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http://eloisetzimas.com INSPIRE - EDUCATE - TRANSFORM Thu, 28 Jun 2018 06:06:21 +0000 en-US hourly 1 https://wordpress.org/?v=5.8.2 http://eloisetzimas.com/wp-content/uploads/2018/10/cropped-Step-Change-7-32x32.png http://eloisetzimas.com 32 32 The bottom-line goal of Sales Skills Development is to grow revenue http://eloisetzimas.com/the-bottom-line-goal-of-sales-skills-development-is-to-grow-revenue/?utm_source=rss&utm_medium=rss&utm_campaign=the-bottom-line-goal-of-sales-skills-development-is-to-grow-revenue http://eloisetzimas.com/the-bottom-line-goal-of-sales-skills-development-is-to-grow-revenue/#respond Thu, 28 Jun 2018 06:06:21 +0000 http://eloisetzimas.com/?p=1669 That’s what selling is mostly all about. There are many ways to go about growing revenue and/or improving margins. When considering building capability of your sales team through a learning initiative, then here are some key tips to get the best outcomes of your sales learning initiatives, workshops or modular programmes to help grow revenue. […]

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That’s what selling is mostly all about. There are many ways to go about growing revenue and/or improving margins. When considering building capability of your sales team through a learning initiative, then here are some key tips to get the best outcomes of your sales learning initiatives, workshops or modular programmes to help grow revenue.

 

Before activating any sales skills development programme, the first step is to understand what you want to achieve. What is your goal? Make it a quantitative and qualitative in the areas you want to grow revenue and/or improve margins.

For example, are you going to achieve revenue growth by expanding your existing accounts, or bringing in more new clients, or increasing the average size of sale? Once you understand your goal and the details, you can determine which skills development solutions will lead you to your desired results. Don’t forget to add “mindset” as part of a change initiative and learning programme.

Here are five areas that could be your “focused objectives” when investing in developing your sales team and a programme. The areas below can be measured and a return on investment easily identified!

1. Growing current accounts: One of the most profitable ways to grow revenue is by selling more to existing accounts. It sounds obvious, but most companies don’t put an emphasis on this. In fact, research indicates 76 percent of companies believe they should be generating at least 25 percent more revenue from their key accounts. This represents a huge opportunity for most sales people. Organizations can turn these opportunities into account growth reality by obtaining the right knowledge, skills, tools, and action plans. Consider how many additional revenue opportunities are sitting within existing accounts that your sales team could be maximising.

Does your strategic plan and sales skills learning programme cater to maximising revenue opportunities within existing accounts or clients?

Action: Ask your sales team at your next meeting to think of one account and brainstorm where additional opportunities are. Think about market conditions in your industry, what are the current changes occuring in the markets that could impact change in your customers business and that might offer additional revenue opportunities in the medium to long term.

2. Increasing the size of opportunity: While growing your existing accounts can help boost your sales, there are other ways to do this as well. For instance, sales people can use more effective strategic questions during their discovery phase to uncover the buyers challenges and current problems.

When you have a clear understanding of a new client or customer opportunity you then need to be super-strong on building massive value around products or services you offer. Ensure your sales team have mastered the art of ” effective questioning” to uncover the broader set of needs/challenges, opportunities and then align with your solution offering.

Does your learning programme cater to mastering the art of asking “quality questions” to ensure “quality outcomes”?

3. Improving your win rate: Maybe you have a strong pipeline, but you’re not winning as often as you should. Perhaps your sales team are getting outsold by stiff competition or getting a “no-decision”. When talking to prospective clients, your sales team can increase sales by answering these questions in the context of the customer: why act, why now, why us, and why trust.

Action: Ask your sales team at your next meeting….. to reflect and brainstorm the four questions in the context of a prospective customer: Why act? Why now? Why us? Why trust us?

4. Bringing in new business: Although growing existing accounts is typically one strategic priority for sales leaders, bringing in new clients is equally important. Growth is achieved by bringing in new business. To win, your sales team must possess stellar prospecting and networking skills, know that they need to fill their pipeline with qualified leads, improve their discovery skills, and lead better sales conversations.

Does your learning programme develop skills that fill the pipeline with new prospects?

5. Negotiation skills: Are your sales people getting frustrated with constant knock backs on price? Are buyers spending too much time asking for discounts, better deals. Your sales team need to know how to negotiate when they’re pressured on price, delivery or service. The easy thing to do is to just give the buyer what they want and many sales teams do….. give in right? Sales people need to learn effective negotiation skills to ensure fair play so that each party create a win:win outcome.

Mastering negotiation skills is critical to sales success.

Within each of these areas are a number of skills your sales team need to continually develop and master, even those who have been in sales for a number of years. Client demands change, market trends change, political landscapes change, technology changes impact everyone and therefore your team need to be exposed to regular learning initiatives to refine and develop new approaches and thinking.

Ok so once you’ve established your goals for a particular training initiative, it’s time to decide how you’ll measure the program’s success.

Five Leading Indicators of Success

It’s also important to consider leading indicators of success. These measures indicate whether you’re on the right track with your learning initiative. Here are five indicators to monitor:

  1. Qualitative feedback: Get feed back about the training and observe changes in sales behaviour.
  2. Short to Medium term increase in activity: If the learning event itself isn’t relevant and tailored to the business and engaging it’s a good indicator that the initiative isn’t going to be successful. Results show up in the first 2 – 4 weeks of any learning initiative…. get a sense of this by spending time in the field with your team or monitoring metrics. Successful workshops aren’t the “magic pill” for behavioral change, a sales leader has to be involved to coach and provide feedback in field.

Why point 2 is important: over 75% of learning will be forgotten within 10 days

  1. Pipeline growth: The first indicator of success is pipeline changes. Whether it’s adding more new opportunities, larger opportunities, more opportunities with existing accounts, or decresed sales closing cycles, tracking changes in your pipeline can reveal whether or not you’re moving in the right direction.
  2. Post-learning engagement: Ensure your learning initiatives include reinforcement, such as virtual instructor-led webinars, e-learning, video bites, simulations, and coaching(as indicated above). Tracking your sales team engagement with reinforcement activities can indicate whether or not they retained the knowledge and if they’re changing behaviors.

