Coaching by accident

I had some new coaching cards arrive from Israel. I have to say that just by looking at the supplier's website I was 'taken' immediately, but once I'd spoken to my guy in Israel and got a real feel for them, I was hooked!

The Points of You cards arrived and within two days I'd had three sets taken by a training company who were delivering a series of 'coach the coach' programmes to a major UK insurer. All I'd done was show one pack to them, and they were instantly engaged!

Why do I like these so much? I don't really do my own product reviews, I like my customers to do that, but these cards have a lot going for them - not the least of which is the fantastic imagery they use.

What I learned, talking to Yaron, is that the cards themselves are made by prison inmates, and the packaging is made by workers in a factory employing the less abled. I didn't only like the product, but I liked the whole philosophy behind their creation and in the execution of their manufacture.

So why did I call this post 'accidental coaching'? Simple! I was showing them to a colleague. She chose three cards, laid them out on the cloth 'board', and we started talking. I asked the relevant questions, looked up the references in the book and... well, I very nearly gave an 'acciental coaching session'.

The cards are also promoted as a self-development tool and they are great for that too - I have sat with a set and looked through images and used them to help with creative thinking and also to lay out some personal issues and perceptions.

I have two sets of coaching cards on the site at the moment (and a third set coming soon) - I believe in offering choice and, of course, it's horses for courses (and cards for coaches!). Take a look at the cards, both sets, you'll find one or other appeals to you more.

I'd love some feedback, but everything I've heard so far about Points of You and the Kairology cards has been extremely positive. I'm meeting Ian, author of the Kairology cards and book in November - I'll post my thoughts on these cards then. I already bought his book for myself.

Tribunal Support

Growing Demand for Tribunal Support & Representation by Sandra Beale FCIPD

According to the ACAS annual report 2008-09, over the past year the conciliation service has received 55,000 unfair dismissal cases - an increase of almost 12,000 from the previous year equating to a 22% rise. Dismissals can arise from conduct, capability, redundancy, statutory restriction or some other substantial reason. This alarming statistic shows that many companies may not be following due process before reducing headcount. The economic downturn has, no doubt, contributed with companies making redundancies without following a fair and reasonable process. However, dismissed staff, faced with a possible lengthy period of unemployment, may also consider trying their chances at tribunal to secure compensation.

There is nothing to stop an ex-employee taking their ex-employer to court, however, there are steps a company can take to ensure that costly compensation is not the outcome.

Having robust policies and procedures in place which are well communicated and followed to the letter are key. Training for managers in operating the policies is essential particularly if they are operating without “hands on” HR support. The policies should, ideally cover, all areas of employment particularly grievance and discipline, absence, redundancy, capability, performance management and code of conduct. The policies should be sufficiently detailed to provide clear guidelines to managers and employees alike.

The grievance and discipline policies should follow the ACAS Code of Practice and accompanying guidelines introduced in April 2009 alongside the Employment Act 2008. The restrictive procedures dictated by the dispute resolution regulations, introduced with the Employment Act 2002 were abolished, however, companies need to follow a fair and reasonable procedure in order to successfully defend a tribunal case. A robust investigation into any issue that may lead to dismissal is essential, leaving no stone unturned to uncover the facts, before deciding to proceed to a fair hearing, if required, with adequate time spent allowing all the facts from all parties to be heard.

With redundancy following a few simple principles is essential whether making just one person redundant or one hundred. Consultation is paramount before proceeding to dismissal including trying to identify ways to avoid compulsory redundancy. Providing outplacement services to include CV writing and interview skills training can go a long way to appeasing unhappy staff who will lose their jobs.

For those companies that unfortunately end up receiving an ET1 from an ex-employee it is the start of an often stressful process that can last for months due to the increasing workload of the tribunal courts. There are several options for support.

