When I work with companies, I am often asked, "How can we improve morale without pay increases or big bonus structures?" Here are 3 of my top 10 tips:
1. Implement a simple Employee Recognition Program- When an employee is nominated by their co-workers or Manager, they are eligible for a "Caught in The Act" Award. You can call the award whatever you like, but make it special and only given out to a limited number of recipients. "Caught in the Act" Awards can be a simple certificate with the recipient’s name and their Manager's signature printed on a normal piece of paper. (There are some great certificate templates in PowerPoint.) Some choose to present these during a monthly ceremony in the office. Others may choose to present them right away when the positive action occurs. I prefer to present them right away in front of the team. Keep a tally of how many each person has earned. At the monthly meeting or quarterly event, present an Employee of the Month/ Quarter Award based on the number of awards earned. Awards not only recognize achievement and positive behaviors, awards also make people feel appreciated. Achievement and appreciation are right up there with money.
2. Training and Development- I recommend that each manager be required to take 30 minutes per month to teach something about the industry to their team. This helps to develop the “big picture” and gives people an opportunity to expand their minds and ask questions. It also helps staff to better understand why their job is so important and where they fit in the grand scheme of things. People want to be part of something bigger than themselves. They want to learn and feel like they are improving. Gaining additional knowledge and training is right up there with money.
3. Prioritizing completion of Annual Reviews and implementing quarterly or monthly reviews- People need to feel like they are making progress. Plus, they crave leadership. Even if there are no monetary gains, the team needs to know they are making a difference. Therefore, I recommend adhering to an established review process. Each manager must give their staff consistent and timely feedback. Why? One of the biggest complaints I hear from staff is that they don’t receive feedback on their performance. And their frustration is only compounded when they don’t see any monetary gains after an annual review. When staff starts to feel like what they do is pointless, they start to consider other options. We need to develop our team and lead them to greater levels of achievement. I recommend development through consistent constructive feedback and I guarantee we will see tremendous results. Developing staff is investing in our future.
For more information or to give feedback, contact us at contact@willholmesconsulting.com or visit us at www.willholmesconsulting.com. We look forward to hearing from you!
-Will Holmes
Tuesday, August 16, 2011
Tuesday, May 10, 2011
Maximizing Social Networking Connections:
Are you utilizing social networking to grow your business? We have been working with clients to create their socially connected web presence. Contact us at contact@willholmesconsulting.com to learn more.
Also:
Like us on Facebook:
https://www.facebook.com/pages/Baltimore/Will-Holmes-Consulting/136252757563
Follow us on Twitter:
http://twitter.com/#!/consultwillh
Connect on Linkedin:
http://www.linkedin.com/in/consultwillholmes
Visit our website:
www.willholmesconsulting.com
Also:
Like us on Facebook:
https://www.facebook.com/pages/Baltimore/Will-Holmes-Consulting/136252757563
Follow us on Twitter:
http://twitter.com/#!/consultwillh
Connect on Linkedin:
http://www.linkedin.com/in/consultwillholmes
Visit our website:
www.willholmesconsulting.com
Sunday, January 2, 2011
WHC MGMT Class- Methods of Leadership: Example 1
Happy New Year! Here is an excerpt from our Management Training Class on Leadership:
Leaders have historically used consequences for actions as a means of social control. Why? Leaders rely on the idea that people often learn what is right or wrong based on the perceived consequences of their actions. Good people work hard and get ahead. Bad people break the rules and go to jail. Thus, behavior can be modified and somewhat controlled with the ideas of punishment and reward. This sounds a bit harsh but, if a person learns that certain behaviors cause certain consequences, they tend to either do more or less of that action based on the consequence. Reward feels good. Punishment feels bad. They react to the consequence and change their behavior accordingly.
For example, if an employee fails to meet their minimum job requirements and they are disciplined, this reinforces policies and teaches the consequences for this type of behavior. The Leader must intercede (directly or indirectly) and give direction as to how to change their behavior. This may be through training and development or coaching. Employees who do not want to be disciplined further will change their behavior. Those who do not change their behavior will be further disciplined and eventually terminated.
However, if an employee exceeds their production goals and is applauded and recognized, this teaches the employee (and others) that reward is the consequence for this type of behavior. Those who desire to reap rewards will ensure that they continue to exceed their production standards- even as the bar is raised.