Even initiatives that have well-defined goals, are focused on the right topics, and receive top ratings can fail. The companies that get the best results from sales learning initiatives focus on two areas that can significantly boost results:

Effectiveness of sales leaders: One of the greatest leverage points in sales success is the effectiveness of sales leaders. Leaders can boost the success of any learning by maximising motivation, re-inforcing learning at team meetings, hold their sales team accountable.

  • Sales culture: A culture that supports sales motivation and achievement can be a real game-changer for your sales results.

As you develop your sales learning initiative, you must first define where you want to go and which metrics you need to move the needle. Then, track the leading and lagging indicators and adjust. With a clear path and goal, and a culture supported by sales leadership to get there, you set the stage for the best revenue and margin growth possible.

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In a business world that is facing continued disruption, changes and challenges, how do Leaders succeed? http://eloisetzimas.com/in-a-business-world-that-is-facing-continued-disruption-changes-and-challenges-how-do-leaders-succeed/?utm_source=rss&utm_medium=rss&utm_campaign=in-a-business-world-that-is-facing-continued-disruption-changes-and-challenges-how-do-leaders-succeed http://eloisetzimas.com/in-a-business-world-that-is-facing-continued-disruption-changes-and-challenges-how-do-leaders-succeed/#respond Mon, 21 May 2018 03:13:31 +0000 http://eloisetzimas.com/?p=1427 I work with leaders and teams in business and it is becoming increasingly apparent that there is a need for emerging and existing leaders to master new skills and mindset due to a rapidly increasing change the business world is going through. Technological advancements create disruptions, businesses and corporations are becoming leaner and flatter, new […]

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I work with leaders and teams in business and it is becoming increasingly apparent that there is a need for emerging and existing leaders to master new skills and mindset due to a rapidly increasing change the business world is going through. Technological advancements create disruptions, businesses and corporations are becoming leaner and flatter, new technologies impacting the workforce, diminishing centralised functions and challenges working in highly competitive markets with remote teams.

The role of a leader is evolving and changing. Technology continues to advance our ability to process, automate and connect. Social demands from workers are stronger, work/life balances is critical for the millennial generation. Fathers are now taking “parental leave”. Social and networking communities and tribes are increasing creating social and commercial change in how collaboration and innovation.

So how do we enable leaders today to build a thriving community of engaged and inspired employees?

Firstly, leaders need to recognise the importance of their people. There role is to support their employees to be successful. When leaders make their people their priority their behaviours align to creating a positive culture by encouraging, acknowledgment, effectively communicating, coaching and influencing.

Another observation I have noticed is how leaders tend to continue to focus “what I am doing” ie: the job, tasks, function, processes and so on. As opposed to reflecting on who I am being as a leader in my relationships with my employees, peers, stakeholders and customers.

Leaders need to bring to life their vision and/or purpose and walk their talk.

At a recent client meeting with a Leader, I suggested reviewing their team purpose (as a Leadership team) in an up and coming Leadership session I am facilitating. The leader stated.. “oh yes its on our wall and I cant remember it”!!

Leaders influence and role-model through behaviours that can demonstrate how they value their employees. There are 8 essential qualities, attributes and values that positively impact success. Check out my article on the “8 Essential Qualities of High Performing Leaders”, Unlock the secrets on the essential qualities of a high performing leader.

Leaders who are enabled and empowered to thrive in tomorrows world with the right skillset and mindset will become the masters of agile leadership, can self adapt through hightened self awareness, be courageous and have their voice heard in the face of challenge and disruption and be responsive through adopting new ways of working.

As Simon Sinek, Richard Branson and other global leaders commonly state…

” Leaders must be passionate about people, put people first and the money will grow”.

Here’s why and how leaders will succeed in tomorrow’s world.

  1. Leaders are aware they influence and create the environment in which employees feel safe. Master Influencing Skills
  2. Leaders understand their work purpose is to see others succeed first and then focus on the financial metrics?
  3. Leaders ask their team to align to a vision and asks everyone to agree to a “meaningful purpose” for work they do fostering an inspired tribe.
  4. Leaders “self reflect” and ask the important questions. “How can I do better as a Leader?” How can I be more effective?” “What behaviours do I want to change for a positive outcome?” “How can I adapt to allow myself to still have powerful, positive relationships with my peers, stakeholders, customers, employees during challenging and disruptive times.
  5. Leaders understand that regular “self reflection”, personal and professional development speeds up success and results.
  6. Leaders lead their teams by asking a powerful question…..“How can I help you to become more successful?”
  7. Leaders understand they need to master “Communication, Coaching and Influencing” Skills.
  8. Leaders implement effective systems, are organised with their own and their teams disciplines, business or team rhythm and rituals on a daily basis. Resulting in building strong, positive and powerful daily habits.
  9. Leaders have clarity of their priorities, performance expectations of themselves and their people.
  10. Leaders recognise the importance of creating a “culture, as a brand” for their employees that is positively recognised and valued by others in the organisation or other businesses.

 

 

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10 Leadership Lessons from Inspiring Leaders in History http://eloisetzimas.com/10-leadership-lessons-from-inspiring-leaders-in-history/?utm_source=rss&utm_medium=rss&utm_campaign=10-leadership-lessons-from-inspiring-leaders-in-history http://eloisetzimas.com/10-leadership-lessons-from-inspiring-leaders-in-history/#respond Mon, 23 Apr 2018 08:53:05 +0000 http://eloisetzimas.com/?p=1415 Whether at home or at the workplace or in pursuit of our passion, we all want to become better leaders. But what does it take to get there? What allows great leaders to overcome hardship, build great teams and innovate radical solutions to challenging situations? Often, the best lessons can be learned from history. All […]

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Whether at home or at the workplace or in pursuit of our passion, we all want to become better leaders.