The use of an in-house HR Manager with experience of tribunal defence is the most cost effective solution. However, HR Managers with this kind of experience are very thin on the ground. Many companies immediately hand the case over to an employment lawyer who may then instruct a barrister to take the case into court. This can be a hugely expensive option as there are often many hidden “run away” costs leading to an astronomical final bill which can run into thousands. This can be compounded by the increasing amounts of compensation as tribunal panels take into account the anticipation of lengthy periods of unemployment. The Ministry of Justice has plans to examine and regulate the offering by lawyers many of whom offer a lack of clarity and clear explanation of fee arrangements to their clients. The provision of clear and transparent information on total costs will be the aim.

The use of an experienced HR consultant with a track record of successful tribunal defence with transparent costings can be another more cost-effective option.

For more information, please contact Sandra directly:

SJ Beale HR Consult Ltd

Keep your customers happy

“Companies that are struggling to survive the credit crunch should embrace the service culture to ensure their customers stay loyal,” says Stephanie Edwards, author of “The Best Practice Guides for Customer Service Professionals & Customer Service Managers” and Director of Customer 1st International UK

Customer service is hot news. In addition to well-established consumer organisations such as Which?, there are now a myriad of online opportunities and offline mediums which allow consumers to give their opinions on good and poor customer service. These range from social networks such as Twitter and Facebook, to direct communication with national newspapers and TV stations and even websites set up specifically to allow customers to tell of their good and bad customer service experiences.
Customer satisfaction in the UK is at 74% UK Customer Satisfaction Index 2009(published by the Institute of Customer Service) shows that many customers' needs are still not being met. We may mull over customer satisfaction indices, listen to tales of horrendous service, or just rely on our own experiences of the wide-ranging levels of service that exist. But things just don’t seem to get significantly better for customers. And that is in spite of the rising mountain of evidence showing that the customer experience is the prime determinant of business success, and that customers’ expectations are not only increasing, but that those expectations are actually turning into demands.

In the current economic climate customer service is a key differentiator between those companies gaining and retaining customers and those who don’t and become unprofitable or even go out of business. Both poor and outstanding service have a strong emotional impact upon us, creating intense feelings about organisations. Many businesses find service excellence elusive, hard to grasp and difficult to deliver. But companies must face up to how service - good or bad - impacts dramatically on their reputation and business success. Everyone in business has a customer, and it is time to look after them!

Create a Customer Service Culture
The challenge for many businesses is inconsistent customer service delivery which can create real challenges in maintaining a reputation for service excellence. Customer expectations are rising daily and complainants can do irretrievable damage to organisations. Organisations must not be complacent, but instead develop a customer-focused culture and can-do attitude, keeping the customer at the heart of their business, offering a seamless but effective service. Feedback is essential from both your teams and your customers before implementing any major changes in the way you deliver service to your customers.

Typical causes of customer defection:

• Lack of personal contact – commitment, trust, confidentiality
• Broken promises, always letting customers down
• Corporate arrogance, a failure to listen to internal/external customers – a failure to listen to their own staff who recognise where things are going wrong but senior managers do not listen to them
• Failure to handle complaints successfully

Develop Customer Service Standards
World class leaders develop customer service standards for both internal and external customers, promoting the “Promises to Customers”. These standards inform customers what to expect from your organisation and it is vital that you identify what is important to customers. The Institute of Customer Service (UK) commissioned a research project led by Professor Robert Johnston of Warwick Business School, and he discovered the gold nuggets that can keep customers happy:

• Deliver the promise.. Do what you say you will do.
• Keep transactions personal.. People are individuals, so treat them how you would like to be treated.
• Go the extra mile.. Give your customers something extra to keep them loyal.
• Handle complaints professionally.. This is paramount, because research tells us that 91% of complainants will stay loyal to an organisation if their complaint is handled professionally. They will also become your most loyal ambassadors and tell others about your brilliant service recovery.

Increased levels of service effectiveness results in staff and customer retention; loyal customers spend more and become ambassadors for the organisation, enabling a company to devote fewer resources to the search for new customers. Organisations that embrace service excellence will weather the storm, there IS no other way to survive.

Companies must remember that their customers decide whether they survive or die.

Customer 1st International’s Best Practice Guide for Customer Service Managers is available in hard copy, as an e-book, e-workbook and accredited tutor-led online award.

