Critical Skills Every Manager
Must Develop
CORE SKILLS
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Polling Question #1
How many hours did you spend on core
training in the past year?
40+ Hours
30-39 Hours
20-29 Hours
10-19 Hours
0-9 Hours
Core Skill #1
Understand Yourself
5 Levels of Leadership
5. Executive
4. Effective Leader
3. Competent Manager
2. Contributing Team Member
1. Capable Individual
Source: Good to Great by Jim Collins
Know Yourself - Unique Abilities
When You Own It!
My Unique Abilities
1. Speaking In Public
2. Creating New Services
3. Motivating and
Organizing Staff
4. Client Connections
Characteristics of Great Leaders
• Trustworthy
• Fair-minded
• Honest
• Broad-minded
• Competent
• Courageous
• Forward-looking
• Straightforward
• Inspiring
• Innovative
• Intelligent
• Responsive
Core Skill #2
Understand Your Team
3 Parts of the Mind
Cognitive = Thinking
Assessed by IQ, SAT, Wonderlic, skills tests
• Learned abilities
• Knowledge from education, training,
experience
• Reasoning
3 Parts of the Mind
Affective = Motivation, Feelings
Assessed by MBTI and many other tests of:
• Personality
• Values
• Social style
• Preference
3 Parts of the Mind
Conative = Instinct-based actions
Assessed by Kolbe Index, the only validated measure of natural abilities
• Innate Paths to Success
• Modes of operation ( MO )
• Creative power
• Form of productivity
The Kolbe Method
• Identifies individuals’ instinctive strengths for
increased productivity
• Improves communication and job satisfaction
• Pinpoints some areas of organizational stress and
prescribes solutions
• Builds teams with the right talents for high
performance
4 Action Modes
MOs are formed by
Kolbe Action Modes
Fact Finder
Gathering and
communicating
information
Quick Start
Dealing with risk
and unknowns
Follow Thru
Sorting and storing
information
Implementor
Handling space and
tactile efforts
Kolbe Productivity Process
Productive
Action
Motivation
Reason
Instincts
Affective
Will
Conative
Cognitive
Workplace Diagnostics
Kolbe A
Index
Individuals’
Realities
Kolbe C™ Index
Evaluator’s
functional
Requirements
Kolbe B™
Index
Workers’ selfExpectations
Significant differences
among conative
Realities, Expectations
and Requirements
cause over 70% of
work-related stress.
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Team Synergy
Synergy Algorithm
Kolbe has proven:
• Without synergy, teams
are doomed to fail.
Kolbe also makes synergy:
• Definable
• Quantifiable
• Predictable
• Improvable
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Kolbe Leadership Reports™
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Core Skill #3
Building Your Network
Helpful Hints
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Establish your goals.
Networking is NOT selling. (yet)
Give first… then you will receive.
Be a rifle, not a shotgun. (Strategic)
Remember your manners.
Make it easy to get in touch with
you.
• Start building your file…
Your Contact File Should Include:
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Name of contact
Address, telephone, cell phone, IM, email etc…
How you met the person
One outstanding point about the person
Occupation
Date last contacted
Conversation summary
Name of 3 referrals
Dates of follow-up on these 3 referrals
Date of thank you letter for the referral
Other…
Who Is Your Network?
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Clients
Friends
Peers
Mentors/Coaches/Hero’s
Community Members
Homework….
• Identify at least 15 business contacts and add
them to your outlook contacts.
• Schedule a recurring task/meeting to follow
up with each contact.
(Monthly/Quarterly/Yearly)
Polling Question #2
Do you believe that core training is necessary
to developing managers of the future?
• Absolutely
• Yes, but only after other CPE
• No, they can learn just like I did by on the job
training
Core Skill #4
Communications
How do you feel about these words?
Responsibility and Authority
The Set Up…
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Know what the person wants and values
Hold and participate in consistent meetings
Go for quality of information
Prepare with an agenda
Tips That Work
1.
2.
3.
4.
5.
Develop a “list” in between meetings.
Verbal or Written? Electronic or Paper?
Put yourself in THEIR shoes!
