Kairology

Got a superb little self-development book on the site. Kairology. Very simple, easy to read, easy to assimilate too.

It's written by an Englishman who now lives in New Zealand, and he's arranged the book into four clear sections (suits) and each page has helpful comments, useful questions and an opposing page with an inspirational quote.

Great to read on the train, in the bath, whenever! I recommend it personally, I'm reading it now.

There's an ebook version too. Take a look:

http://www.completetrainer.co.uk/Self_Development/Kairology_ebook

New Discipline & Grievance Procedures

I received this newsletter from Sandra and she kindly said I could mention it here. It's always difficult to keep abreast of legislation changes; there's some really useful information in here:

2009 Key Changes and Actions to Take

Key Changes

On 6 April 2009 the Employment Bill 2008 repeals the Statutory Dispute Resolution Regulations 2004, abolishing the three step statutory grievance and discipline procedures. However, some form of procedure will have to be followed otherwise the tribunal can award compensation increased or decreased by 25%.

Failure to follow the statutory procedures will no longer result in automatic unfair dismissal. An employee may lodge an ET1 without submitting a grievance to the employer first, but compensation may be affected if their case is successful at tribunal. Mediation will be the key to resolving disputes early. Emphasis will need to be on resolving issues informallay as much as possible.

The new rules are designed to be less prescriptive, simpler and more flexible. Timescales will be less rigid and the statutory modified procedures are abolished. The rules will not apply to redundancies or the ending of fixed term contracts, however.

Collective grievances will not be covered by the code and companies should follow their collective grievance procedure. To support the legislation a new ACAS Code of Practice will be implemented and companies need to review their procedures in line with this at it will be closely consulted by tribunal panels when assessing cases and the actions taken.

ACAS to be much more involved, particularly early on in any disputes and there will be a statutory duty for conciliation. ACAS will offer more help especially in offering pre-claim conciliation whereby having been notified by either employer or employee of potential cases heading for the tribunal courts (but no ET1 having been submitted) will attempt to work with both parties to come to an amicable resolution.

This process has been in existence for some time although perhaps, to date, not particularly well publicised. However, current statistics show that 2/3 of cases reach settlement through pre-claim conciliation with 60% being settled within 14 days. The benefits of pre-claim conciliation are saving time and money, minimising stress, offering a quick solution and providing a win-win outcome without total breakdown of the relationship. The opening hours of ACAS will be extended (8am to 8pm Mon-Fri and 9am to 1pm Saturday).

There are transitional arrangements for the introduction of the new procedures, however, which need to be considered. In a disciplinary or dismissal case, if an employer commences disciplinary proceedings against an employee before 6 April 2009, the statutory dispute resolution regulations 2004 apply; this means having sent a disciplinary hearing invite letter or held a disciplinary hearing. However, if proceedings are held off until after 6 April, the new legislation applies.

In a grievance case, if an employee has sent a grievance letter waited 28 days and submitted an ET1 before 6 April 2009 the statutory grievance procedure will continue to apply. However, for acts which began before 6th April 2009 but continue after that date the following applies:


- for almost all types of claim, the old statutory grievance procedure applies if the employee sends a grievance letter, or presents an ET1, by 4th July 2009. If that date passes without a letter or ET1 being sent, then the new regime applies and the statutory grievance procedure will not engage.
- for equal pay, redundancy payments and some industrial action claims, the same applies except the changeover date is 4th October rather than 4th July.


Actions To Take
• Review employment contracts and employee handbooks in line with the ACAS Code of Practice
• Include an explanation of the mediation process in policies
• Provide clear guidance on submitting grievances
• Communicate policy changes to employees
• Provide training in the new procedures
• Consider providing soft skills training for managers
• Consider training internal mediators or identifying an external mediation company

For more information contact Sandra Beale FCIPD on 07762 771290 or email
info@sjbealehrconsult.co.uk

Website: http://www.sjbealehrconsult.co.uk/

Thank you Sandra! If you have an article you think might be of interest, please contact us.

Doing your bit for charity

I am on a list for requests for training for charities. I don't provide training, so I can't often help, but it's always interesting to see who is looking for what, and you never know - there may be an opportunity I can help somehow. I thought that one way I could help was by telling everyone about Charity Days.

Charity Days is an organisation that provides charities with training (on a cost only basis) and other free/ discounted offers from trainers. Jane Tredgett set up Charity Days in 2003 by sending out an appeal to trainers to see who would like to give some time to charities. The volunteers have registered have gone from the initial 22 to 160 - with a variety of specialities and based all over the UK.

The trainers are happy to donate their time free of charge to registered charities & Jane gives her time as the coordinator on a voluntary basis as well. This means Charities can undertake training & really keep the costs down. The trainers can recoup costs such as travel / accommodation & materials. So far the organisation have dealt with over 260 requests from charities and made a significant contribution to many charities by helping them make their training budget go further.

