123 124 125 126 127 130 132 133 134 139 140 141 144 148


CONTENTS BY INDUSTRY// CONSTRUCTION/ENGINEERING Amiantit Group Butler Cam West EllisDon Construction Ltd. Fred Weber HDR Engineering Robert A. Bothman, Inc. Urban Engineers, Inc

116 118 120 127 129 134 145 147

FINANCIAL Al Rajhi Bank Commercial Bank of Qatar Fisher Investments Giltnir

115 122 128 131

GOVERNMENT Manchester City Council

140

HEALTHCARE Delta Dental Liberty Hospital Press Ganey Queensland Health

126 139 43 144

MANUFACTURING Cargill Core Products International Country Coach General Motors John Deere Northrup Grumman

119 123 124 132 137 141

PROFESSIONAL SERVICES/LEGAL/ ACCOUNTING Boyes Turner Deloitte

117 125

UTILITY Kansas City Power and Light TATA Teleservices Ltd.

138 145

WHOLESALE/DISTRIBUTION/RETAIL Adidas Coburg Dairy Giant Food Green Mountain Coffee Roasters Hugh Symons Communications JD Williams Odeon Weis Markets Yellow Freight

114 121 130 133 135 136 142 148 149

113


ADIDAS Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Retail Leadership Development & Team Member Engagement Effective Leadership & Employee Engagement Adidas Portland, OR 2,000 http://www.adidas.com

CHALLENGE The key business need was Culture Change. Adidas wanted to ensure that everyone was living by the Adidas Behaviors, which were to be rolled out between 2003 & 2004. The business was committed to being a Top 100 employer and developing its people. The concept of management development was new to them. There was a need for a consistent approach to leadership and management following the major restructuring. SOLUTION Dale Carnegie customized a training solution to ensure that there would be a good fit. Developed two sets of training: Forever People, designed for Junior Managers, and Tomorrow’s People, designed for Potential Managers. Dale Carnegie selected “People Mania” as the brand specific for the Adidas Training. Training was conducted in four-full-day weeks with two or three weeks between them. RESULTS People Mania resulted in three people working together on a project that would potentially generate £440,000 in revenues. Many graduates of both Forever People and Tomorrow’s People have been promoted since the program. The Organizational Employee Survey has shown a marked improvement in employee satisfaction in relation to levels of leadership and communication in each year since the start of the training. These courses have become something for employees to aspire to as they often eagerly anticipate when they will be able to enter one of the programs. FOR INTERNAL USE ONLY

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AL RAJHI BANK Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Banking Customer Service Customer Focus Al Rajhi bank Riyadh, Saudi Arabia 2,500 http://www.alrajhibank.com

CHALLENGE Al Rajhi had made tremendous upgrades in order to improve their branding and their facilities and to put more separation between sales and service within branches. Despite these advances, they saw the need to undergo a significant change in their customer service. SOLUTION Dale Carnegie Training and Al Rajhi formulated a training plan that included a half-day for top management, 5 days of immersion for all of the all Branch Managers “change agents,� followed by 9 monthly half-day sessions for all the Branch Managers, each one focusing on a theme that became the focus for training in the branches for the month. RESULTS Financial results for the bank were very impressive. Customer deposits were up 25 % from $21.6 billion to $27 billion, and income from banking services climbed 18% from $102.7 million to $121.0 million. FOR INTERNAL USE ONLY

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AMIANTIT GROUP Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Manufacturing Leadership Development Effective Leadership Amiantit Dammam, Saudi Arabia 5,000 http://www.amiantit.com

CHALLENGE With increased expansion and competition both worldwide and domestic, The Amiantit Group faced a challenge they had never dealt with before. They realized that in order to compete, they would need to maintain the company’s culture, and find new ways to increase market share. SOLUTION Amiantit Group performed a comprehensive situation assessment. The decision was made to implement a customized version of Dale Carnegie Training’s Leadership program. This program would help create a common vision within the company and provide leadership tools that would inspire greater productivity throughout the organization. RESULTS More than 90% of the participants said that the program had exceeded their expectations. The program has been successful in changing the attitudes and behaviors of managers as well as how teams are being managed in a more international company. FOR INTERNAL USE ONLY

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BOYES TURNER Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Law Team Member Engagement Employee Engagement Boyes Turner Thames Valley, United Kingdom 7,500 http://www.boyesturner.com

CHALLENGE People development was not a pressing matter at Boyes Turner until competition from other local practices began to intensify. Changes to the competitive landscape forced the partners to rethink the firm’s growth strategy, and they set about revising their position on the issues of leadership, training, and culture. SOLUTION Dale Carnegie Training’s personalized, structured, and strategic training approach promoted awareness about people development among the partners and prepared senior leaders to ease into their roles as mentors and coaches within the firm. The training also offered more traditional training methods as part of the Dale Carnegie Course for people who needed to develop a broader range of skills. RESULTS As a result of the training, Boyes Turner has aligned its vision with its values and now has a clear plan for helping its employees succeed within the organization. As managers have become more effective mentors and coaches, their relationships with both clients and employees have flourished. The company is now among the highest profile firms on the legal recruitment circuit.

