Top Sales Producers - Inside out!

by Ken Buist

Recruiting sales professionals with the appropriate raw material to rapidly and consistently become top producers for your company is even more essential within the current economic climate. Our research study suggests it is now possible to predict more accurately who these top producers are likely to be.

Up until now the main research carried out on potential top producers has tended to focus on behaviour. It was important that sales professionals performed to a high standard at interview. They had to look and sound good as well as be able to communicate with influence, all observable behaviour.

For predicting behaviour, there is the individual’s CV (past behaviour being a predictor of future behaviour) as well as a temperament analysis (temperament being the biggest single influencer of behaviour).

How Would You Define Top Producers?

Over the years clients have asked us to define potential top producers based on temperament analysis. We have always resisted coming up with an ‘ideal’ because our experience is that top producers come in a variety of ‘shapes’ with regard to temperament.

What happens on the inside?

The purpose of this new study was to find out:
a) Is there a particular temperament ‘shape’ associated with top producers?
b) What influence do values (hidden motivators) have on the performance of top producers?

The results indicate that what drives top producers on the inside is consistent, whilst the behaviours displayed on the outside are variable and useful but are probably less crucial when it comes to identifying top producers.

Study Details

Top producers from the sales forces of 39 companies were given a dual assessment to measure Temperament (behaviour – the HOW) & Values (motivators – the WHY). The temperament dimension was based on the highly internationally validated DISC model. The results below show that the top producers were spread across at least 5 major and 3 minor ‘shapes’ of behaviour.

Values were measured and based on the Workplace Motivators model which looks at 6 values. The results shown below were conclusive; 72% of top producers had ‘Utilitarian’ as their number one value and in every case were considerably above the average.

Conclusions

Top sales producers are spread across a variety of behavioural dimensions. However when it comes to what drives these behaviours, a Utilitarian value can be found in almost ¾ of top sales producers, confirming that the drivers which are on the inside is at least as important as looking good and sounding good.

Would you like to try out one of the assessments? We are allowing (for a limited period only), Complete Trainer contacts to access this superb tool for free: www.thetrustedadviser.com/new-assessment-ct

We love the tools that Ken at The Trusted Advisor has shown us - we think you will too.

UK HR Update

by Sandra Beale

Largest ever fine for data protection breach
The Financial Services Authority has fined the bank, HSBC, £3.2 million, the largest fine ever, for losing the personal details of thousands of customers. The FSA considered that HSBC had failed to put in place adequate systems and controls to protect customers' details from loss or theft. For example, unencrypted disks containing extensive personal details of policy holders had been sent by normal post and were lost. The FSA also criticised HSBC for being careless with customers' confidential information, leaving it on open shelves and disposing of it in regular waste collections. Given the increasing awareness of the issues around keeping personal data safe, all organisations, not just those regulated by the FSA, need to ensure they are doing everything they can to prevent the misuse of confidential and personal information this includes implementation of appropriate policies and training.

Health & Safety Executive’s Health & Safety Guides Offered Free of Charge
The Health and Safety Executive (HSE) is to scrap charges on 250 of its online health and safety guides from September in a bid to make workplaces safer. The comprehensive guides can be downloaded as PDFs from the HSE website

Growth in Young People’s Unemployment
Unemployment statistics show that one in three young people aged 16-18 are unemployed according to recently published figures. With one million young people aged 16-24 unemployed a whole generation of school leavers and university graduates who faced the prospect of no job for months to come. It does not bode well for this year's school leavers seeking their first ever job - they are not included in these latest figures published by the Office of National Statistics. Youth unemployment now costs the state £3.4 million per day in Jobseeker's Allowance. It can be just the start of a long and downward spiral, which all too often leads to crime, homelessness or worse. Only by stopping young people fall out of the system can lost potential be rescued and save the economy billions each year. Youth unemployment is a serious waste of talent which has to be bad for our future workforce and our current economy.

Lord Mandelson, has said the Government was encouraging businesses to offer greater work experience and internships to help youth unemployment. Businesses on the other hand are stating that schools, universities and the government are not doing enough to support new graduates’ entry into employment. Given that so few government schemes to get the young back into work seem to be effective, something has to be done, but it is difficult to say what.

With the wealth of young people applying for every vacancy it is difficult to recruit the best people and it is those with work experience who will fare better.

