Leadership Management Development Training

2009-07-06T16:12:00.001-05:00

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How to Enhance Organizational Accountability in 6 Months

2009-04-02T14:45:00.009-05:00

How to Enhance Organizational Accountabity...and Improve Your Bottom Line!
Achieve Sustainable Business Results in Accelerated Time Frames

In times of economic turmoil, organizations are looking for ways to enhance sales productivity, decrease operating costs and grow their bottom line. They are also looking to enhance employee accountability, morale and engagement, even in the midst of downsizing and economic uncertainty.

This webinar is designed to provide practical advice for managers and leaders charged with the responsibility of spearheading organizational survival. We will provide thoughtful suggestions to help you “connect the dots” and answer the following questions:

Where are the missing links to high performance in my organization?

How can I better anticipate and respond to key challenges facing us now?

What are the root causes preventing performance improvement?

How can I build a more accountable culture?

Who Should Attend: Key Department Heads and Vice Presidents, Directors and Managers of Learning, Training, Organizational Development, Talent Development and Personnel. This program is designed to help decision makers assess the implementation of this program in their organization. There is no fee for this Executive Briefing to qualified registrants.

DATE/TIME: Thursday, April 9, 2009 - 12:00 - 1:00 PM ET - Time Zone Converter

WHERE: From your own computer! This is a live webcast. All you need is access to the internet and a telephone line.

SPEAKER: Mark Samuel, President of IMPAQ

SESSION FEE: $0.00

How Live Virtual Management Training Can Meet the Needs of Today's Managers

2009-02-12T11:51:00.008-06:00

In tough economic times, you need a proven strategy to help your managers succeed. They need to be able to motivate, coach and enable employees to deal with constant change. They need to eliminate the fear that uncertainty brings. And you need to help them gain those skills, even on a minimized budget.

This webinar will address:

The impact of today's economic times on your workforce
Why the manager's role is especially significant now
Critical management skills needed at this time
How live virtual training is the most cost-effective and efficient
Best practice examples
Resources available

DATE/TIME: Tuesday, February 17, 2009 - 12:00 - 1:00 PM ET - (Time Zone Converter)

WHERE: From your own computer! This is a live webcast. All you need is access to the internet and a telephone line.

HOSTED BY: Susan Cullen, President, Quantum Learning Solutions, Inc.

SESSION FEE: $0.00

Time Management Workshop

2009-02-12T11:36:00.005-06:00

Our on-line instructor-led Time Management program requires minimum time away from one’s office duties. The individualized Time Mastery profile helps each participant create an Action Plan for improvement and the reinforcement module enhances ongoing behavior change.

Major Topics:

Time management challenges
Investing vs. spending time
Establishing goals
Distinguishing importance from urgency
Handling interruptions
Responding to email
Overcoming procrastination
Developing a personalized Action Plan

Prework: Online Time Mastery Profile®

Time Management Webinar
Thursday, March 12, 2009 - 1:00 - 2:30 PM ET (Time zone converter)

Reinforcement Webinar
Thursday, April 9, 2009 - 1:00 - 2:00 PM ET (Time zone converter)

Cost: $95.00 / Participant. Groups of 3 or more $65.00 / Participant. Call us for group pricing.

Upcoming Workshops

2008-09-10T12:08:00.004-05:00

Retention Strategies That Work - Helping Managers Retain and Engage their Staff Workshop

Session 1: Thurs., Oct. 2, 2008
Session 2: Thurs., Oct. 16, 2008
Session 3: Thurs., October 30, 2008
Session 4: Thurs., Nov. 13, 2008
Session 5: Thurs., Dec. 4, 2008
1:00 - 2:00 PM ET / 12:00 - 1:00 PM CT / 10:00 - 11:00 AM PT Online Workshop

This program is a manager-employee collaborative development system that provides learning resources in short increments that fit into the participant's busy schedule. This program is being delivered in an entirely virtual format.

The Program Contains the Following Elements:

Live web-based Orientation session
Four online self-paced courses
Four live web-based reinforcement sessions
Four Reinforcement Tips newsletters

Motivating Others for Improved Performance Workshop

Session 1: Thurs., Oct. 7, 2008
Session 2: Online Self-Paced Course
Session 3: Thurs., Oct. 29, 2008
12:00 - 1:30 PM ET / 11:00 - 12:30 PM CT / 9:00 - 10:30 AM PT Online Workshop

This is an on-line instructor-led learning process, consisting of 2 on-line instructor-led sessions scheduled at least one month apart, and an on-line self-paced module. This program utilizes the DiSC® model for understanding behavioral styles to help participants understand their own leadership style, and identify methods for increasing productivity and satisfaction with each employee.