“Dale Carnegie has helped me to guide the business to a position where it is recognised as one of the best UK regional law firms. We have grown rapidly over the last five years, indeed from £4m to over £10m and in the process significantly strengthened the service that we provide as well as the quality of our client base.” - Andrew Chalkley CEO and Partner, Boyes Turner 117


BUTLER Industry: Solution: Business Need: Customer: Headquarters: Website:

Construction Leadership Development & Team Member Engagement Effective Leadership & Employee Engagement Butler Kansas City, KA http://www.butlermfg.com

CHALLENGE Butler was looking to decrease turnover and restore the poor financial performance by increasing leadership and communication. The employees had difficulty meeting the set plans and budgets for contracted projects and managing change. SOLUTION Dale Carnegie introduced a Leadership Focus Series. This would consist of monthly sessions to be delivered over a period of 11 months. The solution was offered to 45 participants who were divided into two groups. The sessions brought a mix of elements from the Leadership Training for Managers program, The Dale Carnegie Course, and High Impact Presentations. RESULTS Butler witnessed $1 million in cost savings. As a first phase, the company had already begun implementing $1.25 million in cost saving/revenue generating projects from a pool of ideas that are worth $2.5 million. FOR INTERNAL USE ONLY

118


CARGILL Industry: Solution: Business Need: Customer: Headquarters: Type of Business: Number of Employees: Website:

Manufacturing Process Improvement Process Improvement Cargill Health & Nutrition Eddyville, IA Facility Minneapolis, MN Food/Ag/Risk Management World-Wide: 160,000; Eddyville, Iowa: 500 www.cargill.com

CHALLENGE Cargill needed to engage and motivate employees, reduce turnover, and increase production to meet new customer demands. SOLUTION Twenty-eight of the 54 Health & Nutrition employees participated in the intensive three-day customized process improvement meetings. RESULTS New procedures and new roles have been defined that ease tensions and reduce the stretch of expanded responsibilities. There have been measurable gains in employee engagement, leading to noticeably lower levels of turnover and award-winning business performance and results. FOR INTERNAL USE ONLY

119


CAM WEST Industry: Solution: Business Need: Customer: Headquarters: Website:

Construction Team Member Engagement & Sales Effectiveness Employee Engagement & Sales Effectiveness Cam West Kirkland, WA http://www.camwest.com

CHALLENGE CamWest realized that aligning the independent sales agents with its vision and philosophy by training with onsite project managers would ultimately translate to better customer service and provide customers with an exceptional home buying experience. SOLUTION: Dale Carnegie Training’s flexible style and comprehensive training approach provided a solution that would allow CamWest to focus on both its sales and human relationship needs simultaneously. Bringing all the different departments of the organization together helped solidify CamWest’s mission, vision, and values. RESULTS: Working together as a team allowed participants to develop a common language to communicate more seamlessly with customers and with each other. In the four years since training began, Cam West has grown at a rate of almost 15% annually. The influx of new talent has helped the company to grow the foundations of a solid team.

"I have always believed that our company could be even stronger by working together, focusing on our buyers and providing excellent service. That's why I continue to support ongoing training. The training we've done has been tremendously valuable and has contributed directly to the success of CamWest. It has definitely taken us to the next level." -Carolyn Gladwell Vice President for Marketing & Sales, CamWest 120


COBURG DAIRY Industry: Solution: Business Need: Customer: Headquarters: Number of Employees:

Distributer Leadership Development Effective Leadership Coburg Dairy Charleston, SC 300

CHALLENGE Due to heavy competition, Coburg Dairy needed to increase productivity and efficiency so that it could continue to compete in a marketplace where products are perishable and margins are razor thin. SOLUTION Coburg and Dale Carnegie Training developed a customized leadership program to help managers increase communication and collaboration to reduce the cost of doing business. RESULTS Increased communication among management was able to increase the bottom line and ultimately led to a change in the way Coburg produced its products. These two factors have contributed to Coburg Dairy having one of the best years in recent history in terms of net profitability according to Gary Rackley, General Manager.

“I strongly recommended our corporate office look seriously at using Dale Carnegie’s management training program. I told them that it is just a tremendous team-building atmosphere, and that everybody gets a better grasp of and commitment to what their company should be seeking to achieve.” - Gary Rackley, General Manager, Coburg Dairy

121


COMMERCIAL BANK Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Banking Leadership Development & Team Member Engagement Effective Leadership & Employee Engagement Commercial Bank Doha, Qatar 890 http://www.cbq.com

CHALLENGE The business need was to create a new culture at the bank that would be strong enough to build a cohesive environment in spite of various backgrounds of the employees. Aligning people with a new culture of innovation and results was crucial to become the number one bank in Qatar. SOLUTION Training began with a three-day version of the Dale Carnegie Course in order to open up the communications between the extremely diverse background of bank employees and to create the much needed proactive culture. This course was followed by a four-day Leadership Training for Managers program. These programs were each delivered in weekly full-day sessions, in order to give the participants the chance to implement the tools discussed in class in their work environment. RESULTS The participants generated ideas for innovation projects worth $1 million. The General Manager has noticed behavioral change in the way the participants communicate, their level of confidence in approaching management with new ideas, and their ability to take initiative. FOR INTERNAL USE ONLY