Strategies undertaken by some UK-based companies include maintaining student recruitment levels, opening a summer academy for first year undergraduates, implementing an online employability skills clinic, skills seminars and career showcases at schools (Pricewaterhouse Coopers) and recruiting trainees direct from school, offering internships and summer work experience placements (Grant Thornton).

The Forum of Private Business is encouraging small firms to implement apprenticeship schemes, internships and work experience programmes to help "creative and driven" young recruits learn what employers need from their staff. The members of this forum value young people who can bring fresh ideas and enthusiasm to the workplace and have said it is important that young people leave school, college of university with the skills and confidence they need to enter their first job and do well.

The government is keen to promote internships for students as part of a sandwich degree or a vacation placement. For unemployed graduates internships will be offered through the newly launched Graduate Talent Pool website (www.graduatetalentpool.direct.gov.uk) whereby SMEs can gain access to good talent. The aim is to match employers with the skills required for their business. As traditionally SMEs have not tapped into the graduate market this is a promising development. The average weekly wage offered as part of an internship is £300pw. With an internship young people can have access to valuable work experience so that when starting a jobsearch they have something to offer an employer.

Companies need to seriously consider investing in apprentices to build up the vocational skills of young people. Despite active government promotion, this is sadly a missed opportunity for many companies who view the investment as a cost too huge to bear. An apprentice need only cost £90 per week with government funding for training provided by Train to Gain. An apprentice is a low cost employee option with the chance to build skills for the future for long term company development.

Recruitment of young people can be difficult when many don’t have the demonstrable work experience that demonstrates capability. However, by being encouraged to gain skills, not just through paid work-related activities, but, for example, through volunteering, charity work, sport and relevant hobbies, young people can enhance their CV’s dramatically showing potential employers what they can offer.

Investing in young people could be the key to many companies being ably equipped in terms of skills to meet the economy upsurge head on when it eventually happens. In any case, they are the work force of the future.

Employment of Children
If you employ children and need guidance on working time and health and safety issues, etc the Department for Children Schools and Family has produced an excellent guide on employing children. If you would like a copy please email info@sjbealehrconsult.co.uk and they will send you the free guide.

Northants Business Expo 2009 – 18 November
See http://www.northantsbusinessexpo.co.uk/ - SJ Beale HR Consult is organising a business expo in Northampton incorporating a business exhibition, a networking lunch, speed networking session and free business seminars.

How To Make Your Sales Manager Better

by Mike Brooks, http://www.mrinsidesales.com/

I consult with a lot of business owners, and I hear a common complaint:

“The sales team isn’t making their revenue numbers and my sales manager doesn’t seem to know what to do to get them to improve. What should I do?”

After reviewing their sales processes, their training program, sales scripts, etc., I always ask the same question: “How much production is your sales manager generating per month?” And I almost always get the same answer – “My manager doesn’t sell.”

Therein lies the problem.

The problem with most sales managers that they don’t sell. And the problem with that is how can they teach and manage something they aren’t doing themselves (or worse, can’t)?

Now I know there are differing opinions on this – some say managers need to manage from the sidelines (like coaches), need to be involved in higher level responsibilities, need to attend endless meetings, and need to be able to set revenue goals and get their team to achieve them.

I agree with some of this (except the endless meetings part!), but the most effective and respected sales managers and V. P.’s I work with all lead by example. They have a personal quota and they keep their skills sharp and refined because they are on the phones closing prospects and clients every day.

Because of this, they have a real understanding of what it takes to get the job done, and so they are in the best position to teach it to others.

Here are the top 5 benefits of having a selling sales manager:

1) Sales managers who actively sell have an up to date, intimate understanding of what techniques, skills and strategies work in your selling environment. And having this first-hand knowledge means they can teach it to others.

2) Because a selling sales manager has this immediate experience of closing sales, they are in a much better position to help their team members close business as well. They can easily do a TO (take over) when a sales rep needs help. This not only teaches the rep how to handle selling situations, but it often saves a sale as well. This is what your sales manager must be able to do, and it is a crucial part of their job.

3) A selling sales manager commands the ultimate respect and confidence of his/her sales team. A sales manager is a leader of his team, and the best way to lead is by example. Sales reps respect and follow a leader who can help them close sales and achieve their goals. They’ll also work harder for them.

4) A confident sales manager grows a confident and productive team.
Nothing is better for a sales manager than to have him/her demonstrate, to themselves and others, that they have what it takes to successfully close sales. A successful selling manager isn’t afraid of setting production goals because he knows he can achieve them (and he knows what it’s going to take).