But what does it take to get there? What allows great leaders to overcome hardship, build great teams and innovate radical solutions to challenging situations?

Often, the best lessons can be learned from history. All great leaders throughout history share common characteristics and attributes that not only made them unique, but also helped them lead great movements with innovative ideas. These individuals were not born leaders; they developed leadership habits and followed the inspiring example of those that came before them.

We can develop and foster the habits of leadership within our own lives too. As aspiring leaders, it is critical that we take the time to reflect and assess our own perspective, capabilities and habits.

Here is a look at some of the greatest leaders of our time and some of the characteristics that make them great.

1. Powerful Persistence – Abraham Lincoln

“Always bear in mind that your own resolution to succeed is more important than any other.” ~ Abraham Lincoln.

As the 16th President of the United States, Abraham Lincoln is most celebrated for his role in keeping the nation together during the Civil War and signing the Emancipation Proclamation, which helped to end slavery in the United States. His leadership exemplified determination and is a reminder that great leaders must remain persistent, even when others do not believe in your vision as a leader.

2. Bold Courage – Sandra Day O’Connor

“In order to cultivate a set of leaders with legitimacy in the eyes of the citizenry, it is necessary that the path to leadership be visibly open to talented and qualified individuals of every race and ethnicity.” ~ Sandra Day O’Connor

In 1981, President Ronald Reagan nominated Sandra Day O’Connor as the first woman justice on the Supreme Court. During her 24 years on the bench, O’Connor served as the swing vote on a number of important cases for controversial issues like abortion, affirmative action, election law, sexual harassment and the death penalty. She serves as a powerful example for women in the legal profession and is a reminder that great leaders are not afraid to stand for justice, even when their peers do not agree with their beliefs.

3. Humble Sacrifice – Nelson Mandela

“I learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.” ~ Nelson Mandela

Nelson Mandela was a visionary leader who believed that forgiveness was more important that revenge. As the first South African president elected in fully democratic elections, he was his country move past an era of apartheid after serving almost 30 years in prison. His commitment to justice and peace, even after being imprisoned for so many years, is a reminder that great leaders must often sacrifice their personal comfort to accomplish their goals.

4. Creative Innovation – Eleanor Roosevelt

“The future belongs to those who believe in the beauty of their dreams.” ~ Eleanor Roosevelt

As the wife of Franklin D. Roosevelt, the 32nd President of the United States, Eleanor Roosevelt helped redefine the role of the First Lady. Eleanor not only participated in radio broadcasts, she also authored a daily syndicated column, held press conferences to discuss women’s issues and was an active supporter of civil rights policies and New Deal social-welfare programs. After President Roosevelt’s death, Eleanor continued her humanitarian efforts by helping to develop the Universal Declaration of Human Rights and UNICEF. Her ability to redefine expectations is a reminder that great leaders always look for opportunities to break the mold.

5. Brave Determination – Rosa Parks

“I have learned over the years that when one’s mind is made up, this diminishes fear; knowing what must be done does away with fear.” ~ Rosa Parks

Rosa Parks, an active member of the civil rights movement who marched on behalf of the Scottsboro boys and was a member of the NAACP, is best known for her act of refusal to give up her bus seat and comply with racists segregation policies in Montgomery, Alabama. Her defiance helped to inspire the Montgomery bus boycott and propelled the civil rights movement. Her willingness to stand her ground in the face of unfair laws is a reminder that great leaders do not allow their fear to overcome their purpose.

6. Valuable Networks – Oprah Winfrey

“Surround yourself with only people who are going to lift you higher.” ~ Oprah Winfrey

During a time when women were not readily embraced in the entertainment industry, Oprah Winfrey overcame humble beginnings to build an empire. Oprah Winfrey is best known for The Oprah Winfrey Show, which has won multiple Emmy Awards, is broadcast in 145 countries and has been called the most successful daytime TV program in history. She has also received Golden Globe and Oscar nominations for her role as Sofia in Steven Spielberg’s The Color Purple and launched her own network – OWN: The Oprah Winfrey Network – in January 2011. Her influence on culture by celebrating the success of others is a reminder that great leaders surround themselves with individuals who embody their values and are also striving for success.

7. Moving Beyond Comfort – Geoffrey Canada

“The tendency in lots of large organizations is to try and find a comfortable place where you think you can get measured rewards for measured work.” ~ Geoffrey Canada

A social activities and leader in the education sector, Geoffrey Canada has served as the president of the Harlem Children’s Zone in Harlem, New York and the Chairman of Children’s Defense Fund’s Board of Directors. Canada has been committed to improving our education system for over 25 years. His ability to challenge the outdated business model of public education and create new systems to reach urban students and their families is a reminder that great leaders challenge convention and push the boundaries of comfortable.

8. Leveraging Platforms – Bono

“Real leadership is when everyone else feels in charge.” ~ Bono

As the leader singer of the group U2, Bono leveraged his platform as a world renowned music entertainer to raise global awareness of critical issues like AIDS and poverty. He has persuaded global leaders to increase their support to the world’s poorest countries and enlisted the support of major corporations and brands through his ONE and (RED) campaigns. His ability to challenge the conventional expectations of music performers and entertainers and use his platform to address critical global issues is a reminder that great leaders leverage their platform to reach individuals outside of their normal circle and raise awareness of important issues.

9. Giving More, Taking Less – Angelina Jolie

“If I make a fool of myself, who cares? I’m not frightened by anyone’s perception of me.” ~ Angelina Jolie

Well known as an award winning actress in many popular movies, like Tomb Raider and Wanted and Salt, Angelina Jolie has distinguished herself by becoming a humanitarian and focusing much of her attention on how she can use her influence to give to others. She joined the UN’s refugee agency in 2001 as a goodwill ambassador and then as a special envoy, which has enabled her to take 50 field missions to countries like Iraq, Syria and Pakistan. She has used her global influence to bring attention to women rights issues in war-torn countries and other humanitarian challenges. Her ability to focus on how she can use her position of influence to give more to those in need is a reminder that great leaders give far more than they take.