122


CORE PRODUCTS Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Manufacturing Team Member Engagement Employee Engagement Core Products Osceola, WI 110 http://www.coreproducts.com

CHALLENGE Core Products was anything but content when it came to protecting its market position and state of financial health. Changes to managed care, the threat of competition, and a series of costly acquisitions conspired to undermine Core’s growth. SOLUTION The Dale Carnegie Course’s public format and group training method helped prepare Core Products’ leaders to effectively handle change by engaging in a continuous 360-degree cycle of practice and feedback. Reconvening as a group, they were expected to share their collective experiences and provide one another with advice. RESULTS In the ten years since Core began training with Dale Carnegie, its sales have soared from $3 million to in excess of $12 million. Gains in individuals’ self-confidence have propelled innovation and leadership throughout the organization, and change is now accepted as an integral part of how Core does business.

"Dale Carnegie Training has contributed to our corporate culture in a significant way. In fact, it's probably done more to help us create a common culture than almost anything we've pursued and has helped us to keep that culture intact. The camaraderie and sense of oneness created in the Dale Carnegie Course has been incredibly valuable to our business." - Phil Mattison President and Owner, Core Products International, Inc. t 123


COUNTRY COACH Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Manufacturing Leadership Development & Team Member Engagement Effective Leadership & Employee Management Country Coach Junction City, OR 1,600 http://www.countrycoach.com

CHALLENGE Country Coach’s outdated management has led to low employee retention rates and negative attitudes that resulted in losses for the company. SOLUTION Dale Carnegie’s practiced, practical, and principles-based approach helped Country Coach establish a common language and a shared vision for success that would help its supervisors better understand how their actions and attitudes affected coworkers. RESULTS The cumulative effect of the training was a 40% increase in the market share in the last year without increasing the number of resources. Country Coach continues to stand by its commitment to nurture its leadership and to make a lasting change in its organization.

Last year we grew our market share to over 40% and we achieved this growth without increasing the number of our resources. What Dale Carnegie Training allowed us to do was to take the talents we already had and to focus them." - Matt Howard Director of Marketing & Public Relations, Country Coach 124


DELOITTE Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Consulting Team Member Engagement Employee Engagement Deloitte Reykavik, Iceland 1,800 http://www.deloitte.com

BUSINESS CHALLENGE The need was the ability to be a competitive organization in today’s fierce market. The partners needed the behavioral change because they needed to begin selling themselves to clients. Up until this point in their careers, it hadn’t been necessary to do this type of selling. In other words, business used to come to them. They were in need of a change. They needed to start building relationships in order to sell to both new and existing customers. SOLUTION A communications, human relations skills, and presentations program was conducted over a period of 11 sessions. In addition, a sales, presentations, communications, and managerial course was conducted for two full days. RESULTS The Managing Director saw the behavioral change in this solution’s ability to hold the senior partners accountable when using the tools they had honed in building relations with their customers. She felt that the attitude of the senior partners had clearly shifted from believing there was no need for training to embracing and using what they had learned from the course. FOR INTERNAL USE ONLY

125


DELTA DENTAL Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Healthcare Leadership Development & Team Member Engagement Effective Leadership & Employee Engagement Delta Dental Sherwood, AR 150 http://www.deltadental.com

CHALLENGE Delta Dental of Arkansas was an organization rich in talent, but lacking in sufficient managerial skills. Many middle managers were not qualified to fulfill their day-to-day responsibilities and most were unprepared to resolve conflicts arising among their staffs, resulting in growing discontent and high turnover. SOLUTION Dale Carnegie Training recommended a two-phased training approach: the Leadership Training for Managers to improve leadership skills, and the Dale Carnegie Course to boost individuals’ confidence and communication skills. The participants put theory into practice while developing business solutions to help improve Delta’s operational efficiency and productivity. RESULTS Dale Carnegie Training helped Delta Dental identify opportunities to meet its operational, productivity, and efficiency goals, reduce costs, and improve its service capabilities. As workers grew in self-confidence, their productivity improved and communication and collaboration flourished. As a result, employee turnover plummeted from 50% to 15% across the organization.

The Dale Carnegie programs are second to none. Last year, we had our best operational year, our best financial year, and our best year of growth in the company's history. That happened because our people had been very well trained to do their jobs very efficiently and to inspire others to do the same. Dale Carnegie has so much experience in this type of training worldwide. - Ed Choate President and CEO, Delta Dental 126


ELLIS DON Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Construction Presentation Effectiveness Sales Effectiveness EllisDon Mississauga, Ontario 1,400 http://www.ellisdon.com

CHALLENGE While EllisDon’s project teams were very good at their jobs, they were not always comfortable in a public speaking environment. SOLUTION Dale Carnegie’s High Impact Presentations seminar helped EllisDon’s team members become more confident and present themselves in a professional and effective way during presentations in order to secure projects. RESULTS Being able to present their ideas quickly and concisely enabled the project teams to be more professional and, therefore, much more successful. The training has proven to be a very cost effective investment for the organization. FOR INTERNAL USE ONLY