What about the employee that just barely meets expectations? Their achievements must be addressed as well. Inaction or lack of acknowledgement from the leader may also be interpreted as the consequence for achieving minimum results. For example, those who met minimum standard, but can do more, may continue to do the minimum because they feel no one notices. Or, those who meet minimum requirements with a great deal of effort, may start to decrease performance if no one offers more efficient techniques or ways to improve. Acknowledgment from the Leader is important. If nothing else, to convey that the Leader is watching.
To enforce boundaries and push behavior in a desired direction, leaders use these techniques to promote or modify desired behaviors. Use of discipline and punishment communicates to their followers that certain behaviors are not permitted or desired. In turn, rewards and recognition is an invaluable tool for relaying that certain behaviors are favorable and will advance the team toward achievement of objectives.
Constant monitoring of performance coupled with proper communication and feedback will bring desired results.
For more information, to schedule a training class, or if you would just like to share your thoughts, contact us contact@willholmesconsulting.com.
-Will Holmes
www.willholmesconsulting.com
Leaders have historically used consequences for actions as a means of social control. Why? Leaders rely on the idea that people often learn what is right or wrong based on the perceived consequences of their actions. Good people work hard and get ahead. Bad people break the rules and go to jail. Thus, behavior can be modified and somewhat controlled with the ideas of punishment and reward. This sounds a bit harsh but, if a person learns that certain behaviors cause certain consequences, they tend to either do more or less of that action based on the consequence. Reward feels good. Punishment feels bad. They react to the consequence and change their behavior accordingly.
For example, if an employee fails to meet their minimum job requirements and they are disciplined, this reinforces policies and teaches the consequences for this type of behavior. The Leader must intercede (directly or indirectly) and give direction as to how to change their behavior. This may be through training and development or coaching. Employees who do not want to be disciplined further will change their behavior. Those who do not change their behavior will be further disciplined and eventually terminated.
However, if an employee exceeds their production goals and is applauded and recognized, this teaches the employee (and others) that reward is the consequence for this type of behavior. Those who desire to reap rewards will ensure that they continue to exceed their production standards- even as the bar is raised.
What about the employee that just barely meets expectations? Their achievements must be addressed as well. Inaction or lack of acknowledgement from the leader may also be interpreted as the consequence for achieving minimum results. For example, those who met minimum standard, but can do more, may continue to do the minimum because they feel no one notices. Or, those who meet minimum requirements with a great deal of effort, may start to decrease performance if no one offers more efficient techniques or ways to improve. Acknowledgment from the Leader is important. If nothing else, to convey that the Leader is watching.
To enforce boundaries and push behavior in a desired direction, leaders use these techniques to promote or modify desired behaviors. Use of discipline and punishment communicates to their followers that certain behaviors are not permitted or desired. In turn, rewards and recognition is an invaluable tool for relaying that certain behaviors are favorable and will advance the team toward achievement of objectives.
Constant monitoring of performance coupled with proper communication and feedback will bring desired results.
For more information, to schedule a training class, or if you would just like to share your thoughts, contact us contact@willholmesconsulting.com.
-Will Holmes
www.willholmesconsulting.com
Sunday, November 7, 2010
Customizable Training Programs
Our Management, Sales and Customer Service Training Programs are designed to jump start performance. Each program is customized and delivered to you in the digital format of your choice. We can insert the logo, mission statement, company history and basic product/ service information that you provide- at no additional charge. Below you will find the training program outlines.
Management Training Modules:
Sales Training Modules:
*Understanding Your Product/ Service/ FAQs
*Being Organized: Building The Database
*Importance of Listening and Taking Notes
*Building Rapport and Leading the Client
*Determining Need
*Asking the Right Questions
*Customizing the Product or Service
*Selling The Benefits/ Sizzle
*Using Rebuttals
*Creating Urgency
*Creating a Partnership and Building Trust
*Getting a Commitment
*Closing Based on Need
*Explaining the Next Steps
*Maintaining Urgency
*Follow Up
*Referrals
Customer Service Training Modules:
*Understanding Your Product/ Service/ FAQs
*Greeting the Customer Properly
*Listening, Probing Questions and Taking Notes
*Building Rapport
*Determining Need
*Keeping the Conversation Focused
*Identifying a Solution
*What Not to Say & Cushion Words
*What is Empathy?
*Referring to the Need
*Explaining the Benefits & Up Selling
*Managing Expectations
*Importance of The Farewell
*Importance of Follow Up and Keeping Promises
*Maintaining the Relationship
Contact us for more information at 410.905.6355 or at contact@willholmesconsulting.com . We look forward to working with you.
