38 Courses in Liverpool

The 2-day Coaching and Mentoring for Managers course is designed for organisations that want their managers and team leaders to apply practical coaching and mentoring skills in everyday work situations in order to develop the performance of those they are responsible for, as well as improving communication within the business. Previous attendees have included chief executives, general managers, and HR managers, right through to production line supervisors and office staff. In fact, anybody that has to work as part of a team and relies on other people's efforts will benefit from this programme. Course Syllabus The syllabus of the Coaching and Mentoring for Managers course is comprised of four modules, covering the following: Module One Introduction to Coaching and Mentoring Exploding the myths surrounding coaching Benefits of coaching and mentoring The role of a coach and mentor How to avoid everyday interference that takes your time away from coaching people to achieve results How motivation works The difference between mentoring, coaching, directing, supporting & delegating, and learning when it is necessary to apply them Why coaching is an action orientated partnership purely focused on measurable results Coaching and mentoring outcomes Module Two Managing a Coaching Session The most important skills of a business coach The key characteristics of a good coach How to ask powerful coaching questions Opportunity to role-play using the STAR/GROW model Module Three Mentoring in Action Mentoring suggestions The first meeting Between first and second meetings The second meeting The Experiential learning cycle Model discussions Frequent questions asked by Mentors Duration of mentoring End of relationships Module Four Putting Learning into Practice Building a bank of great coaching questions Demonstration of what has been taught in a live coaching/mentoring meeting Individual feedback from a professional coach Creating SMART action plans Getting started as a work coach/mentor Group review and feedback on new learning Action steps for new coaches Scheduled Courses Unfortunately this course is not one that is currently scheduled as an open course, and is only available on an in-house basis. Please contact us for more information.

'Selling' doesn't work. You've got to help customers buy. And that means engaging with the customer in a positive way, showing that you understand their requirement and giving them confidence that your product or service is the best possible way of meeting that requirement. This may sound painless but there's more to it than meets the eye and it's all too easy to get it wrong. You need to follow a process. This programme will help participants: Understand 'how buyers buy' and align their selling activities accordingly Recognise the difference between 'latent pain' and 'active vision' opportunities Conduct effective pre-call planning and research Stimulate interest and establish credibility with your prospects Get prospects to share / admit high priority pain Engage in consultative dialogue that promotes the differentiating strengths of your offerings Gain access to 'power' people within an opportunity Effectively qualify and disqualify opportunities based on objective decision criteria Better control and manage sell cycles Improve their chances of winning competitive opportunities Shorten sales cycles and avoid 'no decision' Negotiate the steps leading to a successful sale 1 An introduction to selling Understanding the key points that encourage a customer to purchase from us The difference between consultative selling and a transactional sale Understanding the roles that trust and empathy play in a sale Understanding how tricks and manipulation can sink a sale Vital pre-meeting research that must take place before a conversation Understanding how the customer sees us and why positioning is important 2 Structuring the sales conversation process Defining a set process for structuring a sales call with a chance to demonstrate understanding How the first minute of a conversation can destroy a sale Understanding BPO objectives for a sale How a step-by-step sales conversation process helps win more sales Understanding the mis-match between the customers buying process How our sales processes can lead to mistakes 3 How and why people buy An insight into the emotional factors behind how people arrive at purchasing decisions Using research from neuroscience that shows how sales people can really make mistakes Understanding how people make decisions about larger purchases Understanding the stakeholders in companies and their buying motives How to analyse the stakeholders and determine a win-plan 4 Understanding the funnel Studying the sales and buying process to understand the ratios of sales to prospects and better forecasting Understanding the role of forecasting in sales analysis Why many forecasts are nearly always wrong Understanding the stages of a sales process How 'verifiable outcomes' can really change forecasting 5 Questioning techniques Understanding the different questioning techniques and when they should be used Using the 'knowledge tree' as a framework for questioning Understanding the use of real empathy to help customers uncover their needs How effective research can really empower your questions How to ask 'high gain' questions How to ask difficult questions without feeling intrusive 6 Features and benefits How to practically apply them in a sales scenario How to align the benefits to customers' business goals Really understanding the difference and how to demonstrate true economic benefits to a customer How to discover business goals, and align value propositions to these How to craft an effective value proposition for a customer Using the SAR storytelling method to really engage customers to align their thinking patterns Using the latest neuroscience research that explains what customers are really thinking 7 Overcoming objections How 'confirmation bias' can hinder any sales conversation How the CLARA method of responding to customer concerns can dramatically improve the chances of customers responding to us in a positive way Practising the method to become comfortable and congruent with it 8 Closing the sale A deep dive into what closing is How different sales have different closes How too many closing methods can destroy a sale How to lead up to a close with a logical sequence of questions Using the ACSAT trust method of closing A clear methodology with a chance to practise the skills in a fun way