127


FISHER INVESTMENTS Industry: Solution: Business Need: Customer: Headquarters: Website:

Investment Sales Effectiveness Sales Effectiveness Fisher Investments Ontario, Canada http://www.fi.com

CHALLENGE The chief business need in this organization was growth. They were looking to approximately double their sales in the next two years. They realized that a stronger sales force would generate rapid growth. Just this year, they added 50 new representatives. They needed to ensure that their rapid growth was effective. This investment company already has a strong sales force with a low turnover rate. They were looking to make them more efficient closers and increase their ability to quickly build the right business rapport by understanding the needs of their client and customizing their portfolio. SOLUTION A one-day seminar in strategic sales training was used. Also, a former coach came in during lunch to serve as a motivational speaker. RESULTS The seminar was successful in getting the sales representatives engaged and motivated. They found the seminar full of useful tools that were applicable to real sales situations they faced daily. They are now in the process of launching Phase II, which will target 75 telesales call centers with a similar program tailored to their needs. FOR INTERNAL USE ONLY

128


FRED WEBER INC. Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Construction Leadership Development Effective Leadership Fred Weber Inc. Maryland Heights, MO 800+ http://www.fredweberinc.com

CHALLENGE Much of Fred Weber’s aging knowledge capital was lost due to retirement at a time when the company made major acquisitions to increase its revenues. The new management coming up through the ranks lacked necessary leadership training and skills. SOLUTION Dale Carnegie’s Leadership Training for Managers offered the right balance of team-building, principles-based learning, and practical skills development that helped the company achieve a unified managerial vision. Individuals from across the company were placed in an environment where they were forced to communicate and learn from one another. RESULTS New innovation projects, not been previously considered, revealed opportunities for revenue streams, one of which resulted in cost savings of over $2 million. In a one-year period of intense growth, 76 employees assumed new managerial responsibilities. With a new generation of leaders, Weber is once again poised for growth.

"I can't say enough about what this process has done for our company. Through the formality and structure of the course, we gained the ability to ensure that we were all pursuing common goals. To have the entire organization aligned behind our chairman's vision is powerful and results in outstanding rewards for our employees and our shareholders." - Tony Giordano Senior Vice President for Material Services, Fred Weber, Inc. 129


GIANT FOOD Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Grocery/Retail Team Member Engagement Employee Engagement Giant Food Landover, MD 27,000 + http://www.giantfood.com

CHALLENGE Following an intense period of mergers and acquisitions, many of Giant’s long-term employees had left the company, while additional staff suffered the effects of downsizing. The stress and uncertainty diminished the company’s performance standards and challenged the company to find qualified people within the organization to promote up to managerial positions. SOLUTION Dale Carnegie Training adjusted the structure of the Dale Carnegie Course to adapt to Giant’s changing priorities. Alternating classroom study with periods of on-the-job work, the course challenged Giant’s employees to apply the tools and techniques they learned to their daily tasks, preparing them to embrace a more balanced and flexible management approach. RESULTS The training had a stabilizing effect on Giant’s workforce and helped improve morale across the company. While managers have grown in confidence and self-awareness, they have also become more productive and more successful in their relationships, cultivating a common culture based on trust, respect, and empowerment.

"Quality of life is always the big issue in grocery retail. Dale Carnegie Training is key in helping our people to create balance. You can see and hear the difference in our stores. The stress level is lower. People are smiling. Customers are treated well. The improvements to our managers' quality of life makes them more productive in their jobs and makes us more successful in our industry." - Nancy Crisafulli, Manager of Training, Giant Foods 130


GLITNIR Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Financial Banking Sales Effectiveness Sales Effectiveness Glitnir Reykavik, Iceland 2,000 http://www.glitnir.is

CHALLENGE Glitnir was challenged with developing a systematic sales strategy that would increase the sales of various products and services in the bank’s branches. SOLUTION Glitnir worked with Dale Carnegie to identify areas of improvement though interviews done with a group of Glitnir employees. Training began with branch and sales managers, and then all branch employees underwent a customized sales training program. RESULTS Sales in branches have increased between 25-35% compared to the same time the previous year. “A major part of these results is due to the sales meetings that were set up according to the Dale Carnegie model, and it is obvious that the sales managers who followed the procedures from the Dale Carnegie meeting achieved the best results,” says Birna Einarsdottir, Executive Vice President, Glitnir FOR INTERNAL USE ONLY

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GENERAL MOTORS Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Manufacturing Leadership Development & Team Member Engagement Effective Leadership & Employee Engagement General Motors Ellesmeere, United Kingdom 2,165 http://www.gm.com

CHALLENGE The performance and technical skills of the managers at Vauxhall Motors Ltd were excellent. Vauxhall Motors recognized the need to help managers develop the skills to engage their employees. They were challenged with changing their corporate culture. SOLUTION Dale Carnegie developed a program that focused on team dynamics, communication, delegation, and dealing with stress in the workplace. This leadership program was provided to Vauxhall’s management team. RESULTS Dale Carnegie helped establish the framework for culture change at Ellsemere Port Plant. Vauxhall’s senior management saw a significant improvement in interdepartmental cooperation, communication, and teamwork. FOR INTERNAL USE ONLY