Management Training Modules:
*Understanding Leadership and Power
*Promoting Positive Behaviors
*Building Your Team
*Aligning Goals: Organization/ Team/ Individual
*Maximizing Performance and Hitting Goals
*Importance of Communication
*Motivating Your Team
*The Discipline Process
*Balancing Structure and Creativity
*When to say We, You and I
*Celebrate Successes
*Developing Your Successor
*Raising The Bar
*Staying Competitive
Sales Training Modules:
*Understanding Your Product/ Service/ FAQs
*Being Organized: Building The Database
*Importance of Listening and Taking Notes
*Building Rapport and Leading the Client
*Determining Need
*Asking the Right Questions
*Customizing the Product or Service
*Selling The Benefits/ Sizzle
*Using Rebuttals
*Creating Urgency
*Creating a Partnership and Building Trust
*Getting a Commitment
*Closing Based on Need
*Explaining the Next Steps
*Maintaining Urgency
*Follow Up
*Referrals
Customer Service Training Modules:
*Understanding Your Product/ Service/ FAQs
*Greeting the Customer Properly
*Listening, Probing Questions and Taking Notes
*Building Rapport
*Determining Need
*Keeping the Conversation Focused
*Identifying a Solution
*What Not to Say & Cushion Words
*What is Empathy?
*Referring to the Need
*Explaining the Benefits & Up Selling
*Managing Expectations
*Importance of The Farewell
*Importance of Follow Up and Keeping Promises
*Maintaining the Relationship
Contact us for more information at 410.905.6355 or at contact@willholmesconsulting.com . We look forward to working with you.
Sunday, August 29, 2010
Updates to Will Holmes Consulting Website
Check out the redesign of the http://www.willholmesconsulting.com/ website. Also, you can follow us on twitter at http://twitter.com/consultwillh.
-Will Holmes
We specialize in:
Improvement in Sales Conversion and Customer Satisfaction
Tried and True Performance and Process Enhancement Tools
Customized Training Programs for Managers and Agents
Technology, Structure and Strategy that enable sustainable growth
Give us a call at 410.905.6355! The initial consultation is always free!
-Will Holmes
Sunday, August 8, 2010
10 Steps to Improve Sales- For Managers
10 Tips To Improve Sales- For Managers
by:
Will Holmes
Founder
Will Holmes Consulting
www.willholmesconsulting.com
You have been given an objective- Improve Sales! As the Manager, it is your responsibility to ensure success. Where do you start? We recommend that you consider the following:
1. Make certain that you clearly understand the objective and the measurements for success. What is it that you really need to do? How will you know that you have improved? Are you currently able to measure the right behaviors and right outcomes? Do any measurements exist? Do you need to create measurements and reporting?
These measurements, often called Key Performance Indicators or Performance Metrics, are your gauges for success. How do you know if you hit your objective or if you are successful? This is important. You will waste time and resources if you motivate staff to modify certain behaviors that have no bearing on what is really expected.
For example, you have been told to, "Improve Sales!" What does that mean? Quantity? Quality? Do you tell your staff to talk to more people or do you tell them to take more time with each prospect? Should they talk to more "high value" clients? Should they focus on upselling or referrals? Depending on your product or service, the answer may vary.
TIP: Using historical performance data and observation, you may be able to determine what best practices and techniques normally give the desired results. If you have no historical data, model your "best" agent and document what they are doing. Hopefully, their techniques can be used for developing standard operating procedures and training programs if they do not already exist. At a minimum, these techniques (if deemed proper) can be transcribed and shared in a Best Practices document with team members.
Maybe it's the total number of sales, or the average revenue per sale, or the average sales per agent... Have an honest discussion with the leaders in your organization and determine what measurements really show that the company's sales are improving. If you cannot measure it, you cannot improve it.
2. Once you and the organization have agreed upon the right measurements, examine your limitations. Do you have enough time and staff? Do you have adequate technology? How is your budget? Do you have money for incentives, rewards and recognition? Is this objective possible with the available resources?
We recommend that you present your team with a goal that is higher than what is expected by the organization. Why? Because unforeseen "things" will happen that you cannot control. Having that cushion will come in handy if the system goes down on the last day of the month. But be advised, no one celebrates failed attempts at unrealistic goals.
So, you must know your team's capabilities. How has their production historically been at this time of year? How is their morale? How much more effort is needed to hit this goal? What's in it for them?