Upcoming FREE Webinars

2008-09-10T11:56:00.005-05:00

Retention - Building an Engaged Workforce

Friday, September 19, 2008 AND Friday, September 26, 2008 12:00 - 1:00 PM ET / 11:00 - 12:00 PM CT / 9:00 - 10:00 AM PT Online Webinar

In this online instructor-led session we will address:

Is your organization looking for ways to reduce your turnover costs?
Would you like to identify a highly effective, virtual training resource to enhance your retention efforts?

Motivating Others for Improved Performance

Monday, September 22, 2008 AND Thursday, October 2, 2008 3:00 - 4:00 PM ET / 2:00 - 3:00 PM CT / 12:00 - 1:00 AM PT Online Webinar

This is a FREE online instructor-led session that will answer the questions:

How do we develop a positive working atmosphere?
How do we create an environment where people want to come to work and are inspired to do their best?

Techniques for Retaining and Engaging Your Workforce

2008-06-24T10:56:00.001-05:00

If your organization is aware of the tremendous cost associated with turnover, and you realize you are losing some of your best people, it is important to assess the symptoms and address methods for enhancing employee retention.

Every 8 seconds a boomer turns 50, and 1/3 of the country turns 50 by 2010. This means that we will be opening new opportunities without enough of the younger generation ready to step up. Plus, finding a job has never been easier. There is no more blind loyalty to organizations. The internet has opened up new avenues for connecting people with prospective employers at a more accessible rate than ever before.

When it comes to retaining your most important human capital, a little prevention is worth a pound of cure. The best place to find talent is right under our nose.

To read more - Click Here

Step Up To The Challenge: 3 Essential Management Skills to Increase Team Performance

2008-06-24T10:45:00.002-05:00

I’m sure you’re wondering, “Why should I listen to this person. What does she have to tell me that I haven’t already heard or already know.”

My name is Susan Cullen. I am the President of Quantum Learning Solutions, Inc. and have been in the training industry for the past 18 years. Our focus has been to provide organizations with the most critical communication skills managers can use to significantly increase employee productivity and performance. Over the years, I have found that the three basic skills every manager needs to motivate and develop their staff are:

To Understand Individual Differences and Motivations

To Hire the Right Person to Start With, and

To Coach and Develop Your Staff on a Regular, Consistent Basis

To Read More Click Here

Upcoming Events - Free Webinars

2008-06-24T10:26:00.002-05:00

How To Improve Management Coaching Skills for Dramatic Results

This is a FREE online instructor-led session that will answer the question: How do we develop managers who can coach employees to get results? And how can we create a culture where employees are engaged and committed to excellence?

Each participant shall be provided with a complimentary copy of our online self-paced course “Managing Performance Discussions".

DATE: Wednesday, June 25, 2008
TIME: 12:00 - 1:00 PM ET / 11:00 - 12:00 PM CT / 9:00 AM - 10:00 PM PT
LOCATION: Online Webinar

Retention - Building an Engaged Workforce

In this online instructor-led session we will address: Is your organization looking for ways to reduce your turnover costs? Would you like to identify a highly effective, virtual training resource to enhance your retention efforts?

Each participant shall be provided with a complimentary copy of our online self-paced course entitled “Behavioral Interviewing ”, which is part of our Retention e-learning library.

DATES: Wednesday, August 6 and Thursday, August 14
TIME: 1:00 - 2:00 PM ET / 12:00 - 1:00 PM CT / 10:00 - 11:00 AM PT
LOCATION: Online Webinar

Retaining New Employees - an Online Self-Paced Course

2008-05-20T14:08:00.004-05:00

We have put together an online self-paced course that will help you to:

Hire for Retention
Manage Expectations and Workload
Provide Training for Quick Success
Conduct "Stay" Interviews
Win Back Top Performers

You will be able to print off copies of the following:

Action Plan
Stay Interview Process
Stay Interview Worksheet for New Employees

These forms will be helpful in developing an Action Plan for yourself and retaining your new employees.

This online self-paced course is available to use for one (1) full year. This can make an excellent assessment tool that you can go back to when you need to refresh.

To purchase this courses click here

Management Skills to Increase Team Performance

2008-05-20T13:39:00.003-05:00

To Understand Individual Differences and Motivations

To Hire the Right Person to Start With, and

To Coach and Develop Your Staff on a Regular, Consistent Basis

Click here to find out about our "Basic Management Skills Value Bundle"

Workplace Harassment Prevention - Online Self-Paced Course

2006-09-08T09:00:00.000-05:00

Now, more than ever, managers and employees need to be aware of what is and is not acceptable and legal behavior in the workplace. This program addresses not just sexual harassment but other forms of workplace harassment and discrimination that may leave the organization open to litigation if not addressed. This course is appropriate for managers and employees at all levels throughout the organization.

This course can also be customized to include your organizations specific policies.

For a preview of this course, CLICK HERE.

Email Etiquette - Online Self-Paced Course

2006-09-08T08:53:00.000-05:00

It is important to realize that today the first impression a client gets about you or your company is from the email that you have sent them. This course will give you some tips on how to send out emails.