This workshop will help you create, develop and close business opportunities using a consultative approach and a value-based (not price-led) proposition. Value-based selling means working the way your customer wants to buy, not how you want to sell. It also means: In a transactional sale the customer knows the answer without help from a salesperson (or cannot see why they should choose you), or is prepared to stay with what they have. Customer decision criteria are price and convenience and customers resent time spent with (new) salespeople, mainly because the salesperson adds little or nothing to what the customer already has and just wastes time. In a consultative or value-based sale, by contrast, the customer doesn't know the answer already. The salesperson must take the role of an advisor, not just a 'product promoter'. Customers demand expertise, advice and customisation during the sales process. Often customers insist on multiple meetings with salespeople and others to develop advantages that you can bring and reduce the perceived risk of changing. In this way the salesperson often adds more value than the product or service alone. This very practical workshop will help you use proven strategies and tactics to build, manage and successfully close sustainable business opportunities using a consultative approach and a value-based (not price-led) proposition. This includes: Increased impact of your new sales conversations, presentations and proposals - leading to faster decisions and increased conversion Greater confidence, consistency and professionalism throughout the business development process Enhanced sales questioning skills and techniques, leading to better, faster and more accurate development of customer needs, problems, value and expectations Improve your people, communication, influence and persuasion skills when approaching, consulting or presenting your services and solutions How to build value at all points in the customer's buying process through your knowledge, skills and structured approach Proven ways to gain additional business and referrals from existing customers and contacts, through direct approach and lead generation Being better able differentiate your firm, your solutions, track-record and expertise clearly and accurately with tailored value statements for each stage and for each opportunity Overcome and avoid price-based objections, buying criteria and negotiation 1 Introduction and key principles of value-based selling Introduction and review of pre-course questionnaires - KPIs, personal learning objectives and key principles The main principles of value-based selling and how they benefit you and the customer How value-based selling differs from 'transactional' or 'price-based' selling The stages of the customer's buying cycle - how to identify and work through strategies for each stage The concept of structured and set-piece selling and proposing Presentation by participants: Personal sales improvement goals 2 Value-based selling strategies and skills What is value? How can one move away from a price-led agenda? How to survive and resist price pressure - six techniques A review of key competencies and skills needed for a value-based approach Strategies, case studies and examples with discussion and review Defining your initial value proposition and comparative advantage How best to established the right level of trust, rapport and credibility Planning and practice session: Strategy - mapping a value-based sales process. 3 Connecting skills Research before the meeting and the first few minutes - ways to gain instant rapport and setting the foundation for a successful outcome in a first sales call How to structure an effective first time sales call or meeting - the subtle differences that are important to master How best to differentiate your solutions and build credibility and enthusiasm early or at the start of the buying process Overcoming initial buying resistance and relaxing the prospect; gaining rapport, opening the meeting: PBC (purpose-benefit-check) and gaining agreement to proceed Planning and practice session: Connecting - first meeting with a new contact 4 Consulting - building, developing and influencing client needs Understanding the power of high-impact and third-level questions to influence people based around specific needs and solutions The importance of body language and other personal communication dynamics when asking questions; empathic listening, run-on questions, drawing out skills, summarising, etc Creating a 'disturb' approach to creating needs and opportunities and positioning your solutions Using proven advanced sales questioning techniques with greater skill: Outcome, SPIN and qualification questions 'Decision-making criteria' - tools to help you develop the relevant criteria with the customer and in doing so progress your sales opportunities more effectively Planning and practice session: Questioning skills 5 Convincing - presentation and persuading skills practice Substance and style - selecting the right tone and content to engage and enthuse your prospect Compelling benefits and reducing perceived risk - key messages to deliver Helping the customer choose your proposition - by being convincing, compelling and credible when you present Professional and effective presentation skills - with personal coaching and practice sessions The keys of influence and persuasion and the keys to convincing a new customer to choose you for the first time Planning and practice session: Role-play in presenting your solution 6 Commitment Knowing when and how to close for commitment to the next stage in your sales process, plus ways to ask for commitment professionally and effectively How to isolate, prioritise and answer objections and concerns more openly and accurately, using a consultative not a confrontational approach Deal more effectively and profitably with price objections and reduce buyer's remorse (which can lead to an 'I want to think about it' reaction and cause delay and inertia) Key negotiation skills around the closing process - getting to 'yes' Planning and practice session: Role-play in closing and negotiation skills 7 Assessed role-play - Final practice session Live role-plays There is an option for external participants to be brought in to the live training workshop to take-part in the final assessed role-play or assist with other sessions run during the course. Performance assessment - 'Dragon's Pitch' The final afternoon of the course is an assessed role-play using a prepared scenario and external 'CEO'. The assessment criteria will be agreed prior to the workshop. 8 Workshop summary and close Personal action plan and learning summary