Telling Stories

I am a story teller! You may notice from my blog posts, articles or – if you know me personally – most certainly from my songs and my creative writing. I write about events and people (you can hear a snippet of my song about the infamous witch finder Matthew Hopkins on theMP3 page of www.shavethemonkey.co.uk/) , many of my articles feature on this blog and my story telling style comes through very strongly on my personal blog.

So why am I telling stories on The Complete Trainer? Because there is not a single training experience I have yet been on that does not, to some extent, rely on storytelling. No matter what slides or materials are presented, the trainer or facilitator can usually bring an example to life by adding a story of their own. Sometimes it’s a ‘stock’ tale, sometimes personal experience. But story telling in training, and in business, is important, for a very simple reason – it builds credibility.

In these days of information overload, with millions of messages hitting us every week from every direction, the brain does it’s favourite ‘delete, distort and generalise’. This applies not only to the many indirect messages we receive but also to the key messages we want to receive. So in order for us to really listen, we need to have belief in the information giver. Story telling is a great way of doing this.

Storytelling has been with us since humans could first speak – it is as natural to us as breathing. We are raised with the story, and stories are used to influence, inspire and persuade us. Advertisements for products don’t just extol their virtues any more (Irish Stout is Good for You, Mr ‘Shine’ Makes Umpteen Things Clean), they create stories around characters and we are involved in the mini tableaux we are presented with:

• Anthony Head visits his neighbour to borrow coffee, is there the prospect of romance?
• we know the whole gravy family
• we want to know what the ‘good news’ is that the man in the phone ad is telling his friends.

People LIKE stories.

Stories for business development are not just anecdotal – though the retelling of an incident that serves as an example is one great way. You can also use storytelling to teach lessons that only the listener can learn. By presenting a situation as a story, you can create discussion, evolve solutions and raise issues that engage us through the use of our own imaginations.

I’ve seen storytelling done by forum theatre actors (they leave the ‘action’ mid performance and ask for response from the audience), I’ve watched corporate videos that the group must then discuss and, of course, even the good old slide show can tell a story. But the use of audio – whether spoken by an individual or through recordings – allows even more freedom for the imagination because it presents no pre-set visual context.

I’ve been listening to the Telling Tales series and the pictures they create in my head are, undoubtedly, going to be different to the pictures they would create in your head. My interpretations of an accent or simply the sound of voice will have different associations for me than for others. This is amazing – it means that every single person can interpret and create their own meaning and learning from the sound of a voice as well as the content of the tale.

I also pick up ideas from the radio– from the BBC programme ‘Word of Mouth’ (on the power of language) to The Archers (wonderful examples of how not to communicate between family members), I learn from these ‘stories’. Something goes in that I will access and retain for future reference, even if it means using the ‘listen again’ function.

We may well admire the raconteur at the network meeting (as long as they are not too pushy) and we are entertained, engaged and entranced by stories. The same goes for the gregarious friend who delights us with their tales at the dinner table. We will talk about their story, what we would have done in that situation or marvel in horror or delight at what happened. We are fully engaged – our brains are keen to receive this information. This, surely, is an amazing tool to use when developing yourself, your people and your organisation.

Sound More Natural On the Phone

5 Ways to Sound More Natural On the Phone By Mike Brooks, www.MrInsideSales.com

I don’t know about you but I can always tell when a telemarketer is cold calling me. From the moment they begin speaking, “Hi is that Mr. Brooks?” to the way they fumble through their scripts, I have them pegged before they get past their first sentence. And like I’m sure it is with you, too, I am immediately not interested.

If what you sell for a living means you have to pick up the phone – either to set appointments, call prospects back, return calls to clients, etc., then you have to learn how to sound natural and how to avoid putting your prospects, gatekeepers, assistants, etc., on notice that you’re trying to sell something.

And the way you do that is by learning how to sound like you’re not selling anything, and you do that by learning how to disarm prospects, sound natural yet professional, and how to be friendly without being phony. Use these 5 techniques to not only sound natural on the phone, but to also close more business:

#1 – Always use the prospect’s first name. I know that there are two schools of thought on this, one being that you should show respect for someone you don’t know and so use either Mr. or Mrs., but I don’t agree.