5) As a business owner, you must have the confidence that your manager knows exactly how to accomplish your company’s revenue goals. The most accurate way to determine this is by having the sure knowledge that he knows how to do it himself. This experience is invaluable and will ensure that the goals you set are reasonable and reachable.

The #1 problem I run across when working with companies is an unreachable, unrealistic revenue goal set by the owner that has no real buy in by the sales manager. It is this disconnect that causes friction, undermines morale, and often leads to demotivated, underperforming sales teams (and managers).

All this can be avoided when you have an experienced, hands on, selling sales manager who can give you honest and accurate feedback about production goals and the ways to achieve them.

There are many more benefits of having a selling sales manager leading your team, but I hope this short list has convinced you. Believe me, the fastest way to make your sales manager better is to give them a quota and require them to pick up the phone and start closing business.

If you don’t already have a quota for him/her now, then do yourself (and your company and your manager) a favor and set one this week. All of you will benefit from it!

Mike is the author of several sales books including The Complete Book of Phone Scripts and Inside Sales.

Mike Brooks, Mr. Inside Sales, works with business owners and inside sales reps throughout the US teaching them the skills, strategies and techniques of top 20% performance.

Newsletters - do they work?

The art of clear and interesting communication is important and it's wonderful to receive good, concise and relevant newsletters that provide a real benefit, even if it's just a smile or a useful web link.

I find writing newsletters hard - I need to announce products, direct people to links on my site or the blog and share information. Making it relevant to my audience is sometimes difficult when I have such a fantastic wide range of people that I connect with. But before you go down the 'segment the market' route, don't worry, I do.

Something I liked

Back to newsletters - today I received a newsletter that started with:

You are a 100% Verified Member of this mailing list. To stop receiving this newsletter, Ordinary Brilliance, please visit the end of this email.

Hello Carolyn,

Your one-minute-to-read issue of Ordinary Brilliance is here. Take just one minute to read it now.

And then the main body of the newsletter focused on just one key customer service issue. It did take a couple of minutes to read (not one, maybe I'm a slow reader) - but it was relevant, carried a good business message and had an interesting and tempting offer at the end. The message hit the right spot for me. It also helped that I knew who the newsletter was from.

How do you do it?

Clear communication - stating what you mean right up front, asking for engagement and being clear about why you are contacting someone - is crucial. I think I've a lot to learn from Anne Alexander's approach (check out her guest blog entry on Dealing with Problem Employees).

I also receive some really fancy emails with lots of graphics and some in simple plain text. The key to getting me to read them is content - and sometimes I completely miss it.

There's a lot to having really gripping opening copy (and not just for newsletters) but stating who you are and what you expect right up front is not a bad tactic. I wonder how many golden nuggets I've missed just because the complex graphics that take too long to download or some fussy intro turns me off before I get to the really good content?

But do newsletters actually work? If you do them properly, then yes. There's lots of guides out there on the web to writing a good newsletter - I quite liked this one: http://www.webmarketcentral.com/effective_email_newsletters.htm.

Unsubscribe
The most important thing to remember (and Anne puts it right at the top of her newsletters) is the Unsubscribe option. Not only is it a legal requirement in many countries, but you are empowering your audience. Every unsubscribe I get I always acknowledge politely and expedite as quickly as I can - just because they don't want my newsletter doesn't mean they won't ever visit my site again. A useful feedback tool is to have a 'please tell us why you unsubscribed' if your system can manage it, but only if it doesn't mean too many hoops for your audience to jump through.

Hopefully people who register for my newsletter (easy to do, visit the site and fill in the box on the right or drop me a note via the contact page) are familiar with the style and content of my newsletters. Yes, they include product announcements but I do make sure I have some interesting articles and don't just 'sell sell sell'.

(C) Carolyn Sheppard 2009

This article may be reproduced with permission.

Dealing with problem employees

Turnaround or Terminate?
How to Deal with "Problem" Employees

Do you struggle with a "problem" employee? If so, join the crowd! Many of my coaching clients - businesses owners or managers - tear their hair out over one or more toxic employees. In our business environment, we tend to recreate the dynamics of the family we grew up, so no wonder problems develop.

It's amazing often a business owner or manager will endure a "problem" employee, unable to help the employee make positive changes and unable to fire them when necessary. Tolerating a problem employee is like walking around with a sliver in your foot - highly irritating, but you can kind of get used to it. Then, when you finally pull it out, you can't believe the relief! That relief generally comes in one of two ways: either you and your employee are able to make some mutual improvements, or you part ways.