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GREEN MOUNTAIN COFFEE ROASTERS Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Wholesale/Retail Team Member Engagement Employee Engagement Green Mountain Coffee Roasters Waterbury, VT 995 http://www.greenmountaincoffee.com

CHALLENGE Green Mountain had enjoyed steady growth particularly in its core, New England market. But, with recent plans in the works to grow the business westward, Green Mountain needed to step up its training initiatives in order to safeguard its culture and prepare its employees for the challenges ahead. SOLUTION As a part of Green Mountain’s growth initiative, employees underwent training and development. For 12 weeks, participants engaged in a continuous cycle of improvement, during which they transitioned between the classroom and the workplace, putting principles into practice and getting feedback from their peers. RESULTS Training as a group has helped prepare people to work in teams, and across the company, collaboration between and among departments has improved. Advances in innovation and idea sharing have led to a proliferation of breakthrough projects and creative ideas that have helped improve efficiency and continue steady expansion.

“You can really see the change in people. They are markedly different. They’re engaged. They go the extra mile to get things done.” - Bob Stiller Founder and CEO, Green Mountain Coffee Roasters

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HDR Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Engineering Team Member Engagement Employee Engagement HDR Omaha, NE 6,000 http://www.hdrinc.com

CHALLENGE HDR was challenged with turning technical professionals into leaders with good people and communication skills. “We recognized that we needed to develop people faster to step up and be able to deal with tough communications issues with clients,” said George Little. SOLUTION HDR employees were led through a fifteen-month, multiphase training program. The twelve-week Dale Carnegie Course was a key component. Dale Carnegie’s national presence gave HDR the ability to send a mandated 15 employees to training without having to incur the time and expense of traveling to one place to train. RESULTS HDR is enjoying extraordinary growth and Dale Carnegie graduates are leading the way. “Probably 40 percent of those who graduated in the first three years are now officers and 90 percent have received a promotion. Plus, people who graduate from Career Skills have a higher rate of retention than non-graduates,” says Chuck Sinclair, SVP/ Regional Director.

“Over the last two years, we grew 29 and 24 percent. This year we have a good opportunity to have another year of strong growth. We could not have experienced this growth without Dale Carnegie Training.” - George Little, President, HDR Engineering, Inc.

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HUGH SYMONS COMMUNICATIONS Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Wholesaler/Distributor Leadership Development & Sales Effectiveness Effective Leadership & Sales Effectiveness Hugh Symons Communications Poole, England 75 http://www.hughsymonscommunications.co.uk

CHALLENGE In a market that is becoming increasingly competitive and volatile, it was necessary for Hugh Symons Communications to become more nimble and efficient. Hugh Symons need to make better use of their human capital, empower their employees to think for themselves, and become more proactive and creative. SOLUTION Hugh Symons Communications began to require that all managers take Dale Carnegie Training’s Leadership Training for Managers course. The training was then expanded to sales departments, where sales teams were sent to Dale Carnegie’s Sales Advantage course. RESULTS Bob Sweetlove, Business Manager, explains,“If I look back three years, and had we not had the Dale Carnegie Training courses, what situation would I be in? Would I have higher turnover? Probably. Would I have less effective managers? Definitely! I would highly recommend Dale Carnegie Training because I’m not sure that there is anything else one could do that would produce the same result.”

“Since Hugh Symons first participated in Dale Carnegie Training, we’ve taken on 480 new accounts. We’ve written more new business than ever and have had our richest year ever. Our staff retention is fantastic. People come and stay; they don’t want to move on. I think a large portion of that can be attributed to Dale Carnegie Training.” - Carlos Pestana, Sales Manager, Hugh Symons

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J D WILLIAMS Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Retail Leadership Development Effective Leadership J D Williams Manchester, UK 3,500 http://www.jdwilliams.co.uk

CHALLENGE When Sophie O’Donnell joined J D Williams in 2003, she found that training and development was undertaken in a somewhat ad hoc way. An initial training needs analysis exercise highlighted leadership as a key area to focus on. Many Managers had received very little formal training in leadership skills and, consequently, were reacting to day-to-day operational issues rather than thinking strategically about the future. SOLUTION Dale Carnegie initially delivered two customized Leadership Development progams for managers to increase their skill levels. A spaced learning and modular approach to each session suited the workplace, and Dale Carnegie had a great understanding of business needs and how to maximize the potential of current managers. This was the first cross functional training had occurred, and it had a tremendous result on how people viewed the wider picture and the impact they had on it. RESULTS The board and sponsors of the progams attended a combined final session and were overwhelmed by what had been achieved. Innovation projects set during the progam give ongoing tangible results which are measured, making each training progam self-financing. Training is not just about money, it’s what people get from it. Many of the participants have been either promoted or have been involved in significant business initiatives; they are seen as the future of the business. FOR INTERNAL USE ONLY

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JOHN DEERE Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Manufacturing / Retail Sales Effectiveness Sales Effectiveness John Deere Moline, IL 46,000 http://www.deere.com