I think you can show respect for someone by being courteous and professional, and I think you’re going to make a lot more progress if you use a person’s first name. Here are the two reasons to do so:

a. First, by using a person’s first name you aren’t immediately signaling that you’re a sales person! I mean how do you feel when someone you don’t know calls you and addresses you by “Mr.” or “Mrs.”? Also, when you use a person’s first name, you are starting the call equal, without giving them all the power.

b. Second, everyone likes the sound of their own name. In fact, psychologists have found that everyone’s favorite word is their first name! By starting with that you are immediately making a connection, and a personal one at that.

#2 – Be polite. You’d be surprised by how many sales reps still try to trick or get around gatekeepers and assistants, and how many are even rude in doing so. Always, always use please and thank you when speaking with anyone over the phone (or in person for that matter).

Words like “please” and “thank you” go a long way when trying to make a connection with a prospect, and they work especially well when you’re
trying to get through to a prospect as well. Examine your current
scripts now and do all you can to insert the proper courtesies wherever you can.

#3 – Be brief. Most reps go into pitch mode the moment they reach their prospect that it’s no surprise they can’t wait to get them off the phone.
I review scripts all the time that essentially read the company’s brochure to the prospect the moment they reach them.

You can turn that around and sound so much better by briefly delivering your presentation and checking in with your prospect. Try things like:

a. Briefly, (prospect) the reason I’m calling is that we’ve been working with many companies like yours, and I just wanted to see if we can help you as well. Can I ask you just a couple of questions to see if we’d be a fit for you as well?

b. (Prospect), you probably get a lot of calls like these, so I’ll be brief. I’ll just ask you a couple of quick questions and if I think we can save you between 15 to 20% I’ll let you know and, if not, we’ll part friends, is that OK?

Get the idea?

#4 – Make a connection. This is one of the easiest of all and it’s a great way to get your prospect talking. All you do is find something that you know is affecting your other clients (like new laws in their industry), and ask how it’s affecting them as well. Try:

a. “You know (prospect) a lot of my clients have told me of the changes they’re having to make because of (the new law), how is that affecting you?”

b. “(Prospect) what are you planning to feature at the September trade show?”

By addressing something that they are dealing with now, you can instantly make a connection and get valuable information. Warning: you have to fit this in after you’ve established rapport, and you have to address something that is relevant to them.

#5 – Listen more. This may not sound like a way to sound natural on the phone, but believe me, it’s probably the most important of all. First of all, most sales reps are so busy talking that their prospect has turned off long ago. They are just waiting for an appropriate pause to get rid of them.

By listening you actually create space for your prospect to speak (and to think), and because of that you are allowing the conversation to flow.

When the prospect has a chance to get their thoughts and feedback out, they feel comfortable with you. And that is the best way for the conversation to unfold naturally. Hit your mute button after you ask a question and count three 1000’s to see how well it works.

There you have it - five easy ways to sound more natural on the phone.
The good news is that they are easy to implement, and, once you do, you’ll make more connections and you’ll close more business. Try them today!

Mike is author of the Complete Book of Phone Scripts and works with business owners and inside sales reps throughout the US teaching them the skills, strategies and techniques of top 20% performance. If you’re looking to catapult your sales, or create a sales team that actually makes their monthly revenues, then learn how by visiting: www.MrInsideSales.com

Profile of the Month - July

Heather Butler – passionate about developing people

This month Carolyn talks to Heather Butler, MD of The People Development Team Ltd.

Established in 1998, The People Development Team Ltd (PDT) has grown from a partnership to a thriving consultancy delivering a range of highly interactive Leadership Programmes, bespoke and accredited management programmes, personal skills and career support.

About The People Development Team

Carolyn (The Complete Trainer Ltd): How did PDT start and what motivated you to get into training?

Heather Butler (PDT Ltd): The Company originally formed as a partnership by me and Angie Peacock. My previous roles were all involved in Leadership Training and Consultancy and it became obvious when we met that our high impact form of training that gave companies the sustainable results they needed was what companies were looking for. As many companies do, we have grown organically starting with an extra consultant and an administrator then as we gained more contracts including some really terrific leading edge consultancy so our team grew and we knew early on that we must have been doing something right if our clients kept coming back. We soon added career development onto our product range when we realised that clients wanted an end to end service which included the consultancy piece, the change piece which included the training and then assistance for individuals on their new career paths whether internally or externally of the company.