This course can be easily customized to include your organizations specific policies regarding email correspondence.

To preview this course, CLICK HERE

Building A "Communication Bridge"

2006-03-29T14:35:00.000-06:00

How to Better Connect with the Significant People in Your Life

by Susan Cullen, President
Quantum Learning Solutions, Inc.

How many times have you made these comments or heard your friends say any of the following:

He never listens to me… He just doesn’t care.

It’s not supposed to be this difficult. There must be something wrong with this relationship…

I might as well just FORGET it…. I’ll never get through to (him/her/them)…

If any of these sound familiar, you’re not alone. We have all at certain times felt the loneliness that comes from feeling misunderstood. The sad part is, most of us don’t have the tools to know what’s really going on. And worse yet, we don’t know what to do about it.

Understanding how to communicate effectively with others is a key skill in all business and personal relationships. But it becomes critical in our most significant ones. It’s a shame that so few of us get any real education in this area growing up. We learn reading, writing and arithmetic, but somehow “communication skills” never really fit into the equation. Then we are supposed to go out into the world and create healthy, happy relationships with others, but we are poorly equipped to do so. Just look at the divorce rate to see that we aren’t hitting the mark on that one!

One key challenge to effective communication is that we don’t all think, act, or want the same things. We don’t come with an Operations Manual like a computer does. What infinitely complex human creatures we all are! A communication strategy that worked well with one person may very well yield different responses from someone else.

Different Behavioral Styles

In spite of our unique differences, there is a model of human behavior that can help shed some light on understanding our differences. This understanding can help us anticipate with great accuracy how different people will respond in many situations. This is called the DiSC Model of Human Behavior©, researched extensively by Inscape Publishing. This model identifies 4 primary behavioral styles, and is called “DiSC” for the first letter of each style as follows:

Dominant
Influencing
Steadiness
Conscientiousness

The Dominant (D) Behavioral Style

The primary goal of a person with a Dominant Style (also called the “D” style) is that they want to get results. They tend to cause action, accept challenges, make quick decisions, and question the status quo. They will quickly take control if they sense a problem exists and try to solve it… many times before they’ve fully understood what the problem really is (know anyone like this?) They’re fast paced and very direct. They tell it like it is, and are real straight-shooters. They will also admit it when they make a mistake IF they believe they really did. They try to solve it and move on to the next challenge.

If your significant other demonstrates the “D” behavioral tendency, here are some tips for best connecting with him or her:

Be direct and to the point
Tell them what you really think or feel, instead of wasting time getting to the point
Be fast-paced in your tempo
Communicate the big picture, without a lot of details
Understand that their nature is to be direct. This is not meant to be antagonistic… it’s just their natural approach to communication. The best way they will really hear you is for you to be direct yourself.
Ask for what you want from them, with specific, clear actions they can take. Don’t show a lot of emotion, just clearly state your objectives.

The Influencing (I) Behavioral Style

The primary goal of the Influencing (“I”) style is to be liked by others. They are the “people-people” who are frequently very animated and expressive. They can talk to anyone anywhere. They are motivating, upbeat, optimistic individuals who like to praise others (and secretly hope you will do the same for them!). They are the best “talkers”, who can easily champion a cause and influence others to follow their ideas because they are so charming. Because they are so people-oriented, they can occasionally lose track of necessary details… you may have to follow-up to make sure the phone bill was paid (oops).

If your significant other demonstrates the “I” behavioral tendency, here are some tips that will help you connect with him or her:

Be animated and upbeat
Give yourselves lots of time to “talk things through”
Show and express your emotions… uh, the positive ones are preferred
Praise them frequently and often. Look for ANY situation even remotely praiseworthy and they will love it.
Make them feel you approve of them and like them, even when you need to ask them to do something differently
Know that they may appear to be scattered at time, unfocused, and not paying attention to details. You may need to be the partner to pick up the slack here. Just know this is their nature, and not intentional.

The Steadiness (“S”) Behavioral Style

The primary goal of the Steadiness (“S”) behavioral style is to maintain harmony and peace. They want to keep things steady and consistent. They are also people oriented like the I style, but demonstrate a more low-key approach. If the “I” style is the best talker, the “S” style is the best listener. You can always count on them to come through for you, and to be dependable. In fact, they are motivated by a desire to be of service and help others. They are very uncomfortable with conflict, and so will naturally shy away from it. They may not always be direct with their thoughts and feelings because of this.