If you do not have what you need, ask for it. It is better to determine that a goal is unrealistic before you get started. Later, it will be much more difficult to explain why you failed because of inadequate resources.
3. Once you have determined that you have adequate resources, break your big objective into little goals. For example, if you have one month to achieve the objective, figure out your weekly and daily goals for your team. If you set these milestones and monitor your progress, it will be easier to stay on track.
4. Meet with your team members separately. This should be prior to the team meeting where you plan to officially present the new team goal. Higher expectations presented in private "One on One" sessions with your staff members allow you to assess your staff's understanding of their perceived limitations. This is also your opportunity to make realistic, mutually agreed upon individual goals and push them to tap into their "discretionary effort."
Furthermore, this meeting allows you to get their "buy in" to the team and organizational goals. Once you have commitments from individual staff members, add those individual commitments up and you now have your team expectation. Also, take the time to address any resistance. These same questions will come up later in the group meeting, so address them now.
5. Schedule a group meeting and sit down with the team to explain the new team goal. Present any approved incentive programs and explain the importance of the initiative. By the end of the meeting, their individual goals should be aligned with that of the team and the organization. If your "One on One" sessions went well, you should have dealt with most objections during the sessions. Worst case, be prepared to quell any protests.
6. Give daily updates with recognition to those meeting the daily and weekly goals. Give special recognition to those exceeding the daily and weekly goals. Let them know that you are watching. Bring their attention to details like how many days are left in the week, in the month... How many more sales are needed today, this week... Give guidance.
7. Schedule standing meetings to discuss company updates, market trends and job specific best practices. Let the team share their successes and needs. Talk openly about ways to deal with certain objections or more efficient means for using the system. Let the "top producers" share their secrets for success. Foster an environment where people help one another, even if there is competition.
8. Be consistent in your feedback. When you see good behaviors, immediately recognize them for their efforts. If you see bad behaviors, check in and ask questions to determine what, if anything, needs adjustment. Always praise in public but discipline in private. For those not meeting the expectations, you should meet with them to determine the "blockers" that are hindering their performance. If more training is required, make time for it. If they need more attention, give it to them. Work with them to remove those blockers and reinforce the importance of the goal.
9. Do what is necessary to keep the team focused. Remove distractions whenever possible. Unforeseen difficulties will arise like system problems, bad weather and changes in the market. However, as their leader, you must work to remove obstacles, fix emergencies and keep the team on track.
10. Keep the morale high and show your team that you appreciate them. Do not be dismayed if you do not have a budget for rewards and recognition. A kind word from a trusted leader is valuable. Be creative and consistent. Keep spirits up and you will meet your goals.
If you have questions, feel free to contact us directly at contact@willholmesconsulting.com
by:
Will Holmes
Founder
Will Holmes Consulting
www.willholmesconsulting.com
You have been given an objective- Improve Sales! As the Manager, it is your responsibility to ensure success. Where do you start? We recommend that you consider the following:
1. Make certain that you clearly understand the objective and the measurements for success. What is it that you really need to do? How will you know that you have improved? Are you currently able to measure the right behaviors and right outcomes? Do any measurements exist? Do you need to create measurements and reporting?
These measurements, often called Key Performance Indicators or Performance Metrics, are your gauges for success. How do you know if you hit your objective or if you are successful? This is important. You will waste time and resources if you motivate staff to modify certain behaviors that have no bearing on what is really expected.
For example, you have been told to, "Improve Sales!" What does that mean? Quantity? Quality? Do you tell your staff to talk to more people or do you tell them to take more time with each prospect? Should they talk to more "high value" clients? Should they focus on upselling or referrals? Depending on your product or service, the answer may vary.
TIP: Using historical performance data and observation, you may be able to determine what best practices and techniques normally give the desired results. If you have no historical data, model your "best" agent and document what they are doing. Hopefully, their techniques can be used for developing standard operating procedures and training programs if they do not already exist. At a minimum, these techniques (if deemed proper) can be transcribed and shared in a Best Practices document with team members.
Maybe it's the total number of sales, or the average revenue per sale, or the average sales per agent... Have an honest discussion with the leaders in your organization and determine what measurements really show that the company's sales are improving. If you cannot measure it, you cannot improve it.
2. Once you and the organization have agreed upon the right measurements, examine your limitations. Do you have enough time and staff? Do you have adequate technology? How is your budget? Do you have money for incentives, rewards and recognition? Is this objective possible with the available resources?