The way it works :

Usually a charity sends details of a training need either by a direct email or using the form on our website (http://www.ukcharitydays.co.uk/). Jane then forwards this to the volunteers & you register your interest in helping if you wish to. the chariy then selects a volunteer and makes arrangements for the training to be delivered.

Sometimes a trainer will make a specific offer which is forwarded on to the charities registered.

If you would like to offer your services to Charity Days please visit the website http://www.ukcharitydays.co.uk/ & fill in the quick form or email Jane Tredgett on jane@ukcharitydays.co.uk

Are there equivalent organisations in the US, Australasia, South Africa? Trainers love to help others grow, so it's no surprise that this cadre of individuals are such a charitable and giving bunch of people.

Coaching skills - using simulations

One of the products I feature on my site is a 'sales skills simulation' - and I have to say that looking at the product description I wasn't that sure what it meant. But I received the pack to evaluate and I spent some time on line with the producers and was taken through a step by step demonstration.

No, that's not necessary to understand the product, but it was necessary for me as a non-trainer!

I have to say I found it easy to use, simple to understand and the scenarios used very easy to associate with even though they were different sectors to my own experience.

The simulation is very easy to understand - it takes you through a scenario (for example a sales meeting), gives you profiles on the people you are going to 'meet', and various things happen that you have to respond to. Each option you choose not only has an explanation, but also a weighted value, so at the end of your virtual meeting, you can see how well you did.

Not only can you review your success factors, but you are also given information on techniques and options, and receive detailed feedback for each decision you make.

It's not just a 'walk through' though. The simulation is accompanied by subject specific training material and the simulation part of the package is used to test the learning from the session. For sales trainers and facilitators it provides a bite size coaching session that gives feedback through ‘live’ business scenarios, adding interest and a competitive element to training. It's a great way for building confidence, improving skill sets and teaching new skills too.

Yes, I have to say I was impressed with this product (and I didn't score too badly myself either). There are 11 titles covering three subject areas sales skills, sales management and leadership.

I'll collect some more info on this and maybe get an article going which can tell you more.

Do new managers get a raw deal?

By Allan Mackintosh

In 1989 I was appointed into my first management position. I was 29 years old, considered relatively young to be a manager in my particular industry and as such was promised a management development programme to build and enhance my skills. It never happened in the three years I was with the company. True, I was sent on a four day management course but, to be honest, although I did take some ‘nuggets’ from the course, l I found it trying and confusing due to an over-reliance on academic theory. Nice glossy folder though!

In the next two companies I worked for as a manager the amount of development that I received as a ‘new’ manager was negligible and it was only when at my last company before I became self-employed that I really experienced any emphasis behind developing management to their full potential.

I have been studying the ‘behaviours’ of companies in relation to ‘new manager’ development since I started my own business in 2001 and I have come to the conclusion that numerous organisations, both large and small, are guilty of not giving new managers the support that they deserve. So, why is this?

Firstly, I should point out that most organisations seem to be actually quite good at training the new manager in the processes and procedures that the company and role requires to undertake. Expenses, disciplinary processes, reporting procedures and other related procedures are all trained well and in terms of these the new manager will get a decent enough grounding in what they have to do. However the development of the crucial people and team leadership skills needed in order to ensure effective implementation of the processes and procedures tends to occur as an after thought, if it happens at all. Too often this people and team leadership training happens too late and new managers can find themselves struggling to effectively manage superiors, peers and their own direct reports. This can lead to high levels of stress in the new manager as styles clash and differing expectations cause disruption and mistakes.

So, why does this lack of training come about? The following are some reasons as to why this people and team leadership training tends not to happen, or at least not happen until later in the new manager’s career.

No training budget

No training department

No realisation on the behalf of the company that people and team leadership training is needed from the start of the new manager’s career

A belief or assumption that the new manager will have picked up management ‘experience’ from their previous line manager. (Dangerous assumption!)

Reliance on putting people through a fixed management development programme which may be scheduled in only once a year and on fixed dates

No coaching and mentoring programme

A belief that a manager experienced in another company prior to joining will have had the necessary development

I have been amazed at the number of new managers I have spoken to who have not received the basic people and team leadership training in their managerial roles and I have also been extremely disappointed in that many managers have not even been made aware of exactly what their specific performance objectives are. Many do not get regular performance reviews and one manager I spoke to recently had not had an appraisal in the three years he has been a manager!

So, we actually may have a situation where new managers are not only not getting the basic management development in skills such as leadership and coaching but may also not be getting their performance objectives specified and not receiving any 1:1 support through a line manager, a coach or mentor. And people wonder why management can be stressful!