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

Heather: That’s the question that any potential client always asks and throughout our journey it has changed and will carry on changing but the one thing that has been maintained throughout is that we design and create events which are exciting, sustainable and meet the objectives set and more importantly move people forward so the company can see a real ROI. We also have a number of superb courses which are accredited (ILM, C&G, CMI) and for many companies that gives them the quality framework they need. Delegates come away with real skills, real learning and a qualification that is theirs, for life. More importantly employer benefits from any great training include: increased retention, motivation – and a workforce who can demonstrate the effectiveness of their training.

Our unique selling point is not just one thing – it’s not just the accreditation or our programmes, it’s the way the whole structure works together with us as a partner to our clients: administration, programme content, marketing, client management, flexibility, quality control and our great trainers; it’s the whole package. We often say to our clients that the only way to see all of this in action is to try us out and we are happy to come along and do a session for their senior decision makers – at no cost – so they see real training.

Carolyn: You are obviously passionate about training and development and believe firmly in the value of that training. What is your business vision?

Heather: PDT has a very simple vision – to help individuals, teams and organisations to be the best they can. Training, really effective training, has the potential to change organisations completely, not just give individuals an extra skill or qualification. Bespoke and accredited management training is one aspect of our work, but we also continue to support organisations through Outplacement, helping transition people both as they leave and those who remain. The important thing is to meet the needs of the client.

Carolyn: What is the single most important aspect of the training you deliver as a company?

Heather: That’s hard to answer. I can’t say there is a single thing – but top of the list is quality. We assess our trainers regularly; we are assessed as an organisation regularly by the various bodies which we align ourselves to and we ensure our trainers have their own CPD programme too. But then making sure our programmes meet a client’s needs is also paramount – you can deliver the best programme in the world but if it isn’t what the client actually needs, then you are wasting effort. As I said, with PDT it’s the whole package – everyone in the organisation strives to deliver great service and brilliant results for our clients.

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

Heather: Our Head Office is in Hertfordshire but we work all over the country. Many of our clients are national and international, so we also work overseas in Europe, the USA and the UAE, however the vast proportion of our work is in the UK.

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

Heather: Simple! Our people and our clients. We have won a National Training Award and been a finalist for many more awards with our clients, we are Matrix accredited, we have our Investors in People as well – all of this is because of the people in our organisation and the relationships they have with our clients.

Carolyn: I’ve heard quite a lot about training suffering in the current economy. Has this been your experience?

Heather: Business is still good, and fortunately still growing, but I would say that organisations are sometimes taking slightly longer to commit to some of the largest projects. Conversely we have found that the Government Funding opportunities have encouraged more clients to continue with their training and development programmes using the opportunities presented to enhance their training projects rather than cut back. Reducing training is a false economy – increased competitiveness means that you have to invest more in people, improve performance and do the best you possibly can in these difficult times.

Carolyn: Have you any closing comments to add before I send this ‘to press’, as it were?

Heather: Yes, I’d like to make a special offer to your people, if I can. We have open programmes running in London and Stansted shortly – if any of your clients want to book, we are more than happy to give them a second place free if they book using this link: http://www.people-development-team.com/tct-promotion.htm and discount code TCT0709

Carolyn: Thank you Heather. All the details are listed below:

- Open Programmes Impact and Influence – 3 August London and 8 September Stansted
- Introduction to Coaching – 12 August London and 23 September Stansted
- Presentation Skills – 14 August London and 10 September Stansted

To get your ‘buy one get one free’ on any of these programmes please book via this link http://www.people-development-team.com/tct-promotion.htm and enter the promotional code TCT0709.

PDT offers a wide range of training options and delivers bespoke and accredited programmes for both the private and public sector. For more information visit their website at: http://www.people-development-team.com/

Testimonial

Learning and Development is a crucial part of our business. We believe that if our Team Members are happy, well-trained and committed to the job that they will deliver a better guest experience. And if our guests have an enjoyable experience they are more likely to want to repeat it ….which is good for everyone. We want people to recognise that we are giving something back in terms of investment in their personal development.