If your significant other demonstrates the “S” behavioral tendency, you can best build a bridge to them by:

Approaching them in an even, steady manner
Be consistent in your expectations and goal-setting, without a lot of sudden stops and starts that don’t seem to be planned
Let them know you can count on them. Be dependable and do what you say you will.
When you praise them, do so in a more private, low-key way. They don’t need a lot of public fanfare in front of friends and family.
Don’t demonstrate your anger with them in a direct, openly-hostile way. Because they are uncomfortable with conflict, this will tend to shut them down. They will bury their head in the sand or look for the closest window to jump out of.
Know that when conflicts do occur, you may need to find a way to make them feel comfortable for you to reach a resolution. They will naturally want to avoid confrontation which may make it difficult for you to discuss things.

The Conscientiousness (“C”) Behavioral Style

The primary goal of the Conscientiousness (“C”) behavioral style is to be correct and accurate. They want to do things the “right way”, and will place exceedingly high expectations on themselves to do so. They are very detail-oriented and analytical, and will ask questions that many other people wouldn’t even think of. If your significant other demonstrates the C behavioral style, know that when they ask a lot of questions of you, they are not challenging you… they just need information to help them make correct decisions or develop correct perceptions.

If your significant other demonstrates the C behavioral style tendency, you can best build a bridge to them by:

Focusing on details
Provide as much information as they need
Speak in a low-key, objective (not emotional) manner
Value their attention to detail and accuracy
Don’t rush them to make decisions. They will need time to make the correct one. Set time limits when necessary though.
Explain “why” something is important.

We Can All Demonstrate Each Style

You may have recognized more than one common tendency you or your significant other use most frequently. Many people will find they use 2 behavioral styles on a consistent basis. In actuality, we can each demonstrate each style, but may have one or two we are most comfortable with. They key is to know your own style, that of the other person, and then learn to adapt your approach to be most effective with the person you are communicating.

The Platinum Rule

You may have realized that there is a common theme in the suggestions given for building a communication bridge to your significant other. It is basically for you to communicate in a way that best matches their preferred style of behavior. We best describe this as the Platinum Rule, which provides a twist to the trusted Golden Rule. The Platinum Word Creed:

Do unto others as THEY would have you do unto them.

A good analogy is to imagine you are going to a foreign country where they do not speak English. It is easy to understand that if you adjusted your approach to speak THEIR language in their country, instead of expecting them to speak yours, you would significantly build a communication bridge to them where perhaps none would have appeared before. Speaking the language of behavioral styles is very similar in concept. You never give up your native tongue (i.e. your preferred style), but the better able you are to adjust, or be multi-lingual so to speak, the stronger a communication bridge you will build.

And the stronger the bridge to communication, the more effective, harmonious and fulfilling your relationships will be.

Susan Cullen is President of Quantum Learning Solutions, Inc., with offices in Yardley, Pennsylvania and Chicago, Illinois. She can be reach at 800-683-0681 or through the website: www.quantumlearn.com

How Managers Can Help Retain their Best Employees

2005-08-26T16:05:00.000-05:00

by Susan Cullen

A major problem for employers today is attracting the best talent, and then retaining key employees. Research shows that the key ingredient for retention lies within the manager’s ability to understand what employees really want.

The survey results below first came out in 1946 in Foreman Fact, from the Labor Relations Institute of NY and was produced again by Lawrence Lindahl in Personnel magazine in 1949. This study has since been replicated with similar results by Ken Kovach (1980); Valerie Wilson, Achievers International (1988); Bob Nelson, Blanchard Training & Development (1991); and Sheryl & Don Grimme, GHR Training Solutions (1997-2001).

Pay particular interest to the top three things managers thought employees want from their jobs, and then look at what employees said they REALLY want:

WHAT MANAGERS THINK EMPLOYEES WANT, starting with the most important:

1. Good wages

2. Job Security

3. Promotion and growth opportunities

4. Good working conditions

5. Interesting work

6. Personal loyalty to workers

7. Tactful discipline

8. Full appreciation for work done

9. Sympathetic understanding of personal problems

10. Feeling “in” on things

WHAT EMPLOYEES SAY THEY WANT, starting with the most important:

1. Full appreciation for work done

2. Feeling “in” on things

3. Sympathetic understanding of personal problems

4. Job security

5. Good wages

6. Interesting work

7. Promotion and growth opportunities

8. Personal loyalty to workers

9. Good working conditions

10. Tactful discipline

You can see there is quite a discrepancy. This indicates the value of the “intangible rewards” of appreciation, involvement and understanding. An important benefit is that the top 3 things employees want are all influenced by the relationship with their direct manager or supervisor.

Show your employees you truly value them, and never underestimate how important you are in maintaining a strong workforce and retaining your best talent!

People Literacy

2005-08-26T14:27:00.000-05:00

By Susan Cullen

People literacy is knowing how to read and understand the behavioral style differences of others.

Every Manager has experienced the frustration of not understanding why one management approach that works beautifully with one employee is ineffective with another. That’s because what we think would be motivating isn’t always motivating to someone else.