We recommend that you present your team with a goal that is higher than what is expected by the organization. Why? Because unforeseen "things" will happen that you cannot control. Having that cushion will come in handy if the system goes down on the last day of the month. But be advised, no one celebrates failed attempts at unrealistic goals.
So, you must know your team's capabilities. How has their production historically been at this time of year? How is their morale? How much more effort is needed to hit this goal? What's in it for them?
If you do not have what you need, ask for it. It is better to determine that a goal is unrealistic before you get started. Later, it will be much more difficult to explain why you failed because of inadequate resources.
3. Once you have determined that you have adequate resources, break your big objective into little goals. For example, if you have one month to achieve the objective, figure out your weekly and daily goals for your team. If you set these milestones and monitor your progress, it will be easier to stay on track.
4. Meet with your team members separately. This should be prior to the team meeting where you plan to officially present the new team goal. Higher expectations presented in private "One on One" sessions with your staff members allow you to assess your staff's understanding of their perceived limitations. This is also your opportunity to make realistic, mutually agreed upon individual goals and push them to tap into their "discretionary effort."
Furthermore, this meeting allows you to get their "buy in" to the team and organizational goals. Once you have commitments from individual staff members, add those individual commitments up and you now have your team expectation. Also, take the time to address any resistance. These same questions will come up later in the group meeting, so address them now.
5. Schedule a group meeting and sit down with the team to explain the new team goal. Present any approved incentive programs and explain the importance of the initiative. By the end of the meeting, their individual goals should be aligned with that of the team and the organization. If your "One on One" sessions went well, you should have dealt with most objections during the sessions. Worst case, be prepared to quell any protests.
6. Give daily updates with recognition to those meeting the daily and weekly goals. Give special recognition to those exceeding the daily and weekly goals. Let them know that you are watching. Bring their attention to details like how many days are left in the week, in the month... How many more sales are needed today, this week... Give guidance.
7. Schedule standing meetings to discuss company updates, market trends and job specific best practices. Let the team share their successes and needs. Talk openly about ways to deal with certain objections or more efficient means for using the system. Let the "top producers" share their secrets for success. Foster an environment where people help one another, even if there is competition.
8. Be consistent in your feedback. When you see good behaviors, immediately recognize them for their efforts. If you see bad behaviors, check in and ask questions to determine what, if anything, needs adjustment. Always praise in public but discipline in private. For those not meeting the expectations, you should meet with them to determine the "blockers" that are hindering their performance. If more training is required, make time for it. If they need more attention, give it to them. Work with them to remove those blockers and reinforce the importance of the goal.
9. Do what is necessary to keep the team focused. Remove distractions whenever possible. Unforeseen difficulties will arise like system problems, bad weather and changes in the market. However, as their leader, you must work to remove obstacles, fix emergencies and keep the team on track.
10. Keep the morale high and show your team that you appreciate them. Do not be dismayed if you do not have a budget for rewards and recognition. A kind word from a trusted leader is valuable. Be creative and consistent. Keep spirits up and you will meet your goals.
If you have questions, feel free to contact us directly at contact@willholmesconsulting.com
Sunday, July 4, 2010
10 Tips on Building Rapport
Quick Tips on Building Rapport
1. Ask the person questions about themselves.
2. Focus your conversation on what they like or on what concerns them.
3. Find things in common and comment on them.
4. Be open to their opinions.
5. Find common ground with their ideals.
6. Be interested in what they say.
7. Let them know you are listening.
8. Tell them that you are interested in helping them.
9. Compliment them on their insights.
10. Make yourself available to help them in the future.
"When creating a new relationship in person or over the phone, it is important to try and build a bond or friendly relationship based on commonalities, trust, and a sense that you understand and share each other's general concerns. Show them that you want to help them. Make them feel comfortable and they will want to trust you."
For more information, contact us!
- Will Holmes
1. Ask the person questions about themselves.
2. Focus your conversation on what they like or on what concerns them.
3. Find things in common and comment on them.
4. Be open to their opinions.
5. Find common ground with their ideals.
6. Be interested in what they say.
7. Let them know you are listening.
8. Tell them that you are interested in helping them.
9. Compliment them on their insights.
10. Make yourself available to help them in the future.
"When creating a new relationship in person or over the phone, it is important to try and build a bond or friendly relationship based on commonalities, trust, and a sense that you understand and share each other's general concerns. Show them that you want to help them. Make them feel comfortable and they will want to trust you."
For more information, contact us!
- Will Holmes
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