10. Believing in a Vision – Jeff Bezos

“A company shouldn’t get addicted to being shiny, because shiny doesn’t last.” ~ Jeff Bezos

Jeff Bezos, the CEO of Amazon.com, is well known for his visionary insight, turning an idea about e-commerce that many did not understand 20 years ago into the worlds No. 2 most admired company with a market value hovering around $175 billion. But his vision is truly defined by his goals of transforming the way people purchase products, not simply to be an online merchant of books. With innovations at Amazon like Amazon Prime and Kindle Unlimited, along with his personal projects like Blue Origin, a human spaceflight company, and his purchase of The Washington Post, Jeff Bezos is continuing to re-imagine the way business will impact the way people communicate. His ability to imagine a future that we have yet to see is a reminder that great leaders believe in bold visions of he future.

Building new habits is not always easy.

Nevertheless, it is important to constantly seek opportunities to grow and strengthen our skills. As leaders, we must seek opportunities to build reinforcing habits that allow us to be more effective.

These leadership lessons are helpful reminders that can help us expand our influence, strengthen our organizations and advance our careers. What new habit can you begin building today?

 

Eloise Tzimas

StepChange

Leadership Mindset and Identity Development; Group Coaching, Workshop Facilitation

eloise1@xtra.co.nz

0800 288 488 (NZ only)

https://www.linkedin.com/company/stepchange-high-performance-coaching/

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The Biggest Kept Secrets To Increasing Employee Engagement As A Leader http://eloisetzimas.com/the-biggest-kept-secrets-to-increasing-employee-engagement-as-a-leader/?utm_source=rss&utm_medium=rss&utm_campaign=the-biggest-kept-secrets-to-increasing-employee-engagement-as-a-leader http://eloisetzimas.com/the-biggest-kept-secrets-to-increasing-employee-engagement-as-a-leader/#respond Tue, 17 Apr 2018 06:44:31 +0000 http://eloisetzimas.com/?p=1412 I walked into the office of a client and I could instantly feel a low level of energy and morale in the office. The air was thick with uncertainty, change fatigue and employees sitting in clustered groups of their functions, whilst other teams weren’t connected at all. The office energy was low with little talking, laughter or […]

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I walked into the office of a client and I could instantly feel a low level of energy and morale in the office. The air was thick with uncertainty, change fatigue and employees sitting in clustered groups of their functions, whilst other teams weren’t connected at all. The office energy was low with little talking, laughter or engagement with other employees. Does this sound familiar?

I began the discovery phase asking questions at focus groups; one on one interviews and interviewing leaders within the business.  As an outcome I was able to identify the biggest kept secret… And what was missing that resulted in low engagement and morale.

It was a great eye-opener. It became clear that everyone controls their attitude and engagement levels, individuals are responsible for their own level of engagement on a day-to-day basis. The only person controlling how you feel and think about the company is the individual employee.

However, by interviewing a number of individuals and groups, it was evident that the missing elements to achieving high levels of engagement were found not in how the individual approached their work, but more in the environment, atmosphere and spirit of the business set by the leaders.

So what are the key drivers that leaders can have an impact on to achieve increased levels of engagement and productivity? So what are the “secrets fir every Leader” to know creates strong employee engagement?

As a leader you create the environment that stimulates engagement from employees. A Leader does not have any control over how engaged an employee is directly.

A recent survey undertaken by Monster.com’s 2017 US Workforce Talent Survey of 6,000 employees showed the top 5 motivators of employees to be:

  1. Use of Skills and abilities, was ranked No.1 at 97%
  2. Respect and appreciation from their Leaders also ranked equal No.1 at 97%

2.Job Security ranked 2nd at 95%

  1. My Leader ranked 3rd at 92%
  2. Training ranked 4th at 91%

Performance Feedback (regular) ranked 4th equal at 91%

So what are the Top Secrets you need to know?

As a Leader you have a direct impact on creating an environment that fosters high levels of engagement, through the values you role model and the trust you build with your team, among other core leadership practices.

1.Autonomy: Human beings in general are motivated by making their own decisions and being in control of their life. Employee’s in a workplace can be motivated and build confidence through encouragement by their Leader to make decisions in their role where they can without having to check regularly with their Leader. Employees thrive in an environment that breed’s autonomy in roles where they have the ability to self-lead in their role.

2. Recognition and acknowledgement is an extremely important practice for leaders. A simple “thank you or well done” is all it takes; and yet I am still surprised by the lack of recognition given by leaders in some companies. Recognition could take many forms.

Here are 3 Tips:

a. Leadership team: the following question could be part of your team agenda when meeting on a regular basis – “Who can we recognize this week for a great work?” “What are the rewards for great effort”? Create some criteria around this and then begin to implement.

b. Increase responsibilities for employees whose performance exceeds company expectations, and who are hungry to be stretched and are ambitious.

c. Competitions: This is a great strategy to increase collaboration and engagement. For example: As the L&D project lead for one of my clients, we wanted to name a project and went out as a competition to every employee asking for submissions. We had a panel of judges (Working group) and chose the top 2. We then went back out to everyone with the top two and asked for their vote for their preferred name.  The winner received a reward.

Employees are enthusiastic and excited about what they do when they are recognized for their contribution to the success of the team or organisation.

3. Transparency: As a Leader, being transparent and consistently communicating changes, updates on projects, WIP and other business information, is essential to high engagement. Create an open and strong trusting relationship with your employees and wider organizational community. Even if you need to communicate bad news to your employees, what employees want is to know! Transparency builds trust and respect from employees, who in turn will stand by the company, continue to be productive in tougher times and be engaged in striving for business results.