How to “pick your battles”
Listen more than you talk
Continued…
6. Know the goals of the firm
7. Carry the message
8. Aggressive vs Assertive Communication
9. Dealing with rejection
10. Your role as team motivator
Core Skill #5
Embracing Accountability
What we believe in.
Mission
The Pay for Performance Theory
Core
Values
What we do to exist.
Vision
What we want to be.
Our Game Plan
What we need to do.
Strategy
Pay For Performance
Motivate necessary
behaviors to implement
strategy.
Strategic Initiatives
What I need to do.
Outcomes
Personal Objectives
Satisfied
Partners
Happy
Customers
Effective
Processes
Motivated
Employees
Balanced Scorecard
Are you on the same page?
1. YOU – Write down the 5 most important
performance goals for the employee.
2. EMPLOYEE – Write down the 5 most important
performance goals that are expected of you.
3. COMPARE….. And prepare to be surprised.
Core Skill #6
Conflict and Challenging
Conversations
Your Conflict Response Strategy
There are five different strategies to
responding to conflict
All are equally good and/or bad
Choose your strategy based on what is
important to you about that decision
Forget about the past.
How will you respond to conflict tomorrow?
Core Skill #7
Time Management
Did you know?
• People spend two to three hours each day
working with e-mail.
• 50% of most people’s e-mails can be deleted.
• 30% of e-mails can be handled in less than two
minutes.
• There is a 75% greater chance that you will
complete a task if it is scheduled on your calendar
rather than your To-Do list or in your head.
• Working on related tasks is much more effective
than switching between unrelated tasks.
Two things are for sure
• 24 hours – not all work!
• Same Thing + Same Thing = Same Thing!
Good Practices for
Task and E-Mail Management
1. Tracking All Tasks in Outlook Tasks System
2. Distinguishing Between Master and Daily Tasks
3. Using a Simple Prioritization System That
Emphasizes Must-Do-Today Tasks
4. Writing Only Next Actions on Your Daily List
5. Daily and Weekly Planning
6. Converting E-Mails to Tasks
7. Filing E-Mails Using Outlook Categories
8. Delegating Tasks Effectively
Recommended Reference Books
Core Skill #8
Delegation Techniques
Win-Win Delegation
1 Stop Doing
the Person
2 Select
and Project
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Reward and
Celebrate
Follow-Up and
Provide
Feedback
7
Let It Go
Empowered People
6
Watch and Coach
3
5
Sell It and Gain
Buy-In
4 Show Him or Her How
Core Skill #9
Negotiations
Common Negotiation Myths
• Good negotiators are BORN
• EXPERIENCE is a great teacher
• Good negotiation is about RISK TAKING
• Good Negotiation relies on GUT INSTINCT
Why People are Lousy Planners
• Overconfidence leads to lack of effort
• Try & “wing it”
– Haphazard Approach – prefer informality
– Disorganized
• Improper focus
– Only think of own view
Planning for Negotiations
Agenda Setting
–Identify the Issues for Discussion
–Consider Issue Ordering
–Establish Discussion Norms and Rules
Planning for Negotiations
Supporting Arguments
• Be prepared to justify your positions
• Find Credible sources
– Unbiased
– Recognized Expertise
• Address your opponent’s perspective
– Frame in a way they appreciate/understand
– Communicate how compliance benefits them!
Planning for Negotiations
Closing Statements
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Similar to the opening remarks … a
graceful exit may include:
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Enthusiasm
Praise for the product/service
Compliments & friendly remarks
NO discussion of your reservation price!
Key: An agreement doesn’t guarantee follow
through! Promote stability and social utility!
Trust Building Tips
• Take time to BUILD RAPPORT
• Communicate an intent to COOPERATE
• Gain public COMMITMENTS
• Signal INTERDEPENDENCE
Guidelines for Ethical Behavior
• When in doubt, check to see if the action you are
considering is legal or ethical?
• How would you feel/react if the other party used the
behavior on you?
• Would you be embarrassed if your actions were
made known to your family, friends, co-workers?
Polling Question #3
Our firm is conducting core skill training?