The same principle applies to client and co-worker relationships. We “click” or connect with some individuals and understand each other. But we also work with individuals who approach things differently. Research shows there are four different behavioral style dimensions. Understanding their characteristics can help us become more effective in our interactions with each other.

Four Dimensions

The Personal Profile System® is an instrument that helps identify how we tend to behave. It identifies four different behavioral dimensions: dominance, influence, steadiness, and conscientiousness. Although we behave with all four dimensions, we tend to use one or two most often.

Dominance.
People who demonstrate the Dominant (“D”) behavioral style are usually fast-paced and task-oriented people. They thrive on the challenge of solving problems. Those with the “D” behavioral tendencies are quick decision makers. They don’t wait to be given authority; they take it. Don’t bog these people down with fluff or details—only results interest them. “Ds” are most comfortable when they can control their environment. They work best when they are free from controls and supervision. They overcome opposition to get the job done.

Those with the “D” behavioral tendencies tend to get immediate results, cause action, accept challenges, make quick decisions, question the status quo, take authority, manage trouble, and solve problems. They seek an environment that includes power, authority, prestige, challenge, opportunity, scope, freedom, and variety. But they need others who weigh pros and cons, calculate risks, use caution, structure a more predictable environment, research facts, deliberate before deciding, and recognize the needs of others. In fact, to be more effective, those with the “D” behavioral style need to understand that they need people, identification with a group, an awareness of existing sanctions, and to pace self and relax more.

Influence.
Individuals with the Influence, or “I” behavioral tendency are also fast-paced, but they are more people-oriented. These are the “people people.” They prefer to be around others and are enthusiastic and entertaining. Popularity is important to them. They get their job done by making allies with others. They enjoy contacting people, making a favorable impression, speaking articulately, creating a motivational environment, generating enthusiasm, entertaining people, and participating in groups. They seek an environment that includes popularity, social recognition, freedom of expression, group activities, democratic relationships, freedom from control and detail, opportunity to verbalize proposals, coaching and counseling skills, and favorable working conditions. They need others who concentrate on the task, seek facts, speak directly, respect sincerity, develop systematic approaches, prefer dealing with people, take a logical approach, and demonstrate individual follow-through. To be more effective, individuals with the “I” behavioral style need control of time, objectivity in decision-making, participatory management, more realistic appraisals of others, priorities and deadlines, and to be more firm with others.

Steadiness.
Like those with the Influencing style, individuals who demonstrate the Steadiness or “S” behavioral tendency are people-oriented but at a much slower pace. The “S” style doesn’t like to make quick decisions, but value consistency instead. The “S” style is patient and loyal. They also are very good at listening to people and calming others when they get upset. Individuals with the “S” behavioral style focus on cooperating with others to accomplish their tasks.

Individuals with the Steadiness pattern tend to perform in a consistent, predictable manner. They desire to help others, demonstrate patience, develop specialized skills, concentrate on the task, show loyalty, be good listeners, and calm excited people. They seek an environment that includes security, predictability, minimal work infringement on home life, credit for work done well, sincere appreciation, identification with a group, and minimal conflict. They need others who react quickly to unexpected change, stretch toward the challenges of an accepted task, become involved in more than one thing, are self-promoting, apply pressure on others, work comfortably in an unpredictable environment, prioritize work, are flexible in work procedures, and contribute value to the work. To be more effective, individuals with the Steadiness style need conditioning prior to change, validation of self-worth, information on how best to contribute, work associates of similar competence, guidelines, encouragement, and confidence in the ability of others.

Conscientiousness.
Individuals who demonstrate the Conscientious or “C” behavioral tendency are slower paced and task-oriented. The “Cs” are concerned about doing the job right and will pay inordinate amounts of attention making sure it is. Unless quality will be improved, the “C” does not like sudden or abrupt changes. They get their job done by working with the existing circumstances to promote quality.

These people attend to key directives and standards, concentrate on key details, use a systematic approach to situations, are diplomatic with people, check for accuracy, think critically, and use subtle or indirect approaches to conflict. They seek an environment that includes security, standards, protection, reassurance, stability, and collegiality. They need others who delegate important tasks, make quick decisions, open doors, use policies only as guidelines, compromise with the opposition, state unpopular positions, initiate and facilitate discussion and encourage teamwork. To be more effective, individuals with the “C” behavioral tendency need precision work, opportunity for careful planning, exact job descriptions, scheduled performance appraisals, respect for their personal worth, and tolerance for conflict.

Adapting to Another’s Dimension

Different behavioral dimensions are not a liability. They are an asset because one person’s limitation is another’s strength. If you understand and respect another’s individuality, you can give the other person what they need to feel good and you can build on their limitations. For example, if you are managing “Ds” you must understand and respect their need to control the environment. Don’t try to force your behavioral dimension on them. If you do, they will balk. Let them set their schedule and work however is best for them. Those with the “I” style want to be sure they will have plenty of interaction with other people when they do their job. They think of projects in terms of how much fun they will be. The “S” style employee wants to know you are dependable. They need to be confident they can count on you and that you are available for follow-up.