4. Planning: I’m astounded at the low amount or no planning some Leaders engage in. I’ve seen Leaders drive their team without a tactical plan or strategy and if they have a plan it’s very vague and unclear. This typically results in confused and frustrated employees who don’t have clarity of purpose or direction and even more detrimental is this results in inconsistency in all areas of the business. As a leader spend time to design a strategy, create a plan and get the team involved. Communicating a draft plan and asking your team for their input ensures everyone feels they belong to the big picture and goals of the organization.

5. Engagement surveys: Ask your employees how engaged they are. No matter whether your company has 50 or 500 to 5000 employees.  Ask for improvements that can be made to increase productivity and outcomes. And take action.  This is the most effective practice that will ensure you 1. Understand how engaged your employees are, 2. What can be changed and improved on and 3. How effective your leadership team is in creating an environment that stimulates high engagement. Get an expert consultant in to set this up and then present the results.

6. Building relationships: Building employee trust and confidence in the company’s leadership team is a sure shot strategy for improving employee engagement. Employees who feel alienated or distant from day-to-day operations or strategic decisions are likely to be or become disengaged.

7. Discipline and Rhythm: Ensure you have a solid business rhythm in place.  How often do you commit to 5 minute stand-up meetings? When do you have “fun meetings” or “learning meetings”. How often do you recognize and reward? How often do you as a leader walk the floor?

8. Your leadership identity. Who are you BEING as a leader, as opposed to what you DO as a leader? Employees today want to be lead by a leader who is empathetic, caring, able to listen and receive without judgment, bias and who able to be lead and yet be vulnerable at the same time.

Eloise Tzimas

StepChange

Leadership Development; Group Coaching, Workshop Facilitation

eloise1@xtra.co.nz

0800 288 488 (NZ only)

https://www.linkedin.com/company/stepchange-high-performance-coaching/

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6 Must Know Secrets For Leaders – Building A “High Performing” Team http://eloisetzimas.com/6-must-know-secrets-for-leaders-building-a-high-performing-team/?utm_source=rss&utm_medium=rss&utm_campaign=6-must-know-secrets-for-leaders-building-a-high-performing-team http://eloisetzimas.com/6-must-know-secrets-for-leaders-building-a-high-performing-team/#respond Thu, 12 Apr 2018 09:57:14 +0000 http://eloisetzimas.com/?p=1406 Just assembling a group of people together does not make a team. Generally, positive team experiences are a rarity. If you have been part of a high performing team, you are probably waiting to replicate the same team situation. The way to building a high performing, predictable team is to understand the common characteristics of […]

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Just assembling a group of people together does not make a team. Generally, positive team experiences are a rarity. If you have been part of a high performing team, you are probably waiting to replicate the same team situation. The way to building a high performing, predictable team is to understand the common characteristics of teams that consistently achieve exceptional results.

Create a common vision and purpose

The purpose of the team should be clear, common, and compelling. If the purpose is vague and undefined, the team will be left trying to figure out what success is supposed to look like and are unlikely to be misaligned.    A common purpose holds the team together even during turbulent times that are inevitable. A clear purpose gives people reason to commit and engage. Creating this alignment to the common purpose is one of the most important roles of leadership. There are four essential conditions for team alignment.

An effective leader will ensure the team are clear of:

  • The benefits of alignment for the whole team
  • Team purpose and goals are relevant to the needs of the team
  • Team goals that are valuable for everyone and aligned to the business goals
  • Team goals should be achievable and realistic

Clear roles: Every team member is clear of their own role as well as the role of other team members. Achieving clarity in goals is possible through discussion, effective communication and collaboration.

A Competent leader: To be a high performing team, as a  competent leader needs to have a vision, commitment and effectively communicates with leadership presence that commands respect and trust from the team.   Refer to our previous articles on the Qualities of a High Performing leader for further information.

Leadership mindset: There are five qualities that make up the mindset of good leaders.

  • They appreciate the intelligence of other team members
  • They use the diversity among team members as a strength
  • They see team leadership as an opportunity to serve the team
  • They see power as something to be shared
  • They understand that teams are achieving a team goal

A leader will engage the team in effective processes: All teams effectively use processes in place for solving issues, making decisions and collaborating.  High-performance teams can work together to identify, map, and then perfect their processes as they go. They constantly evaluate the effectiveness of key processes, asking questions such as:

  • What are we doing?
  • What are we learning?
  • How can we do it better?

Strong relationships: A leader can foster building strong relationships with their team members through engaging in effective conversations that creates a collaborative work environment. A leader sets the scene as the environment that commands respect, understanding, courtesy and trust.

Communication: A leader also sets the scene to ensure rapid, clear, timely, accurate communication is a characteristic of his or her team. High-performance teams waste very little time on misunderstanding or confusion.

 

Eloise Tzimas

StepChange

Leadership Development; Group Coaching, Workshop Facilitation

eloise1@xtra.co.nz

0800 288 488 (NZ only)

https://www.linkedin.com/company/stepchange-high-performance-coaching/

 

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7 Must-Do Tips For Leaders when Conducting OTJ training http://eloisetzimas.com/7-must-do-tips-for-leaders-when-conducting-otj-training/?utm_source=rss&utm_medium=rss&utm_campaign=7-must-do-tips-for-leaders-when-conducting-otj-training http://eloisetzimas.com/7-must-do-tips-for-leaders-when-conducting-otj-training/#respond Tue, 10 Apr 2018 11:34:36 +0000 http://eloisetzimas.com/?p=1393 Often organizations invest huge amounts in training and development and yet fail to show the expected results. Here are 7 tips to successfully deliver on the job training lead by a leader.  These will help support your employee learning experience to be more effective and easily transferable.  Situations where on the job learning occurs could […]

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Often organizations invest huge amounts in training and development and yet fail to show the expected results.

Here are 7 tips to successfully deliver on the job training lead by a leader.  These will help support your employee learning experience to be more effective and easily transferable.  Situations where on the job learning occurs could be an upskill, transition to a new role, new company learning initiative, new systems or processes being implemented.