• Yes
• No, we are outsourcing
• No, we have no strategy for this right now
Core Skill #10
Business Development
The Selling Cycle
Product Knowledge
Personal Planning
People/Relationships
Selling Process
Best Habits
• Return Calls in 24 Hours
• Sales Calls 1 Hour Each Day
• One hour of sales planning every Friday
• Connect with Each of Top 10 Clients at Least 4 Times
a Year
• Touch Base with 5 Top Allies 6 Times a Year
• Say Please and Thank You
Develop a System!
5 Star Training – Waugh & Co.
• Develop Trust - Connect
• Ask for the Business!
• Delivery
• Ascertain Satisfaction
• Offer Dessert
• Collect the Check
• Recovery
Why We Fail To Connect
• Too busy
• Schedule too tight
• Didn’t take order right - Now embarrassed
Things that will make this easier:
• Develop a short Elevator Speech on YOU
• Take your business cards
• Ask a question and then just listen… Try not to
dominate the conversation
• Develop one or two questions about what you want
to know from them
Core Skill #11
Client Filtering
Who Is Your Ideal Client?
• Identify Your 5 Best Clients.
• Learn their Dangers, Opportunities and
Strengths.
• Where do they duplicate?
• How Are You Creating Value For Them?
• Work Toward Those Prospects For Future
Relationships.
Client Filtering System
Criteria
Utilize
Appreciate
Reward
Enhance
Referral
Client utilizes multiple service
offerings
Client shows appreciation
Client pays promptly &
willingly
Client requires services that
expand our capabilities
Client refers others
Assigned Values
• Assign a value from -1 to 5, with 5 being
exceptionally high.
Client Filtering System
Rating: -1 to 5
Client Name
Utilize
Appreciate
Reward
Enhance
Referral
Total
1. Data Corporation
3
4
5
2
4
18
2. Corporate Real Estate
4
5
5
5
4
23
3. Clinton Law Group
5
-1
3
3
3
13
4. Johnson Medical Associates
2
5
3
4
5
19
5. Boulevard Bank
4
5
5
4
5
23
6. Continental Supply
3
3
2
5
2
15
7. Executive Homes Realty
5
4
5
3
5
22
8. Montgomery Banks
3
3
3
2
1
12
9. Mercy.com
2
5
-1
4
2
12
10. Rose Floral
4
3
5
4
4
20
Don’t Forget
• Make sure you make a column for Revenue
Production
• Make sure you make a column for # of hours
attributed to that client
80/20 Rule…again!
• 80% of your revenue is coming from 20% of
your clients
• 80% of your time should be spent on the top
20% - Is it?
MY GUESS IS THAT UP TO THIS
POINT – YOU AGREE WITH ME.
RIGHT?
Why we hang on…
We worked hard to get that client
That is my “book of business”
Fear of conflict
Fear of loss of revenue
Change is tough
A Process That Works
1. Complete Client Filtering – Honestly
2. Set a % Goal for Yearly Removal
3. Identify Clients and Strategy
4. Use RESPECT
5. Be accountable for the process
Core Skill #12
Client Service
Is This Your Firm’s Motto?
“WE’RE NO WORSE THAN ANYONE ELSE”
4 Basic Principles
1. The client is always right.
2. You can only care for external clients if you are caring for
internal clients.
3. Commitment for great client service must begin and be
supported at the top!
4. Everyone is responsible for #1-3.
6 Firm Must Do’s
1. Give your Director of First Impressions a
license to dazzle.
2. Take a Special Look Around the Lobby.
3. Reward Anyone Who Gets A Client
Compliment.
4. Treat Every Client With Respect. Be On
Time.
5. Say Please and Thank You.
6. Use the Client’s Name.
NetPromoter
• Online
• 3rd Party Delivery
• 3 Questions:
1. How likely are you to recommend XXXXX to your friends and colleagues?
2. Please explain the reasons for your response to question 1.
3. If you answered 0 through 8, what are the three most important things
XXXXX must do to have you answer 9 or 10 in the future?
Client Newsletter
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BizActions
Internal Development
Paper – OK
Electronic – Much Better
Eye On Money Magazine
http://quinncom.biz/EyeOnMoney
Core Skill #13
Performance Management
Goal Setting
Specific
Time
Bound
Measurable
SMART
Results
Oriented
Attainable
Effective Goal Setter
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6.