The “C” dimension employee can get so wrapped up in perfection, it can take a long time to finish a project. “Cs” pay much attention to key details because they want to make sure they dot every “i” and cross every “t.”

The only way you can learn to identify other people’s behavioral dimension is to practice, practice, and practice picking up the cues and signals. Then you need to practice adapting yourself to their dimension. As we become more technologically advanced, we tend to ignore the human side of productivity. This is a mistake. We can’t neglect the people who run the machines and the computers. For you to be most effective in dealing with others, you must understand what motivates them and give them what they need. This simple skill of reading another’s behavioral dimension, and being flexible enough to adapt yours, can go a long way toward a more productive work or business relationship.

Progress Reviews: Your Key To Effective Coaching

2005-08-26T14:02:00.000-05:00

by Susan Cullen

One of the most effective ways to help your staff succeed is to provide regular, consistent coaching throughout the year. A Progress Review is a specific kind of coaching discussion, tied to the employee’s Annual Objectives and Standards. It is an informal discussion in which the manager coaches the direct report to meet any unmet goals that are below target, and praises him or her for goals that are being met. Conducting progress reviews is a very important role for being an effective leader or coach. It is suggested that each of your direct reports receive a progress review discussion from you at least 2-3 times per year.

An outline of process for conducting a Progress Review is below:

Refer to the objectives and standards listed in Section 9 of the most recent Performance Appraisal Document. Give a copy to the employee.
Ask the employee to review his or her progress to date.
Praise the employee for all on-target performance.
For below-target performance, ask the employee for suggestions to improve. After all the employee's suggestions have been made, contribute any additional ideas you may have.
Revise and change the standards or objectives where necessary.
Set a date for the next progress review session.

If you schedule progress reviews with each of your direct report at designated intervals throughout the year, you will find that it helps you remember to conduct these very important coaching discussions. The end result is that your staff will be more productive, and you will be an excellent leader. Don't put them off! Schedule progress reviews today!

Checklist For High Performing Teams

2005-08-26T13:57:00.000-05:00

by Susan Cullen

Why do some teams perform well while others struggle? How can you assess how effectively your team is working now, and identify methods for improvement?

Research shows that 85% of the reasons that teams of people succeed or struggle has more to do with interpersonal issues, than technical competence. But both are needed for effective teamwork.

Below please find a checklist you can use to identify the strengths and development needs of your own team:

1. Clear Goals

It’s very hard to get there if you don’t know where you’re going! And it’s very hard to accomplish your goals if you haven’t made them clear. Make sure there’s no question about your team’s purpose, function and objective.

2. Clear Roles and Responsibilities.

It’s important that roles and responsibilities are clearly specified in order for people to be accountable for accomplishing their part of the team’s tasks. Misunderstandings and conflicts frequently occur when roles and expectations are not clearly defined.

3. Information Sharing.

In order for the team to make the best decisions, each team member needs to be provided with relevant information. High performing teams don’t guard information… they share it freely.

4. Competent Team Members

Competent team members need to be placed in the right position. At times, a highly talented person can be ill placed which can throw off the team functioning. Consider both the competency and placement of each individual team member.

5. Values Diversity

We don’t all work the same way, or have the same styles. This can be a key source for interpersonal conflict. However, when teams learn to value each other’s differences they can leverage each other’s strengths. Team building exercises can help individuals to appreciate diversity and work together more effectively.

6. Creative Problem Solving

When you value diversity of opinion, your team can be more adept at solving problems. How effectively a team can generate new solutions, and focus on the end objective, will largely determine their success.

7. Flexibility

High performing teams check their progress periodically and adjust their course when needed. This is an important element for allowing them to become adept at meeting the goals of their team.

8. Effective Conflict Resolution

How teams resolve their conflicts can make or break them. Effective conflict resolution skills that focus on the task at hand, not the individuals, helps teams move forward and redirect their focus toward positive outcomes.

9. Effective Time Management

How teams structure their meetings, and meet their deadlines, reflects on their effectiveness. Teams that manage their meetings well encourage higher performance and the increased likelihood of accomplishing their objectives.

10. Good morale.

Low turnover and longevity is a benchmark of good morale. A team that successfully values the individual as well as the team has the best likelihood of success.

How To Conduct Effective Meetings

2005-04-05T14:09:00.000-05:00

By Susan Cullen

Before you call your next meeting, the FIRST step is to decide if it is really essential. To determine that, ask yourself the following:

Is this meeting essential?
Can we do without it?
Can we accomplish the task without a meeting?
Can it wait another week?
Can we get things done with few meetings?