Check these tips out, preparation is key to any success.  Apply when applying learning with an individual and notice the difference in employee engagement, application and effectiveness of learning outcomes.

Tip 1 – An employee’s development areas are treated as a learning opportunity.

There are different approaches dependent on the context of the learning required. Before assigning an employee to undergo any learning intervention, completing a needs analysis is always effective to determine the specific need  and learning approach for employee development. This can give you clarity of the right approach, their preferred learning style and most effective process for the employee.

It may be a classroom training, on the job coaching, a cohort experiential group or an assignment that best provide the opportunity for learning.   If you find that an employee is not able to perform on the job, determine whether they have the time and tools needed to perform the job.

Have the right expectations been set for the employee? Find out whether the employee is the right fit for the role. I find often when using the Extended DiSC profiling tool to determine learning approaches and strengths, it can at times provide insight that the person and the role are not a match.   This can be cause problems from the outset of a new person in a role is they are not fit for purpose.

Tip 2 – Ensure that you have a list of skills or capabilities that the employee understands they are learning and will be assessed on after the learning.

Tip 3 – Create a context for learning.

It is important to let the employee know why the new skills or skill enhancement is necessary. The employee needs to be made aware of the link between the learning and their job. If the employee recognizes the link, they will engage more with the learning and ultimately the specific outcomes of the learning are accomplished.

“Stretch assignments are the most powerful individual development activities”.

Tip 4 – A learning initiative needs to be relevant to the skills or knowledge the employee can immediately apply in their role.

A better outcome of implementation and sustainability of a learnt skill is more effective when designed to meet the employee needs. Identify strong learning leaders in your business who can coach or facilitate new or existing employees or alternatively look at providers who can customize their offerings to match your specific needs.

Tip 5 – All learning must have measurable and specific objectives and outcomes.

As a leader, when training on the job, the delivery works best when designed in such a way that it has clearly stated objectives with measurable outcomes.

Make sure that the learning outcomes can be measured post learning.    Assessment can be undertaken in a number of ways relevant to the situation.  They can be online quizzes, questionnaires or observation of application by a mentor, learning leader or assessor.  A rating scorecard can be effective in providing coaching and performance feedback.

Tip 6 – The employee will be more prepared and less apprehensive if they are briefed on the training session.

This helps to reduce anxiety about trying something new. This will also allow the employee to focus on the training rather than the discomfort factor.  Pre-learning activity such as reading or reflective exercises in advance of the session encourage the learner to consider their approach in the learning and implementation phase.

Tip 7 – People Leaders have many hats to wear.

Using the fundamental skills and models available to leaders; such as coaching, (G.R.O.W.) facilitating, giving feedback models, using effective language that inspires and encourages; communication;

As a leader you will set up an environment in which the employee can apply the learning skills and behaviours, feel confident, supported and valued by their leader and company.

 

“People are motivated to learn when they see relevance to their real-life situations and are able to apply what they learned as “

Final  tip…. Reward and recognise achievement.   It’s essential to provide rewards and recognition on successful completion and application of any learning

Eloise Tzimas

StepChange

Leadership Development; Group Coaching, Workshop Facilitation

eloise1@xtra.co.nz

0800 288 488 (NZ only)

https://www.linkedin.com/company/stepchange-high-performance-coaching/

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How To Create A Learning Culture Through Leaders http://eloisetzimas.com/how-to-create-a-learning-culture-through-leaders/?utm_source=rss&utm_medium=rss&utm_campaign=how-to-create-a-learning-culture-through-leaders http://eloisetzimas.com/how-to-create-a-learning-culture-through-leaders/#respond Thu, 05 Apr 2018 05:56:43 +0000 http://eloisetzimas.com/?p=1307 Transform your leaders and/or managers into effective high performing coaches! Traditionally, coaching has been treated as part of leadership development program. However, there has been a shift towards integrating coaching with talent management processes and making it a foundation for corporate culture. For instance, when coaching is used as part of talent management processes such […]

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Transform your leaders and/or managers into effective high performing coaches!

Traditionally, coaching has been treated as part of leadership development program. However, there has been a shift towards integrating coaching with talent management processes and making it a foundation for corporate culture.

For instance, when coaching is used as part of talent management processes such as recruiting, it ensures that those who are hired will serve as role models for growing a coaching culture within the organization.

There is substantive evidence today, that a coaching culture increases employee engagement, job satisfaction, employee motivation, and teamwork.

Despite this, most companies struggle to understand how they mightlaunch a coaching program in the workplace. If you’re looking at creating a coaching culture in your business, what are the key steps you need to take?

Step 1: Ensure that leaders and managers can act as coach role models and are exposed to having a coach and the tools to coach their team.

Step 2: Combined coaching results with business outcomes, as evidence shows a direct link of increased engagement, productivity, wellness and revenue in the workplace as an outcome of a coaching culture.

Step 3: Coach senior managers on how to create a coaching culture

Step 4: Recognize and reward coaching behaviour

Step 5: Link coaching with people-management processes, responsiblities and potentially ker performance metrics

Step 6: Move away from a blame-free culture

Step 7: Integrate and formalize your own internal coaching process that all leaders use and can be used for peer to peer coaching

Step 8: Integrate informal coaching with day-to-day processes

The first step in this plan is to select the right people to create a coaching culture. These leaders and managers should be able to serve as role models for your approach to building a coaching culture.

As you lead a strategic coaching initiative, you need to outline the business case for the initiative. Ideally, creating a coaching culture should be viewed as a business initiativerather than just as a people initiative.

The second step is coach senior leaders on how to create a cultural change. Coaching allows the leaders to gain insights into the change process and provide feedback on the progress that’s been made.

The next step is to offer recognition for promoting behaviour that is aligned to your coaching culture approach. As employees change their behaviour to be more in line with the emerging coaching culture, it is important to reinforce these behaviours through communications and recognition activities. You should attempt to focus on people who exemplify the desired behaviour and highlight the positive results generated by these new behaviours.