7.
8.
Mutually identifies key job tasks
Mutually establishes goals for each task
Agrees on established deadline
Allows active participation
Assists with prioritizing goals
Rates goals for difficulty and importance
Builds in feedback mechanisms to assess progress
Commits rewards contingent on goal attainment
What Are Your Goals??
Core Skill #14
Mentoring and Coaching
Coaching, Counseling,
Mentoring
• Definitions
• Differences
• Your Role in All Three
Common Rules
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Make Eye Contact
Face the Person
Smile a Little!
No Cell Phone
Be Prepared
Write Some Notes
Tell them when they do
something right!
• Underpromise and
Overdeliver
• Keep Your Promises
• Know What Motivated
Them!
• Know Their Job!
• Be On Time
• Do What You Say You Will
Do
• Say Please and Thank You
• Manage Your Emotions
Key Takeaways
• If you are a Manager…. You are a Mentor
• Mentoring and Coaching are Wonderful…. But
be careful of Counseling
• Practice
• Listen more than you talk
Core Skill #15
Generations of Talent
Generation: Definition
A cluster of people who were:
– Born in a similar timeframe
– Experienced similar life situations
– Share similar views and attitudes
– Can be differentiated from other
generations
Generational Influencers
• Current events
• Parenting
• Technology
• Education
• Fads
• Size
• Economic Times
Steps to Take Today!
1. Establish yourself & your firm online
2. Leverage new technologies rather than fighting
them
3. Talk to your younger employees & start learning
4. Create task forces
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Include younger & older employees
Put younger employees in a leadership role
5. Use your network to learn how others are
leveraging social networking
Core Skill #16
The Planning Process
Leaders Plan
• Self Planning – Quarterly
• Team Planning – Quarterly
• Firm Planning - Yearly
Core Skill #17
Change Management
7 Levels of Change
Where does change begin….
TRUST
Core Skill #18
Value Pricing
This is about…
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Change management
Value (real & perceived)
Consistency
Timing
– Upfront
• Reducing or eliminating write-offs
• Process improvement
This is not about…
• Elimination of time sheets
• The only answer to pricing issues
Polling Question #4
We have the following number of managers in
our firm.
• 10+
• 5 to 9
• 1 to 4
Core Skill #19
Shared Services or Shared Vision
Shared Services or Vision
Shared Services
MP or an Executive
Committee
Little time for thinking &
planning
Book of business then
the firm – Owners in
charge of key
management roles
Protect individuals
Unfunded, often
unrealistic
Issue
Governance
Planning
Shared Vision
CEO or MP
Integrated plans with
partner & staff game
plans
Professionals in key
leadership roles i.e.
Management Focus CEO, CFO, CIO, HR,
Marketing & Sales
Agreements
Retirement
Protect the firm & then
individuals
Funded or unfunded, but
limited
Shared Services or Vision
Shared Services
No plan-hope to hire future
leadership
Overhead
Issue
Shared Vision
Succession
Develop leaders at all
levels-Plans in place
Technology
Focus on CPE requirements
Charge hours & book of
business
Multiple processes & generally
not enforced
Strategic Asset
Training & Learning
Technical CPE, soft
skills, leadership &
management
Owner
Compensation
Goal oriented –
Balanced Scorecard
Standards, Policies
& Procedures
Funded or unfunded,
but limited
Core Skill #20
Learning and Education
The Firm Teaching/Learning Model
High
P
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r
f
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m
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n
c
e
Low
3
Training
Tough Decision
Learning
Teamwork
Focus1
Culture
Easy
Decision –
Resist change
Arrogant
Abuse authority
Treat staff poorly
Do not develop others
4
Leader - Star
2
Give 2nd Chance
Terminate
Firm Culture
High
© 2002-2006 Boomer Consulting, Inc.
Training Plan
(Not just CPE)
• Technical: expertise building
• Technology: software and other tools
• Management: personal, people & project
• Marketing: appropriate to level
Thank you!
[email protected]
www.boomer.com