CHALLENGE With increased competition in the farming and agriculture industry, John Deere could no longer rely on its reputation to gain revenue; therefore, the company decided that it was time to focus on improving the sales skills of employees so that they focused their selling techniques on the value of John Deere’s products and services. SOLUTION Dale Carnegie Training’s global franchise network mirrored Deere’s decentralized dealership model. Also, its localized learning capability supported the kind of specialized regional training that John Deere was seeking for. The trainers, understanding the local agricultural conditions, worked alongside Deere’s territory managers to identify region-specific sales challenges. RESULTS At the end of the training, Deere’s dealers came away with a newfound belief in their own abilities to communicate and sell. They are eager to share what they know and are better equipped to engage their customers through learning how to build successful relationships based on trust and respect.

"As a rule, we normally sell about $50,000 to $75,000 worth of equipment during an Open House event. This year, we sold about $350,000 worth of equipment in the same time span." - John Deere’s Maine dealership

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KANSAS CITY POWER & LIGHT Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Electric Leadership Development & Customer Service Effective Leadership & Customer Focus Kansas City Power & Light Kansas City, MO 2,140 http://www.kcpl.com

CHALLENGE This organization’s President was looking for a culture change. This cultural change would be obtained by training people to build more trust, interpersonal skills, and communication to achieve five goals: 1. Growth • Increasing 5% earning per share • Acquiring other utility companies with different geographical territory • The use of increased quantities of their service 2. Engagement of the Staff 3. Business Acumen (understanding business and industry) 4. Excellence 5. Leadership and Collaboration SOLUTION A management program and customer service program was conducted over six sessions. RESULTS Top executives, middle managers, and the human resource department have all witnessed new behaviors that are aligned with the new corporate culture’s five dimensions. There were also around 60-70 innovation projects created by the graduates of the first three groups. FOR INTERNAL USE ONLY

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LIBERTY HOSPITAL Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Medical Leadership Development & Team Member Engagement Effective Leadership & Employee Engagement Liberty Hospital Liberty, MO 1,200 http://www.libertyhospital.org

CHALLENGE A hospital was primarily interested in being ahead of its competition. The leadership of the hospital realized that an organizational culture change would set this facility apart. In the client’s words, they wanted the hospital to become a more people-oriented culture, “more like the family atmosphere” it used to enjoy when it first opened. The hospital was also looking to reduce turnover. The highly competitive market translates into intense competition between employers, which leads to many employees moving from one hospital to the next. By investing in its people, this hospital would likely increase loyalty, as well as establish the critically needed trust in its leadership. SOLUTION The participants went through a leadership and management program tied in with a communications, human relations skills, and presentations program over a period of eight sessions. RESULTS The client witnessed a behavioral change in the way people dealt with each other and their level of teamwork. Efforts to generate an organizational culture change through the training yielded an entirely new environment. It was an environment that led to a reduced turnover rate and that restored the “family atmosphere” that set the hospital on a different level from its competitors. FOR INTERNAL USE ONLY

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MANCHESTER CITY COUNCIL Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Government Leadership Development & Team Member Engagement Effective Leadership & Employee Engagement Manchester City Council Manchester UK over 1,000 http://www.manchester.gov.uk

CHALLENGE Manchester’s Housing Services was required to make a very large divestiture in housing units owned by the city. The Housing Services department was challenged with a time table that required divesture to be complete before Manchester city was eligible for federal funding. To meet these goals, the Manchester City Council understood the need to prepare its employees to work at peak performance. SOLUTION Dale Carnegie Training provided the Manchester City Council a solution that focused on team building, leadership development, and employee engagement. RESULTS The solutions provided by Dale Carnegie Training helped the Housing Services department meet their goals, and they are now viewed as the leading service within the city council. FOR INTERNAL USE ONLY

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NORTHROP GRUMMAN Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Manufacturing Leadership Development & Team Member Engagement Effective Leadership & Employee Engagement Northrop Grumman El Segundo, CA 18,000 http://www.northropgrumman.com

CHALLENGE When area reports began projecting a high rate of attrition due to age over the next five to ten years, Calas and the El Segundo Leadership Council opted to be pro-active and take the necessary steps to effectively change the culture before it impacted their business objectives. SOLUTION Dale Carnegie Training offered a series of Leadership Training courses on-site at the El Segundo headquarters. Also, the 12-week courses were taught under the auspices of West Los Angeles College and were open to any and all employees – from production operations managers and technicians to industrial engineers and quality personnel. RESULTS Through their joint relationship with West Los Angeles College and Dale Carnegie Training, Northrop Grumman has not only honed their ability to retain their top leaders, but also discovered how to best transition that knowledge to all candidates on their leadership bench. FOR INTERNAL USE ONLY

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ODEON Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Media / Entertainment Leadership Development Effective Leadership Odeon London & Manchester, UK 3,139 http://www.odeon.co.uk