Coaching needs to be better integrated with peopleprocesses such as learning and development and talent management in order to get recognized within the organization.    Creating a coaching culture is not merely another training activity. Just by training people, you cannot create a coaching culture. You need to zero in on the right people and invest in their development.

The next step is to create a blame-free culture where risk and errors are treated as part of the learning process. This ensures that people are willing to embrace a new culture since they are not afraid of making mistakes.  Understand the power of above and below the line and embed through coaching behaviours and mindset that sits above the line.

This step is to create a formal coaching process where employees can choose their own coach and the coach looks after the coachee’s confidentiality. Part of the process is to schedule meetings regularly between the coach, coachee and the coachee’s manager. The coach and the coachee will then work to draw up the confidential personal goals required for the coachee to achieve the business results.

The final step is to integrate informal coaching in day-to-day work. This helps people feel safe to take on risks, challenge and support each other, engage in healthy conflict and function as a single and creative unit.

The most outstanding feature of this plan is to view coaching culture as a business initiative instead of seeing it only as a learning and development initiative. Coaching is most definitely not a training exercise. You only need to examine the outcomes and benefits of a coaching culture to see that the rewards for achieving this culture will be well worth the investment.

Eloise Tzimas
StepChange
Leadership Development; Group Coaching, Workshop Facilitation
eloise1@xtra.co.nz
0800 288 488 (NZ only)

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Increase Employee Performance And Profits In 90 days http://eloisetzimas.com/increase-employee-performance-and-profits-in-90-days/?utm_source=rss&utm_medium=rss&utm_campaign=increase-employee-performance-and-profits-in-90-days http://eloisetzimas.com/increase-employee-performance-and-profits-in-90-days/#respond Wed, 04 Apr 2018 16:40:53 +0000 http://eloisetzimas.com/?p=1297 Follow the 5 Laws of Coaching listed below and you’ll recognize that coaching is likely the most effective way to build employee engagement, skills, motivation, performance and profits. While there are other ways to build skills, such as external or internal training, most of them will require a significant level of resources. The resources required […]

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Follow the 5 Laws of Coaching listed below and you’ll recognize that coaching is likely the most effective way to build employee engagement, skills, motivation, performance and profits.

While there are other ways to build skills, such as external or internal training, most of them will require a significant level of resources. The resources required may be an investment in time, money or more frequently both. When delivering training, coaching can be seen as a vital component of embedding new behaviours and skills in the workplace, post training.

Coaching when you know how to do it properly, can take you only a few minutes of your time and requires no additional resources or money invested in it.

Coaching is in fact quick and easy to do — once you know how. Of course, there are some traps you want to avoid. Like any skill, coaching can be improved through experience and effort. But once you decide to begin coaching your people your coaching skills — and the results you see — will improve rapidly.

So what is coaching? “Coaching is a conversation”. It’s that simple!  It’s so effective when applied regularly with your sales people, contact centre frontline employees, support team, and other stakeholders that you may engage with.

• Coaching is about conversations and human beings.

• Coaching is about connecting with your employee at a deeper level.

• Coaching is about empowering, engaging and supporting your employee to success.

• Coaching is about inspiring people to be their best.

• Coaching is also about having courageous conversations with employees to get them back on track.

So many leaders confuse coaching with mentoring, or performance management, or coaching is only used for underperformers.

That’s not true. During my 15 years of coaching clients and designing coaching programs for teams and organisations, coaching has been misunderstood.

There are four key conversations you can have with your employee:

1. Coaching conversation for high performance

2. Coaching conversation for under performance to get back on track

3. Coaching conversation on the job – in the moment coaching

4. Courageous coaching conversation for low-engaged employees

Now that we’ve established that coaching is a conversation, let’s look at the how.

Again this is simple, use a model that assists with the conversation, there are various model to use, dependent on the conversation you’re having, but here’s a model I have used, especially when encouraging a step change in performance and results with an employees.

It’s a coaching Conversation Model. Each step uses a series of questions that take you to the next step.

The following explains each part of the model. The Coaching Conversation Model:

1. Establish Focus. – Objective of coaching session, or agreed outcome.

2. Discover possibilities – Exploring possible pathway to the outcomes

3. Plan the Action – Of all the options what’s most compelling to take action on.

4. Remove the barrier – what could get in the way

5. Recap and wrap up- Agreement and accountability

Coaching is not a one off meeting, taking the time and meeting regularly with your sales reps, retail employees, new employees just through an induction program all around performance is vital to having a motivated, engaged, empowered team.

And finally here are 5 laws of Coaching that you want to always follow:

Law 1

Pre-Coaching Activity – Prepare, prepare, prepare

• Have the facts and figures that you need, get clear of your objective

• List your expectations of both parties up front

• Toolbox at the ready – have templates and any tools you need for the session ready.

Law 2

Build a Relationship of Mutual Trust.

The foundation of any coaching relationship is rooted in the manager’s day-to-day relationship with the employee. Without some degree of trust, conducting an effective coaching meeting is impossible.

Establish Focus – Clear goals for the coaching session.

• Identify employee goals and outcomes

Law 3

Explore possibilities and encourage, empower and acknowledge your employee’s performance, attitude, results, etc.

• Employees generally value having a coaching session that helps them grow and stretch. Spend most of the time actively listening and ask questions rather than tell. On occasion make suggestions if the employee needs help.

Law 4

Plot the roadmap of actions

• Write down the key points of the session, especially the actions being committed to by your employee.

And remove barriers that can stop the employee achieving their goals or outcomes. Identify what’s missing, what resources they need and what could get in the way of their success.

Law 5

Wrap-up and agreement

• Set up accountability measures, check-ins and next coaching session.

Always commit and keep the coaching session you’ve scheduled with your employee.  I’ve seen manager’s reschedule employee coaching sessions numerous times, because something else, more important has taken precedence. This will result in the employee not feeling valued. Without fail performance starts to decline.