Then, if you have decided a meeting is the best way to accomplish your objective, the following tips can help you conduct more effective meetings:

Start and end meetings on time. Make sure everyone knows what time you are to start and to end. If you have an ending time, you will find your time is more productive in the time allotted.
Have an open agenda on the chalkboard or flipchart. Participants can add an item before the meeting. However, they must be prepared to lead the discussion if they put an item on the agenda.
If an item isn’t on the open agenda, reschedule it for discussion at a later time.
Give each item on the agenda a time limit. If action or discussion cannot be completed during the allotted time, it must be delayed until the end of the meeting.
After all agenda items have been discussed, address the delayed items and estimate how long it will take to discuss them. Decide if the item can be discussed today or needs further action before a decision can be made.
Any delayed item should be the first item on the next open agenda.
Summarize and record action items before adjourning the meeting. Identify who is responsible for which action.

Susan Cullen is President of Quantum Learning Solutions, Inc., based in New Jersey. She has over 15 years experience in Organizational Development and is considered an expert in the use of blended learning methodologies for lasting organizational change. For more information go to http://www.quantumlearn.com or you can reach us at (800) 683-0681.

Leadership: Wisdom of the Ages

2005-04-05T14:06:00.000-05:00

By Susan Cullen

If you gather 100 experienced leaders together to share with you their most important secrets for success, you probably wouldn’t hear a lot of academic theory or jargon. Instead, this is a good idea of what you’d hear:

1) Put ethics first. If you make unethical decisions for short-term gain, you will lose in the end. Let your principles guide you in the many decisions you must make regarding business practices and people. You will regret it if you don’t.

2) Surround yourself with the best people you can find. If you are able to attract the brightest, most dedicated, most talented people, they will move your organization forward. Leverage their skills, ideas and creativity… your people are your greatest asset.

3) Show your staff you value them personally. Research shows the personal relationship with a direct manager is the key for retaining your best and your brightest. Don’t ever withhold your praise. Tell them why you value them and recognize their contributions.

4) Be trustworthy. Be fair in your dealings with others. Don’t show favoritism. Remember you must always walk your talk. Your actions speak louder than your words. Don’t ask others to do what you can’t or won’t do. You can’t lead if others don’t trust you.

5) Develop Win-Win-Win Solutions. Your company will only grow if you can provide valuable services that help your clients succeed. In the meantime, you must help your staff achieve their goals, and the organization must grow. A win-win-win approach means you create solutions and services that support the best interests of your client, your staff and your company. If one of these elements is missing, your business won’t grow. Don’t try to shortchange one element to the benefit of the other.

What's Your Client's Style?

2005-04-05T13:30:00.000-05:00

By Susan Cullen

When it comes to effective selling, one simple fact never changes: Selling is a relationship business. You already know all about your company’s products and services – and you’ve learned the fundamental aspects of the sales cycle.

But have you ever asked yourself … What helps one salesperson develop immediate rapport with prospects, and not others? What is he or she doing that is leading to long-term client relationships? How can I learn to do the same thing?

Research shows that prospects are more likely to buy when they unconsciously trust, and feel at ease with, the salesperson. They are more willing to open up and provide information critical to closing the sale. It appears that they are almost “helping” you make the sale, as opposed to fighting you in the process.

So how do you build this rapport?

AND YOU ARE …

The first key is to recognize that different behavioral styles do exist among prospects. You’ve probably seen from your own experience how one sales approach worked great with one person, yet you got a very different reaction from someone else.

Behavioral styles impact:

· How a prospect wants you to sell to them.
· How a prospect wants you to present information.
· How much information you present.
· How a prospect makes buying decisions.

The same approach won’t work with everyone. As you learn to adapt your approach to make the customer feel more at ease, the relationship will improve and more sales will eventually result.

You can identify an individual’s behavioral style preference by using the Personal Profile System® developed by Carlson Learning Company. It classifies behavior into four styles: “D”, “I”, “S”, and “C”.

HOW DO YOU LIKE MY STYLE????

“D” STYLE

Your ID, please? “Dominant,” or “D” behavioral-style individuals, are usually results-oriented. They thrive on the challenge of solving problems and making quick buying decisions. These individuals are fast-paced and like to be in charge. They can become impatient with people or situations that hinder them from accomplishing their goals. This is one of the reasons why they’re more task-oriented than people-oriented.

You can recognize these individuals as being fast-paced and direct when speaking – they’re more interested in telling you information than in asking your opinion. They tend to think in terms of the bottom line. These individuals may6 have more formal, “can’t read” facial expressions than other styles.

Sign here, please. When selling to the “D” style, don’t bog them down with excessive socializing or details – get to the point quickly. Directly focus on how your product or service can help them achieve their goals. Emphasize the results you can help them obtain, while always letting them feel they’re in charge. In other words, don’t waste their time. Make your sales presentation direct and meaningful toward helping them achieve their objectives.