CHALLENGE Senior Management needed to bring the two organizations together as one team. Consistency in the approach to leadership moving forward was essential. SOLUTION An intense two-day immersion approach was designed, which enabled 100 managers to go through the Redefining Leadership Progam in quick succession over a period of three months, from May to June 2007. This had an immediate impact on the business and performance. RESULTS An effective framework for leadership has been defined. Now, over 150 managers have attended the Redefining Leadership Progam with a further two progams being delivered at the end of 2008. Change can be seen in the way managers lead, communicate, and manage performance. Skill levels have increased and the way they run the business is different. There has been a positive impact on teamwork and employee motivation. FOR INTERNAL USE ONLY

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PRESS GANEY Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Healthcare Presentation Effectiveness Customer Focus Press Ganey South Bend, IN 560 http://www.pressganey.com

CHALLENGE To retain a leadership position in its market, Press Ganey needed to expand the capability of its service and sales teams, especially for the individuals who would travel to client sites to deliver presentations. SOLUTION Dale Carnegie Training delivered a customized version of their High Impact Presentations seminar. High Impact Presentations seminars incorporate a variety of training methods, including group interaction, one-on-one critiques and facilitation. RESULTS Press Ganey surveys the attendees at every presentation. Since engaging Dale Carnegie Training, the average score for Likelihood to Recommend this Speaker has increased from 85 to 90, and the average score for Presentation Style has increased from 84 to 90. FOR INTERNAL USE ONLY

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QUEENSLAND HEALTH Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Healthcare Leadership Development & Team Member Engagement Effective Leadership & Employee Engagement Queensland Health Queensland, Australia 60,000 + http://www.health.qld.gov.au

CHALLENGE Queensland is where the majority of Australians go for retirement, with current statistics indicating that well over 1,000 people per week are migrating to the state and this influx of residents is putting an incredible demand on the health care system. With technology, treatment options, and other factors changing at a rapid pace, Queensland Health was determined to provide the best service to its ever expanding population. SOLUTION The Dale Carnegie Course, Leadership Training For Managers course, and High Impact Presentations Seminar helped Queensland employees better communicate and manage change, resolve conflict, and lead effectively. RESULTS Many of the Dale Carnegie Training graduates have stepped into leadership positions where they utilize their acquired skill sets to communicate in their industry’s rapidly changing environment. FOR INTERNAL USE ONLY

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ROBERT A. BOTHMAN, INC. Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Construction Leadership Development Effective Leadership Robert A. Bothman, Inc. San Jose, CA 130 http://www.bothman.com

CHALLENGE This construction company's major business need is growth. They have an ambitious plan to reach $100 million in revenue by the end of the year. This growth is directly linked to developing focused decision-making, enhanced teamwork, and improved morale. SOLUTION The managers of the company went through a management program conducted monthly for eight sessions. RESULTS The management is experiencing new behaviors due to the newly repaired relationships like improved teamwork, communication, conflict resolution, and decision making. Overall, employee morale is much higher and there is far less frustration. They are applying the tools that are helping them become more effective in approaching each other. This is a significant improvement over the lack of initiative and decision making due to fear and distorted relationships that were preventing the company's growth. The Senior Management group is now moving forward in the planned direction. They will be involved with innovative projects that can be quantified when the solution delivery is completed. FOR INTERNAL USE ONLY

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TATA TELESERVICES LTD. Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Utility Leadership Development Effective Leadership TATA Teleservices Ltd. Navi Mumbai, India 6,000 http://www.tataindicom.com

CHALLENGE In a highly competitive environment, this telecommunications company's main business need was gaining market share. They had recently recruited nearly 2000 employees over a short span of time, many of them from outside the industry. To match the rapid growth of the industry, new employees were put into a rapid induction program so they could start in their job as soon as possible. This process had led to poor performance in the new recruits because they lost confidence and motivation as a result of not having proper assistance in adjusting to a new job, company, and industry. Also, there was a lack of alignment with employees because they were being pulled in different directions and not necessarily toward the shared goals of the company. SOLUTION The core of the program was building individual leadership that was delivered in two consecutive full-day workshops. RESULTS Others observed that graduates of the program greatly increased their effectiveness in handling performance measurement, setting goals, coaching and feedback, and interpersonal skills. Employees who did not attend the program are now putting pressure on their human resources department to enroll them in this training solution. FOR INTERNAL USE ONLY

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URBAN ENGINEERS, INC. Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Engineering / Construction Leadership Development Effective Leadership Urban Engineers, Inc Philadelphia, PA 425 http://www.urbanengineers.com

CHALLENGE Urban Engineers was challenged by the breakdown of communication between employees within the organization. “There was a time when words were not being heard, voices were being raised, and there was complete confusion.” Edward M. D’Alba SOLUTION Dale Carnegie Training delivered a customized Leadership Training program that would fit the specific needs of Urban Engineers. They acted as a part of the Urban Engineers team rather than as an outside consultant while trying to improve both communication and understanding between employees. RESULTS The training has vastly improved the company’s ability to communicate. In addition, the employees now truly care about each other and people have become deeply engaged in working together and making the most of opportunities. Urban Engineers has become much more competitive as well as financially strong as an entity.