I recommend a two step approach to this issue. First, you do whatever can be done to turn the situation around. Very often, you may have made a few half-hearted attempts to resolve the situation, but feel lost at sea about what else can be done. You must address the issues directly, calmly and clearly with the employee. Expectations must be set, problems and solutions explored. Check in regularly with the employee to monitor progress.

On a more powerful level, the turnaround can result when you learn your own and your employee's behavioral style. I like to use the Platinum Rule assessment, developed by Dr. Tony Alessandra. It's inexpensive ($30 - $50), easy to understand and extremely powerful in helping us understand our own and others' behavior. Your style and this employee's style probably differ. (For more information on the Platinum Rule, visit: www.authentic-alternatives.com/platinumrule.htm )

The Golden Rule advises you to treat others as you would like to be treated. The Platinum Rule advances this to the next level and suggests that you treat others as you would like to be treated. Your "problem" employee may be - and probably is - a different style than you. The Platinum Rule shows us four core behavioral styles (Relater, Socializer, Thinker and Director) and gives us many concrete tactics of how we can flex to meet the other person's style. I have seen near miracles occur - the proverbial light bulbs go off - when my clients use this assessment to better understand themselves and their employees and co-workers.

The second step of the two-step approach: suppose you've fully implemented the first step (turnaround) and the situation remains unacceptable. Now it's firing time, and because I bet you care about other people, you know that it's one of the most unwanted and difficult tasks an owner or manager faces. I encourage my clients to remember that a business or organization cannot afford to carry an unproductive and toxic employee. An employee person unwilling or unable to make the necessary improvements must be sent to find an employment situation that fits them better. This does not make you an evil or uncompassionate human being.

So pull out "the sliver" and create a positive, unstoppable team. The number one key to professional success is the quality of the people you surround yourself with - employees, colleagues, spouse, friends. Life speeds by, so remove the rocks from your river and let it flow forward, full force. If you can't turn around a problem employee, you must let them go. It's not your fault and if you want your business to flourish, and you will at times find you have to terminate.

Anne Alexander provides authentic (real) alternatives (choices) to business owners and helps them stop spinning their wheels and move forward with substantial, profitable business growth, personal satisfaction and bottom line control. To receive Anne's free 49 page report, 3 Master Marketing Strategies That Will Dramatically Multiply Your Sales & Profits, send a blank email to business100@aweber.com or visit http://www.authentic-alternatives.com

New book release

I am as excited as a labarador in a field of bluebells!* For the past few months I've been working with coach, trainer and - most importantly - author, Alison Hardingham. Alison is an amazingly talented and experienced L&D professional with affiliations with some rather 'special' organisations and her reputation is tremendous (search her name on the internet, you'll see what I mean).

Some years back she wrote 'Psychology for Trainers' for the CIPD as part of their Trainers Toolkit series. It's now out of print with the CIPD, but with their permission, Alison is now re-releasing the book through The Complete Trainer Ltd.

We have updated and revised the book and it is now in ebook format. We are delighted to announce that the book is being published on 10th September 2009 and will be for sale via the Complete Trainer website.

Why am I so excited about THIS book? Well, not only is it the first book that we have actually published (under our own name, and with our own ISBNs), but when I was editing and formatting, I couldn't help but be drawn into the book - I learned so much and (as I am not shy to admit) I am not even a trainer! I love the opening - 'Trainers need psychology like a fish needs a bicylce. True or false?' and the way Alison leads you into each subject with clear examples, great references and in such an easy to read style.

But don't take my word for it:

"It's rare to come across a book that that provides practical ideas founded on intellectual rigour...Psychology for Trainers is such a book.

It provides insights into the psychology that effects every aspect of training, with illustrations that can be immediately applied without over complicating the message. A book that every trainer should read."

Brian Fitzgerald HR Director : Group Talent Management
ATKINS
The official engineering design services provider for the London 2012 Olympic and Paralympic Games

That is what I call high praise indeed!

Well, mosey on over to the website, take a look, and if you are interested in writing a review for us, please let me know, we are looking for some appropriate individuals to send out preview copies to for review purposes.

*If you'd really like to know why I've posted the picture of Jasper the dog here, you have to read the book!

Profile of the Month - September

Michael Ronayne - communicating clearly, concisely and with confidence.