Novice Forklift Training Counter Balance Training Forklift Training Crane Training MEWP Training

Forklift Training Gloucestershire Counter Balance Training Crane Training MEWP Training

Novice Forklift Training Counter Balance Training Forklift Training Crane Training MEWP Training

This course has a simple objective: to help gain appointments with potential clients. In most consultative selling situations clients won't commit to purchases over the telephone. This means setting up a meeting to discuss the options with them face-to-face. But getting 'face time' can be tricky. This practical workshop can help. Participants will acquire essential tools, skills and methods; discuss specific organisational issues; and identify areas for improvement. They will discover how to: Increase their effectiveness through proper preparation Construct attention-grabbing opening statements Help potential clients feel comfortable agreeing to a meeting Develop tactics for responding to difficult excuses and objections Stress the benefits of a face-to-face consultation Develop and enhance their questioning and listening skills Prevent customers cancelling booked appointments 1 Introduction to appointment setting Key trends that have changed the way people buy today - and will buy tomorrow Why many sales people avoid picking up the phone The difference that makes a difference - what makes a good appointment-maker? 2 Before you pick up the telephone It all starts with a plan... Who and what to focus our attention How much research should we undertake and why? Setting primary and secondary objectives 3 Making your approach Key considerations Every call is an opportunity - creating a positive mind-set Using a structured approach Using partnership language 4 Gaining an insight into the customer's needs How to quickly 'tune in' to your customers, so that you can serve them more easily Developing speech patterns that put customers at their ease Using effective questioning and listening skills Finding and building pain points 5 Dealing with excuses and objections Pre-empting potential excuses Developing techniques for responding to client objections Keeping the door open for future contact 6 Securing the appointment Selling the benefits of a consultancy meeting Techniques for avoiding cancelled appointments Gaining commitment 7 Action plans Course summary and presentation of action plans

This programme has a simple objective: to help a sales team create and implementa comprehensive account development plan. If you want to earn strategic partner or preferred supplier status with your clients and customers then you need to add value to their business, consistently, and you can only do this if you have a plan - a key account management plan. This programme will help participants: Discover opportunities - through a deeper understanding of the customer's business Develop partnership - through a better 'value proposition' for the customer Increase repeat business - based on higher customer satisfaction Improve synergy - by getting everyone to 'sing from the same hymn sheet' Develop a collaborative account plan - validated by the customer and their own management Secure resources - management will align resources to execute soundly based account plans Win an increased share of 'customer wallet' - through systematic account development 1 The six principles of strategic account development Introduction to the PROFIT account development model:- Performance- Relationships- Objectives and goals- Feedback- Integration- Teamwork Practical account development strategies: overview and case studies 2 Performance Use practical tools to help you manage and measure account performance and success Design and build a monthly account dashboard for all sizes of account Prioritise and manage accounts and customers pro-actively and successfully, using proven planning tools Develop a cross-selling strategy to integrate products or solutions into the customer's business as closely as possible 3 Relationships How to build and manage key relationships within an account Qualifying and managing key influencers accurately Producing a 'relationship matrix' for each account quickly and easily Approaching and developing new contacts strategically Tools and techniques for successful tracking of contacts and call-backs Developing a coach or advocate in every customer organisation pro-actively 4 Objectives and goals Where are you now? - how to establish your competitive position within an account Know how to set, monitor and track key objectives for accounts over the short, medium and long term Selling against the competition - developing both long- and short-term sales strategies 5 Feedback - building loyal and satisfied customers The correct way to manage customer expectations and create listening loops within an account How to monitor and track your customer's perception and satisfaction with your organisation Building a personalised satisfaction matrix for each account Customer review meetings - best practice in building loyalty by regular joint planning events Understanding the concept of long-term customer value and the importance of adapting a customer-focused attitude 6 Integration How to integrate your products or solutions with the customer's business needs and processes Spot and react to early warning signals that may cause an account's loyalty to fade, reduce revenue or switch to a competitor Developing a loyalty strategy for key accounts or groups of smaller accounts Getting your message and strategy across to C-level contacts 7 Teamwork Working with others to achieve your account goals Gaining internal commitment from your organisation Managing and working with a virtual team Creating cross-departmental communication loops 8 Putting it all together Personal account reviews Personal learning summary and action plans