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WEIS MARKETS Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Retail / Grocery Leadership Development & Team Member Engagement Effective Leadership & Employee Engagement Weis Markets Sunbury, PA 18,000 http://www.weismarkets.com

CHALLENGE As a result of structural changes in Weis stores, store managers prematurely took over the responsibility for store level performance and supervision. They needed more experience and training in addressing staff's concerns regarding the transformation. SOLUTION Dale Carnegie's training curriculum and approach introduced a new management paradigm-one that emphasized leadership, team building, and ownership. Managers learned to cultivate a culture where employees felt empowered to contribute and participate in the long-term success of the store business. RESULTS The staff's attitudes shifted from a place of resentment to one of empowerment, customer service improved, productivity soared, and store profitability skyrocketed. As a result, store sales increased by 3% and revenues shot up to $2.1 billion.

"Look at our financials and you'll see that Weis Markets is having a very solid year. Dale Carnegie helped us to institute the understanding that the better we take care of our internal customer - the better we'll take care of our external customer. The impact of the training shows on our bottom line." - Jim Kessler Human Resources Director, Weis Markets

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YELLOW FREIGHT Industry: Solution: Business Need: Customer: Headquarters: Number of Employees: Website:

Transportation Leadership Development Effective Leadership Yellow Freight Kansas City, KS 22,000 http://www.myyellow.com

CHALLENGE Yellow Freight’s major business need or issue is productivity. The productivity of the IT Department was hampered by the lack of interpersonal skills, teamwork, and communication. The IT Department in the transportation industry plays an important role in the core activities of the organization as is evident from the number of IT professionals. SOLUTION Dale Carnegie Training conducted two programs simultaneously over a period of five months. The IT managers of Yellow Freight went through a regular off-the-shelf Leadership Training for Managers. The IT staff went through a program consisting of 6 sessions from the Dale Carnegie Course and two sessions from High Performance Teams. RESULTS Yellow Freight was able to implement innovation projects worth $2.5 million in cost savings and revenue generation. The projects implemented came from a pool of innovative ideas that are worth $5 million. The overall behavior shifted to becoming more results-oriented, directly affecting level of productivity. The staff has dramatically improved their communication and teamwork. The Dale Carnegie culture is now part of the organization. Management refers to the time before and after the shift in culture as “before Dale” and ”after Dale." FOR INTERNAL USE ONLY

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DALE CARNEGIE’S MOST INFLUENTIAL GRADUATE: WARREN BUFFET// Quotes from Warren Buffet’s Biography The Snowball: Warren Buffet and the Business of Life by Alice Schroderer.

"That’s the most important degree that I have.” Page 1

On Warren Buffet’s office: He sits surrounded by icons and mementos of fifty years… Over the sofa, a certificate that he completed Dale Carnegie’s public-speaking course in January 1952. Page 98-99

Upon Reading How to Win Friends and Influence People Unlike most people who read Carnegie’s book and thought, gee, that makes sense, then set the book aside and forgot about it, Warren worked at this project with unusual concentration; he kept coming back to these ideas and using them. Even when he failed and forgot and went for long stretches without applying himself to the system, he returned and resumed practicing in the end. By high school, he had accumulated a few more friends, joined the Woodrow Wilson golf team, and managed to make himself inoffensive if not popular. Dale Carnegie had honed his natural wit; above all, it enhanced his persuasiveness, his flair for salesmanship.

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Page 161

Upon attending a Dale Carnegie Course session Triumphant, Warren went to his Dale Carnegie class on schedule. “That’s the week I won the pencil. They gave a pencil award for doing something difficult and doing the most with the training. The week I won the pencil was the week that I proposed.” Pages 158 to 159 “I was terrified of public speaking. You can’t believe what I was like if I had to give a talk. I was so terrified that I just couldn’t do it. I would throw up. In fact, I arranged my life so that I never had to get up in front of anybody. When I came out here to Omaha after graduating, I saw another ad. And I knew I was going to have to speak in public sometimes. The agony was such that just to get rid of the pain I signed up for the course again." That was not his only mission: To win the heart of Susan Thompson, he knew he would have to be able to converse with her as well. The odds against succeeding with Susie were long, but he would do anything to improve them, and this summer might be his last chance.

The Dale Carnegie class met down at the Rome Hotel, a favorite of the cattlemen. ‘I took a hundred bucks in cash and gave it to Wally Keenan, the instructor, and said, 'Take it before I change my mind.’ ‘There were about twenty-five or thirty of us in there. We were all just terrified. We couldn’t say our own names. We all stood there and wouldn’t talk to each other. Meanwhile, one thing that impressed me was that, after meeting all those people once, Wally could rattle off all our names from memory. He was a good teacher, and he tried to teach us the memory association trick, but I never learned that part. ‘They gave us this book of speeches – keynote speech, election speech, lieutenant governor’s speech – and we were supposed to deliver these things every week. The way it works is that you learn to get out of yourself. I mean, why should you be able to talk alone with somebody five minutes before and freeze in front of a group? So they teach you the psychological tricks to overcome this. Some of it is just practice – just doing it and practicing. We really helped each other through. And it worked. That’s the most important degree that I have.”

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Dale Carnegie Sales Book  

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Dale Carnegie Sales Book  

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