This month Carolyn finds out more about Michael and the College of Public Speaking. As the name might suggest, the College places Public Speaking skills at the centre of its training programmes; believing that the fundamentals of communication are unchanging and if you can communicate with conviction in front of a group of people, you will also come across as more animated and confident on a one to one basis.

Michael Ronayne, alongside Vince Stevenson and Richard Johnson, is one of its 3 Directors.

About the College

Carolyn (The Complete Trainer Ltd): How did you start and why did you decide to call it a college?

Michael (The College of Public Speaking): Each of us came into the College of Public Speaking from different directions, but unified by a public speaking background and with a passion for communication.

The root definition of ‘college’ as a group of people living together under a common set of rules (‘con’ with; ‘lego’ law) appealed to us. Happily we do not actually live together, but we felt it captured a little of the idea of educational diversity; the ability to provide recognised qualifications; that like a musician, communication skills can be honed, studied and refined throughout a lifetime; that we see the importance of speaking in a vocational sense, rather than purely as a business. It also allows for a more academic element (in September for instance I delivered a paper on ‘Successful Speaking in the Business Sector’ at the ‘Spoken Word Conference’ at Kingston University) and therefore providing a sense of skilled individuals with a common aim coming together and sharing and developing ideas.

For me it was a logical evolution. I was a professional ‘cellist for 15 years and then spent 8 years in the sales industry. Once I left the music profession I took up public speaking, as it gave me an element of ‘performing’ that I began to miss when I stopped playing the ‘cello.
Carolyn: You are a performer at heart. Where did you start? From playing music to just talking is quite a leap!

Michael: I started in my local speakers club in Wimbledon and went on from there. I quickly realised that speaking was a lot easier than playing the ‘cello – I mean ‘What can go wrong?’ The worst that can happen is you get your words mixed up; whereas when playing the ‘cello you can drop your bow, play wrong notes and shake so much that your fingers go wobbly. So quite quickly I moved on to reach National Speaking Finals - and became a UK National Champion in the process. It was challenging, and a great development path, being a ‘competitive’ speaker.

All areas of my professional life so far have had an element of performance and communication in them - sales then added the one element in the communication process that I have always found fascinating – people. Public Speaking for me is about learning to communicate directly and effectively with different types of people. And the more effective you are at communicating, the more effective you are at sales or whatever else you choose to do.

Carolyn: There are many training companies out there, what do you think makes you stand out particularly?

Michael: In our case it is simple: 2 things - Firstly, we are all active public speakers, so there is always an aspect of genuine experience and of “walking our talk”. I remember from my sales years going on a particular training session with my colleagues. It all started well, but within a few minutes we all started making eye contact with each other, because it was suddenly clear that our ‘trainer’ had never actually done what he was asking us to do. We made sure we never made that mistake! The results are consistent feedback references to us ‘knowing our stuff’ and ‘speaking from experience’. It means that when we are asked by a client ‘What would you do in this case?’ or ‘How do you react in this situation?’, we can usually answer from direct and recent experience.

Our second ‘unique selling point’ is that we are the only Public Speaking trainers that can offer nationally recognised BTEC qualifications, rather than just a certificate of attendance.
We offer a BTEC Professional Award in ‘Training the Trainer’ and a BTEC Advanced Award in ‘Public Speaking and Presentation Skills’. We are serious about our business, and passionate about our subject.

Carolyn: I’d love to be able to have people ‘hear’ you say all this, but we’ll have to rely on them reading. Can you tell me more about how you see your business’ future?

Michael: I have a very specific vision - to have Public Speaking and Presentation Skills recognised as a core competency from school onwards, rather than just and add on that some employers feel ‘would be useful’. Having delivered Public Speaking training in a number of secondary schools I would suggest it is simply a matter of developing awareness. Once a teenager realises that speaking skills are not just for lawyers and politicians, but they are an essential life and social skill for any career choice, their perspective changes. The debating societies of our great universities are about the only place where these skills are honed – and there’s some pretty impressive names in business, politics and the media that have cut their teeth in the Oxford or Cambridge debates.

Too often in business there still seems to be an almost childlike belief that for most people good speaking and presenting skills are not attainable. I really want to change that perception.
Carolyn: Your commitment is evident – what else would you say is important in this area of training?

On the broader level; self belief and confidence – it is nice to see the light coming on as a person realises that they can do this.