“I” STYLE

Your ID, please? “Influence,” or “I” behavioral-style individuals are frequently thought of as “people persons.” They’re enthusiastic and upbeat – enjoying the interaction with others in a humorous, lighthearted way. These individuals can appear to be the eternal optimists, usually seeing the glass as half-full rather than half-empty, and can be quite persuasive about things they’re passionate about.

You can identify them as being outgoing and direct, very talkative and interactive. These people tend to speak quickly, use animated expressions, and express their feelings freely. They can appear to be casual and friendly in their interactions with others and love to express themselves in a jovial, humorous way. Sometimes you’ll notice trinkets or fun gadgets in their office – it’s their way of adding levity to the work environment.

Sign here, please. When selling to the “I” style, match your pace and presentation to their energetic approach. Be friendly and sociable – let them know you like them personally. Where appropriate, take them to lunch. You need to provide testimonials and personal stories on how other people have responded to your company’s product or service. Show enthusiasm for the benefits your product or service can provide. Also, make sure you support the individuals by providing whatever detailed follow-up work is necessary; don’t ask them to do it. Make it easy for them to buy from you.

“S” STYLE

Your ID, please? The “Steadiness,” or “S” behavioral style, is also people-oriented – but at a much slower pace than the “I” style. The “S” person doesn’t like to be forced into making changes or quick decisions. They’re patient, loyal, and calm, making them excellent listeners and “peacekeepers” when conflict breaks out. Their focus is on cooperating with people.

You can identify these individuals by their reserved, indirect, but people-oriented approach to others. Their speech may appear softer, with an open posture. They will have relaxed, warm facial expressions and prefer a casual approach.

Sign here, please. When selling to the “S” style, it’s important that you listen to them. They need to feel you understand their needs. Assure the individuals that you and your organization are customer- and service-oriented. Just don’t push them into quick buying decisions. Show how you’re interested in a long-term relationship with their company, and that they can depend on you whenever necessary. The “S” style customers are more loyal to you when other vendors come knocking on their door.

“C” STYLE

Your ID, please? The “Conscientiousness,” or “C” behavioral style, is quality-focused, slow-paced, methodical, and task-oriented. They focus on the details and are primarily concerned about doing things the “right” or “correct way.” These individuals are analytical and frequently set higher standards for themselves than others.

You can recognize them as being reserved and more indirect than other styles. These people are formal, with a closed posture and “can’t read” facial expressions. They don’t like to express their feelings readily.

Sign here, please. When selling to the “C” style, make sure you have your facts straight. You’ll need to answer analytical questions, showing references where possible. These individuals don’t need you to socialize with them – they really don’t want you to. These people want you to provide detailed information in order to make a correct buying decision. Then they will thoroughly assess your information before coming to a conclusion. Be slow-paced and formal in your approach with them – don’t become overly enthusiastic or animated. Focus instead on facts, logic, and detailed analysis.

SCHIZOS???

Although individuals have the ability to behave within all four styles, they tend to use one or two most often. There is no right or wrong style. Each has its own strengths and limitations. However, there are three key steps when applying the knowledge of behavioral style sot a sales situation:

1. Understand your own behavioral style in the sales environment.
2. Identify the prospect’s behavioral style.
3. Adapt your approach to best fit the prospect’s behavioral style needs.

DO’s & DON’TS

Most salespeople tend to sell to others the way they would like someone to sell to them. That’s not going to work!

“D” for Dominant

Do
· Focus on “what”
· Provide options
· Be efficient
· Focus on results

Don’t
· Assume without getting an opinion
· Over socialize
· Emphasize unnecessary details
· Waste time

“I” for Influence

Do
· Focus on “who”
· Provide testimonials
· Be upbeat and friendly
· Handle details when possible

Don’t
· Emphasize technicalities of product
· Be overly formal or reserved
· Add to client’s workload
· Leave decisions unclear

In sales it’s important to remember this rule: “Do unto others as they would have you do unto them.”

“S” for Steadiness

Do
· Focus on “how”
· Assure client’s buying decision
· Provide excellent attention and service
· Patiently listen to needs

Don’t
· Rush client into quick buying decisions
· Forget to regularly follow up
· Have an “I don’t care” attitude
· Be abrupt or fast

“C” for Conscientiousness

Do
· Focus on “why”
· Use a logical approach
· Answer questions accurately
· Provide evidence of quality

Don’t
· Be overly enthusiastic or social
· Be unprepared or lack product knowledge
· Appear disorganized
· Rush decision-making

Susan Cullen is President of Quantum Learning Solutions, Inc., based in New Jersey. She speaks on the topic of “People Literacy” and is a distributor for Inscape Publishing, publishers of the Personal Profile Systemâ. She has over 15 years experience in Organizational Development and is considered an expert in the use of blended learning methodologies for lasting organizational change. For more information go to http://www.quantumlearn.com or you can reach us at (800) 683-0681.