Leadership and Key Account Management Programme
Session 1 – Managing and understanding yourself It’s vital to understand yourself. In particular, we need to understand what we’re good at and the skills we can bring to our organisation. Likewise, it’s important to know our behavioural preferences – i.e. which situations and people bring the best and worst out of us, and what we need to work on.
The session includes:
• Self-assessment of skills to benchmark strengths in leadership and management and areas for development
• Administration of a Myers Briggs Type Indicator (MBTI) psychometric profiling tool to identify behavioural preferences (energy, process of information, decision-making and approach to deadlines) to help them understand themselves better, their contribution to the management team / organisation; seeing the world from others’ perspective; how to manage people of different behavior preferences; and how their behaviour may affect others
• Discussion of characteristics of a leader and how to ‘role model’ the right behaviours
• Identify preferred leadership style and when and how to adopt a range of leaderships styles (telling, selling, participating and delegating) to get the best out of people and leadership situations • Managing people through periods of change (confusion, denial, anger, negotiating, depression, testing and acceptance) and how to implement change effectively
Session 2 – Managing teams and developing effective relationships People are the most important resource any organisation, as their performance underpins the success of your organisation. People like working for people they like and who are most like them. It’s crucial to develop people skills to manage people and develop successful working relationships.
The session includes:
• An audit of your team to identify strengths and areas for development
• Development and presentation of team organogram to help discuss what is working well, challenges and how to encourage collaboration between departments
• Key skills practise to performance manage – having difficult conversations, ‘constructive honesty’ feedback, motivation, building rapport, objective setting, questioning and listening.
• How to use the GROW coaching model to maximise impact of personal development reviews, coaching sessions and ad hoc one-to-ones
• Personal Development Reviews – what are the benefits; how to prepare and manage the meeting; how to motivate; discipline and grievance management; and how to set objectives and plan future development
• Administration of 360º tool to gain feedback from colleagues on ‘open’, ‘hidden’ and ‘blind spots’
• Group exercise to practice new team working and interpersonal skills learned
Session 3 – Managing key tasks and running the business Most of us find that we never have enough time. Increasingly we are asked to do a lot more with the same or even fewer resources, so we need to find ways to work smarter and not harder to ensure our key tasks get done and get done well.
The session includes:
• Business Plan review – where are we, where do want to be and what do we need to do to get there.
• Setting SMART goals and actions for the Management and wider team
• Techniques for managing and controlling your workday (Time Thieves, Time Logs, Planning, Prioritising, Consolidating tasks, Multi-tasking and Procrastination)
• What is innovation, how to foster innovative thinking and how to have the confidence to present new ideas and ways of doing things better, faster and cheaper
• Benefits and how to delegate (who to, what, when and how)
• Identify a range of problem solving and decision-making techniques
Session 4 – Consultative Selling and Key Account Management (Part 1) Sales call – Phase 1 Getting Information
• Making introductions and scoping the purpose of the meeting
• Building rapport to put clients at ease and develop working relationships
• Avoiding sellers traps and why we need to ask questions (probe – listen – probe some more)
• Asking questions to uncover ‘background’, ‘pains’ and ‘dreams’. Helping customers to understand the extent of the problem; impact on processes, other departments, processes, plans and budgets
• Questioning skills – Practical exercises of building a portfolio of great questions to ask, role play and demonstrations of how different types of questions can be used to progress the sales process. • Active Listening and note taking
Sales call – Phase 2 Giving Information
• Convert features into benefits and close more sales
• Presenting your offer persuasively using benefit statements aligned to customer needs
• Develop a process to create unique benefit statements to motivate customers to buy
• Understand customer types and when and how to adapt working style to get the best out of different people and sales situations
Session 5 – Consultative Selling and Key Account Management (Part 2)
Sales call – Phase 3 Getting commitment
• Understanding the decision-making process – who is involved, timescales, procurement process, evaluation criteria
• Competitor Analysis and planning for potential strengths, weaknesses, opportunities & threats • Resolving concerns and uncertainties
• Understanding the different types of objections and how to pivot to your advantage
• Closing the sale and techniques • Sales Funnel and improving conversion rates Account networking and navigation
• Talking to the right people, about the right things and at the right time
• How to widen the contact base within an organisation and not become “stuck” within the boundaries of the immediate contact.
• Delivering excellent customer service to encourage referrals and repeat business
• What activities can we undertake to maintain customer relationships
• Developing a contact schedule to keep in touch with our Customer Portfolio