Key Objectives for the Training provision Effective listening to a client's needs and requirements during various stages of the sales process. Engage in meaningful communication with clients, learn to identify challenges and opportunities that relate to the prospects. Overcome the identified challenge. Build long term rapport and establish trust with the prospect throughout the sales process, Ensure continued customer satisfaction that can turn into repeat business. Be able to build rapport with customers or clients. Know the right questions to ask to fully understand the customer or client’s needs without putting on any pressure. Be able to check you have the right information from the customer or client. Be able to match products and services to the customer or client using the information you have gathered. Be able to influence effectively. Know how to stand out from your competitors. Stage 1 – Research the Company’s ‘Value Propositions’ and USP Analysis  Conducting 30 min confidential interviews with a cross-section of the eligible Attendees & the Stakeholders, in order to gain an objective understanding of the various scenarios and clients that the Participants work with. the Company’s ‘Value Propositions’ Unique Selling Points The Customers’ journey(s) The Competition’s offers for analysis and comparisons. From these findings, a carefully calibrated bespoke Programme will be designed and delivered.  Stage 2 - Design the Bespoke 2 x day Course  nd Stage 3 - Delivery of the Course Programme This Programme can be delivered in 2 x consecutive days, or split between 2 – 3 weeks, to make it more ‘work-friendly’ – if required. It is very practical and commercially focussed in approach, with lots of interactive exercises designed to draw out the learning applications via the debriefings. The ‘Real Play’ scenarios on day 2 will be based on specific case studies drawn from the Research findings so that they are authentic to optimise the learning. Individual Action Plans will be captured at the end of each day to be debriefed by the Participants’ respective Line Managers.  Template Programme Day One – Foundation – Strategic Approach Section One – The Principles of Consultative Selling Defining ‘Consultative Selling’ The Company’s ‘Unique Selling Points’ & Value Proposition The Consultative Selling model – the five stages Avoiding appearing ‘pushy’, ‘pressurising’ or ‘talking through the sale’ Section Two –Strategy & Preparation  ‘Buy-Class’ Matrix Strategic plan Template – matching services/products to identified needs & opportunities. Preparing a range of objectives Constants and variables – USP’s Researching key Client/Decision Makers’ priorities, profile & background (LinkedIn etc.) Preparing for potential & likely Objections Section Three – Email etiquette & ‘influencing’ email correspondence.  Email etiquette A.B.S.U.R.D model Clarity and tone – discovery of clients’ needs & motivational factors. Techniques to influence and ‘nudge’. Ensuring the data and content have a ‘gentle’ motivational & appealing message. Top Tips Day Two – Practical Application Section Four – Rapport Building & Effective Communication skills ‘Behaviour Labelling’ techniques – setting a positive tone. Asking Open Questions – gaining a full understanding of the clients’ priorities & expectations. EQ - Inviting opinions; perspectives; experiences – winning confidence. Active Listening – focus and commitment to understand. ‘Reading the room’ – adapting to responses and reactions. Maintaining focus on relevant topics that the Client cares about; carefully consider the opportunities to influence. But NO PRESSURE! Building a ‘bond of trust’ with commitments and authentic, shared values. Section Five – Explaining the Benefits – aligned to the Customers’ Priorities Understanding ‘Why do People Buy?’ Research data analysis. Open questions that lead to understanding the key issues and Clients’ priorities. Avoiding the danger of ‘pressurising’ the Client. Responding to objections effectively, with confidence and sensitivity. Explaining the benefits that are aligned to the Clients’ stated requirements. Making the Data ‘sing’ – memorable takeaways for the Client. Augmented benefits – Brand confidence; Case studies; Warranty; Service; Range; Flexibility etc. in alignment with their stated preferences/requirements Differentials compared to Competitors Section Six – Winning Commitment Inviting commitment – with confidence Consultative Selling Closing techniques (e.g. Alternative Close/Assumptive Close et al) Avoiding ‘talking through the sale’ – knowing when to ‘Shut UP!’ Confirming agreement – ensuring Clients’ motivation for repeat business Section Seven – Practical Application ‘Real Play’ From the Research findings, carefully devised scenarios can be generated to provide the most valuable learning opportunities to underpin all the skills & techniques covered in the Programme.  Potential Real Play scenarios: A well-established customer has indicated that they are soon to be opening up additional new offices – this presents an opportunity to arrange for the Company to support them with their upcoming needs. After some very positive feedback and with the upcoming contract renewal imminent – how can the Company give the Customer more high-quality support in other areas of their business? A Competitor has been to see the client and they have prompted some concerns about ‘value for money’ & ‘quality of service’. How Real Play works… The group is split the group into 2 sub-groups, one with our Professional Actor (option available); the other with the Trainer or a willing Participant. Each group has a brief and has to instruct their Trainer/Actor/Participant on how to approach the scenario supplied. The Actor and Trainer (or willing Participant) perform the role play(s) as instructed by their respective teams; however, during the action they can be paused for further recommendations or direction. The outcome is the responsibility of the team(s) – not the performers. Debrief the full Programme Individual Action Plans - to be followed through. ‘Best Practices’ for application into the business Options for Exercises within the Programme  Sample Exercise – Red & White  There is a specific time managed agenda and itinerary, which puts the group under pressure.  The key challenge is for the sub-groups to maximise the commercial value from the task, however there is always a great danger that the individuals attempt to gain financial progress at the expense of the other group! Debriefing points: Persuasive communication and influence across barriers Gaining buy-in when others are sceptical Strategic planning accounting for others’ behaviours Sample Exercise – Communication Challenge Each Participant has different pieces of information, but are not allowed to share it visually. They are only allowed to communicate to work out the solution hidden among the large amount of data. Debrief: Structured approach Maintaining focus through distractions/interference Active Listening Controlled communication Sample Exercise – Persuasive emails Sample emails are shared to be critiqued and improved upon to be debriefed: Tone & impact Making the Data ‘sing’ Influential & motivational language Customer centric message. Sample Exercise –Juggling   Each Participant has to pass the ‘Customers’ (Juggling balls) carefully through the system with all the other Participants to reach a profitable conclusion  Debrief: EQ to read the room and effectively communicate, when the pressure is on Customer focus and adapting to challenges Devising a plan that wins buy-in Overcoming competing ideas to get to ‘best practice’ Consistent commitment, communication and motivational drivers that influenced performance. Sample Exercise –Critical Path  The group are provided with 30 x discs and some ‘post-it’ notes. (no pens or pencils are allowed) Their brief is to create a grid shape with the 30 x discs, which will act as ‘stepping stones’ for the ‘Critical Path’ But they have to follow the correct order through the grid from the start to finish, which they will have to work out through ‘trial & error’ All of the team must pass through the ‘Critical Path’ worked out on the grid, observing the constraints, within the time limit. No talking is permitted once they start using the materials Debrief: - Clear communication focussing on the ‘client’s journey’ Planning for challenges Identifying risks and mitigating them Role allocations & support Quality control and disciplines  Sample Exercise –Back to Back  Each Participant is positioned back-to-back with a partner. They have to work out precisely what the ‘statement’ given to the other person is without looking around. Each person has a different brief. Debrief: - Asking Open Questions Active Listening Accuracy in identifying the objective.

leadership management training course mentoring coaching