I have a belief that certain crucial steps have to be taken early in the career of the new manager and these form the basis of a programme I have entitled ‘The 7 levels of New Manager Excellence’ These sevens steps are:

1. Ensure that the new manager has 100% clarity of their role responsibilities and 100% clarity of their specific performance objectives.

2. Ensure they have a working knowledge of the organisation’s rules and regulations and the processes and procedures relative to their manager role. (Organisations are good at this)

3. They must be able to identify their stakeholders and be able to manage their stakeholders productively.

4. Managers should have the ability to a look after themselves both in terms of mental and physical fitness and well being.

5. Managers should have the skill to influence effectively and have a detailed knowledge of various influencing strategies.

6. New managers should have excellent leadership skills such as performance coaching and be able to produce self motivation in individuals and teams.

7. Managers should be able to network effectively both within their own organisation and with in other networks. They should also be able to create a support network in order to continually develop their skills and attitudes.

A number of senior managers I have spoken to have suggested that to cover all these areas would take a long time given the number of skills and the depth of skill required to be an effective manager. In one respect I agree in terms of the depth but I don’t agree that the basics cannot be covered within weeks of a new manager being promoted into post. Others have suggested that these seven levels do not cover things like Strategy and Business Planning and in this case they are right. These would be covered at some point in the new manager’s career but the 7 levels are centred on the essential skills required to engage and influence superiors, peers, direct reports and customers and without these the new manager will struggle until such time as they have these skills fully on board. That is why they need to be developed early in the manager’s career and not left to become an ‘after-thought’.

Organisations should continue to ensure that new managers have the correct process and procedure training but they must also consider ensuring that they have the basic skills of people and team leadership; that they have clarity of purpose in terms of their role and objectives and that they are able to look after themselves in terms of their physical and mental well being. Without these basics then they will find the early stages of their managerial role potentially stressful and frustrating.

Allan Mackintosh is the founder of The Brand New manager Academy and is an internationally re-known performance coach, author and speaker. E-mail: mailto:allan@teambuildersinternational.com

Allan's books featured on the Complete Trainer site:
7 Levels of New Manager Excellence

The Coaching Manager

Management Models

Leadership in tough times

By Ian A Williams

The current challenging economic climate is a great time to test the strength of your leadership in business. It really does sort out the capable and resilient from those who simply give up or hide in their shell. Where are you today? Are you in your shell or out there fighting for your future?

Leadership is defined as a journey, a course that is set – and every journey has its challenges. By nature, leadership involves everyone. While those who own, run and manage organisations are the ones who are called or appointed to be in a leadership position, everyone in an organisation has a leadership role to play, simply in leading themselves in doing their best in the team, and in enabling others to do their job well too. Just being efficient and effective in your own role means you are part of leading – if only leading by example! Recent UK research suggests that leadership has two distinct aspects: developing recognised leaders as individuals, and developing leadership as culture and practice in the whole organisation.

So when the times get tough it’s a great opportunity for you as the owner to get all the help you can from those around you in leading your business to continuing success. When the pressure is on, your choice is to visualise and lead growth, or to survive and tread water. That choice will be very apparent to those around you. A downturn is the time for vision and growth in bringing all the creative skills of your team together to plan for the future. So let's look at some key leadership characteristics as defined by John Adair. Sometimes these qualities don't sound very businesslike, but they are really the heart of your business and your leadership if you want to achieve to achieve success:

1. Enthusiasm - passion and zest
2. Integrity - the bedrock of good leadership
3. Toughness and fairness – demanding, but no favourites
4. Warmth - cold fish do not make good leaders
5. Moral courage - to face and confront unpleasant situations
6. Resilience - the ability to bounce back after setbacks
7. Humility - lack of arrogance, being on the same level as others

How do you measure up? Ask those you trust. In his action-centred leadership model, John Adair defines leadership into three simple key elements which distinguish task, team and individual needs.

Task needs
Task relates to the purpose of your business. It's not just about what you do, it's about why you're in business and what you want to achieve. A downturn may be a great time to review this, getting clear on what industry you're in, what you want to provide for whom, and what results you're aiming at. In getting this clear you will need to get ideas from people in your business about a more efficient ways of working, new initiatives, and a renewed enthusiasm for what you do. After all, as the old saying goes, if you do what you always do you'll get what you always got.

Team needs
Meeting the needs of people around you is essential to achieving what you need to achieve. It sounds obvious but this gets amazingly low priority in most businesses. Having the right mix of people with the right skills, having their roles clear, maintaining good communication, confidence, integrity and humour is invaluable. We are social beings and we need to work effectively with other people.

Individual needs
People need to feel valued, not only by you as the leader, but by the whole team. They need to feel that their time, energy, skills, talents and resources are being well used in the team and adding value to the task in hand. From you as the leader, this requires tact, fairness, compassion, consistency, honesty and humility.