In return we find that people are more loyal to the company and the brand and more productive in their jobs. We encourage Managers in all areas of the business to continue their development with the externally recognised Institute of Leadership and Management scheme that includes written assignments, formal presentations and tests their leadership and team building skills in an environment well beyond their normal comfort zones. To deliver this extremely vital development to our Management population we have partnered with the People Development Team on several development programmes and the feedback from delegates has been extremely positive.

HR Manager, Bourne Leisure

Behavioural Analysis

Trainingzone have published Carolyn's article on Behavioural profiling. Visit or you can read more here:

For the last four years I have regularly used DISC profiles which give you a snapshot of your ‘behaviours’ in a work environment. DISC is an acronym:

D = Dominance-Challenge: How you respond to problems or challenges.
I = Influence-Contacts – How you influence others to your point of view.
S = Steadiness-Consistency – How you respond to the pace of the environment.
C = Compliance-Constraints – How you respond to rules and procedures set by others.

The concept of DISC profiling is based on the work of Dr. William Moulton Marston who, in 1928, published ‘The Emotions of Normal People’. This book described the theory which is applied to nearly all the versions of DISC profiling available today. The profile is a behavioral assessment designed to accurately measure the four dimensions of normal behavior.

A few years back I completed a Level 3 ILM management qualification and I chose Communications as my main project. For this I mapped all the preferences for the office staff using their DISC profiles and created a ‘how best to communicate with xx’ chart. It was used for many years, indicating communication preferences and styles. It was a very simple and effective way to implement the results of our profiles and use them practically. Nothing more personal than communication preference was shared.

DISC profiles were used for recruitment and appraisal and with clients. The reports, which are created by answering very simple ‘most like’ and ‘least like’ questions, give a comprehensive summary of behavioural preferences. They are used by line managers, trainers, HR, recruitment and outplacement consultants.

The value of using these profiling tools is not just in ‘input and output’ – you put in your answers and get your report – but what happens next. Many people will be open minded enough to accept the validity of the report, feel happy to internally challenge areas which they do not feel accurately match their perceptions, and even perhaps accept the areas which may indicate a need for self-improvement.

I recently took a different profile from the one I’d done for the last four years – this one was from The Trusted Adviser and followed a similar DISC format so it was not unfamiliar. The resulting report, however, was superior to those I’d taken before. The depth of information was far greater – the profile included more aspects and gave a greater analysis of my behaviours and preferences. Though every assessment is affected by variables (hence taking them annually), this one was definitely the most accurate I had ever taken.

Most importantly the language it used was more accessible – though probably still generated by an American English language programme, the terms and language used were easier to understand and I found much less to challenge than in previous reports. My next stage, importantly, is to go through the report with my coach.

The real power and value of behavioural assessments is how they are used to develop individual performance. The ideal scenario is that the report is not just given directly to the respondent but is reviewed by an appropriately qualified coach or manager who can then spend time going through the report with the individual and build a positive action plan.

There are many ways in which assessments can be applied:

Recruitment: does the report reflect the right personality for the role they are being considered for?

Job hunting: the report may produce some excellent wording and highlight skills and strengths that the respondent can use in their CV or job applications

Appraisal: the line manager and respondent can work together (both may have their profiles completed) and improve working process and performance

Team building: pick members of a team who have the right mix of skills or who you know will work best together

In fact behaviour assessments can be used in many ways, for leadership development, trouble shooting, team development, sales skills, benchmarking; with the right training and understanding of the psychology behind how these reports are generated, they can become an extremely powerful tool for trainers, managers and the individual respondents.

Finally, the most important question - do they work? From personal experience, yes; impartially, one assessor I know performs over one million assessments per year – that’s just one provider! I think the proof is in the pudding, as they say.

Carolyn Sheppard is director of The Complete Trainer, a training resources ecommerce company. She has been in marketing for over 30 years and directly in learning and development for over five years.