On a more specific and technical level; structure. Whether conducting training in public speaking, executive speaking, media skills or training trainers, the one key aspect that I believe has the greatest impact on how a person comes across is good structure. Not complicated or ‘clever’ structure, just clear, concise and transparent. After all, most of the detail of what is said in a presentation is forgotten within a very short time by the audience. Good structure leaves a good impression.

Carolyn: Where are you based and where do you tend to work mostly?

Michael: We are based in London and most of our work is in the South East of England. Our Training the Trainer programme usually runs at the City University in Islington and we are very fortunate to be able to use the Playhouse Theatre in London for many of our Public Speaking programmes. However we work more widely in the UK too. One of my colleagues has recently run a programme in the Isle of Wight and I have just been asked to run the BTEC Training the Trainer programme in Cyprus. I have travelled quite a lot as a musician, and I suppose the same rule applies; if it makes sense for us and for the client, we are happy to be flexible.

Carolyn: What are you most proud of about your company?

Michael: I think it is attitude and ethos. We do some advertising, but a lot of our work comes from recommendation. We are an accredited BTEC centre, which is something to sing about, but we do not attempt to be overly aggressive in promotion. We only take on clients and projects that we feel we are ideally suited for, and that the client particularly needs. For instance, a few days ago, after a brief conversation with a lady, who thought she might need to go on one of our open courses, I received an email from her thanking me very much for my time and saying ‘I still cannot believe you happily talked yourself out of a customer’ – the fact was she probably did not need a professional course, she probably needed to join a speakers club. In the end I would always want clients to come away thinking unreservedly, not just that we were excellent but, that they had genuinely benefitted.

Carolyn: I’ve heard quite a lot about training suffering in the current economy. You offer what you have already said many people consider a ‘non-essential’ business skill, has this affected your business?

Mixed. On balance I would say that larger organisations have been more likely to postpone training, while individuals have been more likely to take a view that they need to get the skills for themselves. So open courses and particularly the BTEC in ‘Training the Trainer’ have attracted increasing interest.

Carolyn: Can you give me an example of where you think you have really made a difference?
I think we are very privileged in the area in which we work, because more often than not we do make a significant impact on an individual. However, the people that interest me the most are not necessarily those who display natural ability and apparently make the most progress, but rather the more timid soul who maybe was dreading the training, but really managed to get over a hurdle in the process. I had one such a little while ago from a very shy and nervous man working in the Royal Household, who went out of his way to tell Buckingham Palace training department what an enormous difference the training day had made for him.

Open Programmes

Introductory presentation skills (1 day) 17th October Premier - Euston: £150 + VAT
Training the trainer (2 days) 22nd-23rd October City University, Islington: £580 + VAT
Introductory presentation skills (1 day) 31st October & 14th November & 5th December Premier - Euston £150 + VAT
Introductory presentation skills (1 day) 19th November & 11th December Playhouse theatre £250 + VAT
Training the trainer (2 days) 23rd-24th November & 17th-18th December City University, Islington £580 + VAT

http://www.collegeofpublicspeaking.co.uk/
michael@collegeofpublicspeaking.co.uk

The College of Public Speaking donates a percentage of its profits to the Speakers Trust, a charity devoted to the development of effective communication skills throughout all strands of society.

Testimonials

"The BT Effective Speaking Programme has had excellent results. Participants have been able to learn how to improve their speaking skills in a safe and supporting environment. BT is very pleased with the College of Public Speaking’s programme and are looking to extend it next year"

Keith Dickerson, Head of Standards, BT


“From the outset, the approach of The College of Public Speaking to the task of running a series of training sessions has been friendly and efficient. Before any training took place, one of the directors of the College of Public Speaking, sat down with members of the Leadership and Professionalism team to identify the precise needs of the organisation and to discuss the most suitable structure and content for the proposed training.

From then on the trainers from the College of Public Speaking each demonstrated a very positive and professional manner and the clearly defined focus of the training has meant that, although different sessions were run by 3 separate trainers, the feedback has been universally very positive.”

Marianne Lister, Head of Leadership and Professionalism ,
Ministry of Justice (UK)

“I have undertaken a huge amount of training, but I can honestly say the trainer is one of the best trainers I have worked with. He had all the core competencies that you would want from a learning environment, supportive, caring, always willing to help further, flexible, but most important – really valued the work we the students undertook. I am going home on a real high.”

John Roberts (London Borough of Lambeth)