TM – John Adair


The three circle model of action-centred leadership is about keeping these three needs in balance, and of equal priority. Sometimes of course one of these aspects may require more of your time attention and energy, but the important thing is to keep them all maintained.

The seven key leadership characteristics need to be role-modelled by you as the leader personally, and also be part of the leadership culture that permeates everyone in the organisation. That’s the kind of culture that will get you through any downturn, maintain productivity, encourage people to bring in their ideas and energy, and ensure that you have a really engaged workforce, enjoying what they do and the people they do it with. After all, as the old Japanese proverb says, ‘No man will find the best way to do a thing unless he loves to do that thing.’

John Adair is the author of action-centred leadership, and the world’s first professor of leadership.
johnadair.co.uk

IAN A WILLIAMS
Adair leadership coach, author and speaker
kairology.com

Kairology® ian@kairology.com

©Kairos Development Ltd 2008 – All Rights Reserved

The Five Secrets To Writing Killer Prospecting Scripts

Article By Mike Brooks

I've written, tested, re-written, tweaked, copy edited, composed, marketed, reviewed, and used thousands of telemarketing scripts over the last 26 years.

I've written and used opening scripts, closing scripts, prospecting cold calling scripts, warm inbound scripts, closing scripts, rebuttal scripts, trial close scripts, initial resistance scripts, blow off scripts, qualifying scripts, etc....

Bottom line? Nobody writes better scripts than yours truly, Mr. Inside Sales. Heck, I wrote the book on scripts The Complete Book of Phone Scripts.

When companies and sales reps hire me to write or review or tweak their prospecting scripts, almost always I find they are saying or doing the same things wrong. In today's article, I'm going to give you The 5 Secrets to writing Killer Prospecting Scripts.

Secret #1: Stop asking, “How are you today?” Believe it or not, 80% of your competition still advertise themselves as lame sales reps making cold calls by asking this over used and insincere question. Nothing identifies you more as a pesky telemarketer than opening your call with that question.

Instead, try: “Hi _________, how’s your (day of the week) going?”

Or, “Well hi _________, happy (day of the week) to you!”

These may not sound that impressive, but believe me, they work! Try it and see for yourself.

Secret #2: Stop talking at your prospect and instead ask a question so you can connect early on. Again, believe it or not, 80% of your competition start pitching as soon as they get their prospect on the phone. Compare your own script to this and ask yourself how long your first opening paragraph is. Three sentences? Four? Way too long!

You must engage your prospect right away and begin a conversation. That means asking them a question early on! Try something like (after you’ve wished them a happy Tuesday):

“__________ the reason for the call is to let you know about the service we provide with regards to your accounting procedures. Who’s handling that for you now?”

Or, “__________ briefly, the reason I’m calling is to show you how we could perhaps save you money and time with your widget process. I was told that you handle that, is that correct?”

See how that goes? It’s imperative that you connect right away, and the best way to do that is by asking a question.

Secret #3: Listen and Think B-4 You Respond Next: Asking a question in the beginning not only allows you to connect with your prospect, but it also allows you to gauge their reaction. The reason 80% of your competition is afraid to ask a question is they are afraid their prospect might not be interested. That’s OK!!

The Top 20% are anxious to find out who is, who isn’t, and how much someone might be. And they do that by carefully listening to their prospect’s response to this question, and then they Listen and Think B-4 Responding. You need to as well.

In other words, don’t just start pitching again here, but rather, be prepared to vary your response based on what and how your prospect responds. In other words, listen and react to what they say.

Secret #4: Make sure you have a list of questions to ask your prospect so you can gather all the information you’ll need to fully qualify or disqualify them. You need to know the six areas I’ve written on before, but basically you need to know:

Why they’ll buy (their hot buttons)

Why they won’t buy (possible deal killing objections)

Who makes the decision (how many people are involved)

What the decision process is all about – how long, etc.

What other companies they are looking at (who your competition is)

Their budget

If you don’t know all of these things before you send out your demo or information or quote, then I’ll bet you’re closing less than 3 out of 10 leads sent out.

Secret #5: Make an exact appointment time to get back with your prospect.
You’d be amazed by how many sales reps are not doing this! Instead, 80% of sales reps are chasing and chasing unqualified leads they can never reach again (and who never close).

Making an appointment gives you SO much information. First, if they won’t commit it tells you how uncontrollable your prospect is. And remember, “Leads never get better!” Also, if your prospect misses your appointment, what does that say about them? And, of course, when your prospect is there and waiting for your call, what does that tell you?

Start setting a definite time with ALL your prospects and watch your closing rate start to climb…

So there you have it – the five secrets of writing killer prospecting scripts. You can instantly improve your prospecting script by incorporating any or all of these techniques.

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.

www.mrinsidesales.com/