Trainers need psychology like a fish needs a bicycle

‘Trainers need psychology like a fish needs a bicycle’: true or false?

What would a training programme designed in complete ignorance of human psychology be like? Maybe something like this…

The 29 participants filed one by one into the windowless room, at the front stood the trainer, behind a dark oak lectern. The tables were in lines across the room, and name cards indicated who was to sit where. At each place was a thick file full of dense typescript. On the front of the file was the title of the training course the participants were about to receive: ‘The basic management skills’. The course was to last five days.

The trainer waited until everyone was seated. Then she started:

‘Good morning, ladies and gentlemen, and welcome to this programme in basic management skills. I shall be describing the 10 main theories of management and indicating the strengths and limitations of each. You may think you already know the basics of management, but I can assure you plenty of managers make elementary mistakes all the time. That is why this programme has been designed.

'Now, if you would turn to page 32(a) of your file, we will begin with the origins and development of the situational leadership model. The list of points that I have put up on the overhead shows you…’

And so on.
 
How many ‘deliberate mistakes’ did you spot in that happily fictitious account? ...

This is an excerpt from the book 'Psychology for Trainers'. Click here to download and entire chapter free. To buy the book, click here.

Time Termites

The Top 10 Time Termites and How to Exterminate Them - by Anne Alexander

Did you know that “time termites” eat up as much as 25 – 50% of your time? It’s true, and in this article I’ll discuss what a time termite is, as well as what the top 10 time termites are, and - most importantly! – how you can exterminate them and take back a huge amount of your time and your life.

Time termites are activities and people that “eat up” your time and destroy the beautiful design of your life. In my Time Architect™ model of time management, we design a life that is grounded solidly in the four cornerstones – physical, emotional, mental and spiritual. We protect these areas by understanding and applying the storm proofing principles.

Just like you design your home to withstand intruders (such as termites), you must design your life to strongly protect against the situations and people that will run right over you and eat up your life - if you let them.

Let’s look at the top ten time termites, based on my unscientific experience with hundreds of clients.

1. Wasting time on trivial items – computer games, gossip, etc.
2. Waiting around to talk with the boss or manager
3. Meetings without a good agenda and/or good facilitation
4. Too many unnecessary reports to write
5. Problems in locating documents or other needed items
6. Answering unimportant phone calls & email
7. People with a negative attitude - complainers and whiners
8. Inability to say "No." That is, saying "Yes" to too many people
9. Interruptions
10. Add your own: What’s your biggest time termite?

Time termites vary depending on whether you work in a huge Fortune 500 type business, or a small company or organization, or are a solo entrepreneur, but these are a representation of what steals most people’s time.

As a business and executive coach I work with hundreds of high achieving business owners and professionals. In my experience, only a very energetic, intelligent and vigilant approach will work to protect your time.

Extermination tactics:

1. Values & vision: Get crystal clear on your personal values and vision. You must know what matters most to you and where you are going in order to be able to make choices that support the best use of your time.

2. Planning: When you create annual, monthly, weekly and daily goals, plan with your values and vision clearly in mind. This way, you will focus in on your highest value activities.

3. Systems: Get good systems in place. Be able to find immediately any information or tools you need in your business or organization. These systems are highly individual. Feel free to contact me for information on resources to help you get organized.

4. Boundaries: Erect strong barriers around yourself – you can think of this as a sturdy fence with an electronic gate around your house (and life) that only grants access to those people and activities that fit in with your priorities. This is a challenge to anyone who likes to think of themselves as a “nice person,” which is many of us. It takes some practice to regroove our neural pathways to hold a new belief that having boundaries is not only OK, but downright healthy. (For more on strong boundaries, email me for an article that goes into more depth on that topic.)

So get crystal clear on your values and vision, create a good plan, install excellent systems, and erect strong boundaries. When you implement just one of these suggestions each month, in a year you will have 12 awesome new habits that will help you take back 25-50% of your time…and your life. Congratulations: your time termites will have been exterminated.

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/

Latest UK HR and Government Update

Taxes, returns & payroll
The Companies Act 2006 is changing the law for companies. Passed in 2006, the Act reaches the final stage of implementation on 1 October 2009. More information here

Directors' addresses: all companies will need to provide a service address for every director in their register of directors and keep a record of their directors' residential addresses separate from their register of directors.

Company and business names: measures will be introduced to enable the public to easily find a business name and prevent business names being misleading.

Memorandums and articles of association: where a business incorporates on or after 1 October 2009, it will be able to use - if it so chooses - model memorandum and articles of association. Check the Companies House website, for updates/templates.

Company particulars in correspondence: a company will have to include its name in all forms of business documentation, including electronic documents.

Place for keeping key company records: every company will be able to have a single alternative inspection location (SAIL) as an alternative to its registered office, at which it must make its key records available for public inspection. This site will have to be in the same part of the UK as its registered office. Companies will have to notify Companies House of their SAIL, the records they keep there and of any change in their SAIL's address.

Inspection of company records: a person wishing to inspect a private company's records will have to give advance notice of the date and time they wish to carry out the inspection. In addition, companies will not be able to prevent the person from copying all or part of a record they are entitled to inspect.

Providing copies of company records: if a person requests a hard copy of a company record, the company must provide a hard copy even if the record is held electronically. If a person requests an electronic copy, the company must do so if the record is held electronically.

Notification of particulars of share capital: in an application for a new company, the particular of share capital will be included in a new 'statement of capital', rather than being included in the memorandum. Any changes in capital will be notified to Companies House through a new statement of capital.

Reduction of share capital: as an alternative to the current process requiring court approval, private companies will be able to choose to reduce their capital by special resolution, supported by a solvency statement by each of the directors.

Overseas companies with a business establishment in the UK: there will be a single regime for the registration by overseas companies of the particulars of their UK establishments. There will also be a new regime for the registration of charges over property in the UK created by such companies.

Merger of Companies Registry in Northern Ireland with Companies House: there will be a single register of companies for the entire UK. As a result, companies incorporated in Northern Ireland wishing to establish a place of business elsewhere in the UK will no longer have to register as an overseas company. See our regulation update on the merger of Great Britain and Northern Ireland company registers.

Record-keeping requirements for limited liability partnerships (LLPs): new record-keeping requirements will be introduced for LLPs.

The above outlines key changes for the final implementation of the Companies Act 2006. Find detailed information about Companies Act changes on the Companies House website

Regulation of community interest companies (CICs): new provisions will enable a CIC to convert to the asset-locked form of a community benefit society and a Scottish charity to convert to a CIC. In addition, requirements relating to the appointment and removal of directors, alternate directors and casting votes will be removed and a reasonable-persons test will be added to the community aspect section of the community interest test.

Formation of limited partnerships: on registration, Companies House will officially confirm that a limited partnership has been formed. Limited partnerships will also have to include in their name an indication of their legal status.

Employing people
The national minimum wage (NMW): the NMW for eligible workers will increase. It will rise to £5.80 an hour for workers aged 22 and above and to £4.83 an hour to workers aged 18-21. The rate for those under 18 but above compulsory school age rises to £3.57 an hour. See our regulation update on the increase in the national minimum wage rate.

Tips, service charges, etc and the NMW: bars, restaurants, hotels, etc will no longer be able to count service charges, tips, gratuities and cover charges paid to a worker through the employer's payroll as part of the NMW.

Redundancy payments and certain employment tribunal awards: the limit on a week's pay for calculating statutory redundancy payments, and tribunal awards that use a week's pay as the basis for calculation, will increase from £350 to £380.

Source: (C) Businesslink

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.