For more information on coaching or to enquire about our customized coaching program for new managers you may contact:

Eloise Tzimas

StepChange

Leadership Development; Group Coaching, Workshop Facilitation

eloise1@xtra.co.nz

0800 288 488 (NZ only)

https://www.linkedin.com/company/stepchange-high-performance-coaching/

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8 Core Essential Qualities of High Performing Leaders http://eloisetzimas.com/8-core-essential-qualities-of-high-performing-leaders/?utm_source=rss&utm_medium=rss&utm_campaign=8-core-essential-qualities-of-high-performing-leaders http://eloisetzimas.com/8-core-essential-qualities-of-high-performing-leaders/#respond Tue, 03 Apr 2018 14:18:11 +0000 http://eloisetzimas.com/?p=1291   What are the essential qualities and characteristics of a high performing leader? That’s simple to answer isn’t it? No! Not as simple as we think. But aren’t we all leaders on some level, in life, in our roles, our families, for our teams. It seems that high performing leaders are hard to find on […]

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What are the essential qualities and characteristics of a high performing leader?

That’s simple to answer isn’t it? No! Not as simple as we think. But aren’t we all leaders on some level, in life, in our roles, our families, for our teams. It seems that high performing leaders are hard to find on the ground. Having spent many years working with leaders in a number of high profile New Zealand corporate organisations and medium sized businesses, I continue to be surprised by the lack of high performing leadership.

Ok, so you might ask, well what makes a high performing leader?

Well, let’s firstly take a quick look at the qualities of a high performing leader…. None other than our very own Rob Fyfe. Here are some excerpts from an article in the NZ Herald published in 2012.

“Rob is an out-of-the-box thinker who truly believes in his work and people, he’s a strong motivator of his team and he has boundless energy and passion,” 

Rob Says, “I’ve largely tried to be as accommodating as I can and we’ve had this philosophy of not being afraid to project some personality. I’ve become more outgoing and prepared to do those things because that’s what the role and the organisation requires.” “If you’re going to be a little edgy and have a bit of personality you’re going to push a few boundaries.

·        So what are the clues in the above excerpts?

·        What qualities and competencies jump out that tell us the characteristics of a High Performing Leader?

Ok, let’s then review the top 8 characteristics showing up in research of a high performing Leader:

Grab a pen and highlight one key characteristic that you’ll consciously start modeling with your team. One that’s going to stretch you!

1.  Influencing and Motivating – A leader must have the ability to get others to act in a desired way. Influencing to generate outcomes through collaboration and motivation always wins with teams. A leader needs to walk their talk, influencing others by modelling behaviors, re-enforcing the appropriate cultural values, motivating and acknowledging great outcomes regularly. A high performing leader influences and gains respect through their actions. So, if you haven’t praised anyone in your team or business today, or even in the last week, do it today. Your task: Rock up to a team member and tell them “how much you value them and what they do that’s so great”!  

2.  Accountability – A leader establishes in their team members a commitment to achieving results by building a culture of accountability. Self accountability is again, modelling to all employees, self responsibility and accountability. A leader understands the impact of accountability and ownership.  Employees grow and develop through being accountable, taking ownership and responsible to deliver on promises.  Always deliver on your promises as a leader. All to often I hear Leaders promise and in some cases seldom follow-through. This results in a loss of trust! Be mindful of what you are willing to promise.  Your task: Reflect on what you have promised to do and have missed your deadline. Have you been realistic on your promise? Who have you promised and do you need to go talk to them”?

3.  Builds Positive Working Relationships – with both stakeholders and employees. A high performing leader actively builds a strong network of working relationships, both internally and externally. A high performing leader fosters and nurtures positive, healthy and productive relationships with honesty, integrity, trust and willingness to share.   Building strong trusting relationships is essential to your success as a high performing leader.   Your Task: What group, team member, customer or network could you approach to start building a stronger working relationship with?

4.  Takes massive action with urgency. Both internal and external customers expectations have changed significantly over the last few years and everyone wants action to take place now! As a leader working with urgency and speed is now becoming a norm. Set the pace and your team will step up to support you to deliver on promises. Delivering with Speed, is now the norm.

5. Bravery – Step out of the box and limiting beliefs….  and STRETCH yourself. If you’ve seen the Air NZ safety video featuring the All Blacks,building up to the Rugby World Cup in 2011, then you’ve seen the elderly lady run naked through the plane.  Rob promised to do the same “run naked” in front of staff before the elderly lady did her naked run.  How far are you willing to step out of your comfort zone as a leader? Your task: What can you do to step out of your comfort zone during the next 5 days? Step out of your BoX!!

6.  Coaches and Mentors for improvements – An high performing leader is always looking for his or her replacement, or an opportunity to build a high performing team around them. Develop your people through coaching or mentoring regularly, ensuring they strive to stretch and perform building on potential for future roles.   A high performing leader will always look for opportunities to stretch their people, acknowledge, encourage and appreciate their team’s strengths. Your Task: Select a team member to sit with and ask him or her : “What motivates them to be here and where do they see themselves in 12 months time?”

7.  Lives and breathes the Values – An high performing leader acts from the values of the business. Continuously talks about the values at meetings, show cases values during road shows and ensure values are part of the communication for both internal and external customers. Values are at the heart of the business and how everyone behaves. A high performing leader lives and breathes the values into the their team. Your task: Review the values and choose one to live and breathe into the workplace for the week.

8.  Innovation – A high performing leader has the courage to make mistakes through innovation and investment. They continually keep up with the latest technology and innovations within their industry and outside of their industry. Innovation will take you to the next level of success! Your task: Talk to your leadership team about bringing innovation into your regular program of work or projects. Who could lead the “innovation stream” in the team or business?

 

Eloise Tzimas
StepChange
Leadership Development; Group Coaching, Workshop Facilitation
eloise1@xtra.co.nz
0800 288 488 (NZ only)
https://www.linkedin.com/company/stepchange-high-performance-coaching/

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