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  • Selling to Gen X by Spearhead Training
    29 2015 A lot has been written about managing Gen X those born between the mid 1960 s and the early 1980 s But less has been written about selling to Gen X This blog addresses that gap Who are Gen X Gen X are now in their mid 30 s to early 50 s and so are likely to be found in positions of authority when it comes to making purchasing decisions for the organisations they work for So for new sales people who are themselves Gen Y or the Millennial Generation and for more mature sales people who are from the baby boomers generation it is important to know how to sell to Gen X if they are to maximise their sales success What influenced Gen X When Gen X was young there were many significant global political events and these certainly shaped Gen X s outlook on life Events such as the war in Vietnam which has strongly influenced the American Gen X s the collapse of the Berlin Wall which has strongly influenced European Gen X s and in the UK Thatcherism have all played their part Gen X grew up with reality TV and saw the start of IT In terms of work ethics the economic realities of the 1980 s led to Gen X believing that they could not rely on other people for their success Compared to their parents Gen X is more open to diversity They tend to embrace differences such as religion sexual orientation class race and ethnicity How to sell to Gen X Gen X customers need a direct sales approach They want you to be honest and direct and to ask for the business They will have done their homework and so are likely to make quick decisions Their

    Original URL path: http://www.spearhead-training.co.uk/blog/selling-to-gen-x (2016-02-17)
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  • Sales Skills Articles
    before it is natural for them to feel that they are taking a risk when placing their first order with you As a professional sales person you have to convince the new customer that the risk is slight in order to close the sale Read more in Sales Skills Articles by Spearhead Training Self Motivation for Superior Sales Results March 30 2015 March 30 2015 In selling the results of your efforts are highly visible and your performance whether superior or just average easily measured Sales managers know their sales people need to be highly motivated to achieve superior sales results But sales people face many set backs every day the cancelled meeting the smaller than expected order a lost customer aggressive competitors so it is no wonder that even superior sales people sometimes find it hard to keep going Read more in Sales Skills Articles by Spearhead Training Why Journey Planning Is So Important March 26 2015 March 26 2015 Despite the rise of the internet and improvements in mobile technology there is still a need for sales people to visit their existing and prospective customers This means that most sales people spend a large amount of their time on the road Without effective journey planning a significant amount of selling time is lost Read more in Sales Skills Articles by Spearhead Training Phrases to Avoid When Selling March 16 2015 March 16 2015 Some sales people have fallen into bad habits or have not been adequately trained and so unconsciously use expressions when talking with their customers that have the effect of reducing the customer s receptivity to their sales presentation rather than building it Read more in Sales Skills Articles by Spearhead Training How Much Tips For Quoting The Price March 9 2015 March 9 2015 Many

    Original URL path: http://www.spearhead-training.co.uk/blog/category/sales-skills-articles/page/2 (2016-02-17)
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  • Setting achievable goals improves performance
    maximum individual attention focus on the things that matter to you World Class Tutors Our courses are run by experts with proven track records Exceptional level of post course support to maximise your return on investment Setting Great Goals October 6 2015 October 6 2015 Goals define what we are expected to achieve At work we are measured and sometimes directly rewarded on our achievement of the goals we have been set Managers and supervisors are expected to set goals for their team members and many will use the acronym SMART to do this The A in SMART stands for achievable But why is this important and how do we know if a goal is achievable Edward Locke an American psychologist was one of the first people to recognise the link between goals and performance Indeed one of the key conclusions of his research into goals and motivation was that there is a linear and positive relationship between hard but achievable goals and performance This comes about because if you aim for great you will only get good If you aim for good you then will get average and if you aim for average then you will get poor results How achievable a goal is believed to be is greatly influenced by peoples perceptions on how much harder or bigger the goal is to previous goals they have been set If we have no previous experience to base our judgements on then we are more likely to think yes I can rather than why I can t There are many examples of this type of mind set shift which rely on the fact that if you have a bigger goal in your head then smaller goals seem much more achievable As Managers we can use this phenomenon by breaking down

    Original URL path: http://www.spearhead-training.co.uk/blog/setting-great-goals (2016-02-17)
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  • Improving business performance
    maintain the status quo but are expected to be innovative and creative Whilst managers who generate lots of new ideas are often viewed by the senior management team as better than those who do not such managers are often less trusted by the people they manage than their more cautious colleagues This creates a problem for the innovative manager Read more in Management Articles by Spearhead Training A Sense Of Purpose August 24 2015 August 24 2015 Whatever jobs people do it is important that they feel their efforts at work are worthwhile and are valued After all nobody enjoys working at what are seemingly pointless tasks day after day Managers and supervisors play a direct role in ensuring the work allocated to their direct reports is seen as purposeful by them Read more in Management Articles by Spearhead Training Recognising the I in Team August 20 2015 August 20 2015 In today s competitive business environment organisations increasingly rely on teamwork to achieve superior results Transformational leadership is known to encourage teamwork Read more in Management Articles by Spearhead Training Developing Sales Plans August 17 2015 August 17 2015 How well you prepare for important customer discussions will affect your sales success Prepare yourself thoroughly by developing a sales plan before every client visit Read more in Sales Skills Articles by Spearhead Training Perseverance and Success August 14 2015 August 14 2015 At school I was an average student Unlike some of my highly intelligent classmates I found it hard doing the homework that was set and often wanted to just give up When I got to this point of throwing in the towel my mother would say to me If you want to succeed then you must try try and try again Recent studies show that her advice on being successful was spot on for the modern day workplace Read more in Management Articles by Spearhead Training Managing Flexible Workers August 10 2015 August 10 2015 Flexible working can provide benefits for both an organisation s customers and the organisation yet many managers are struggling to manage when their team has flexible workers in it Read more in Management Articles by Spearhead Training Training Generation Y August 6 2015 August 6 2015 Generation Y also known as the Millennial Generation are the demographic cohort with birth years ranging from the early 1980s to the early 2000s It is often assumed by organisations that their younger workers prefer and so benefit most from online training However new research shows this may not be true Read more in Training News by Spearhead Training Managing Your Manager August 3 2015 August 3 2015 All of us report to a boss and we need to work effectively with them But not all managers are good managers and it can be frustrating working for a difficult boss Read more in Business Skills Articles by Spearhead Training Unleash Your Middle Managers July 30 2015 July 30 2015 The role of the middle manager is

    Original URL path: http://www.spearhead-training.co.uk/blog/page/4 (2016-02-17)
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  • Managers role in employee engagement
    because truly engaged employees lead to a great customer experience and ultimately to improved company performance Engaged team members are loyal and this loyalty if correctly channeled leads to increased productivity which in turn leads to a better customer experience and ultimately improved company performance It is for this reason that many companies focus their efforts on engaging their customer facing staff But in doing this they are missing the opportunity of providing the exceptional customer experience that happens when staff at all levels and across all functions are engaged and that means it has to start at the top with the company s leaders and flow down throughout the entire business Ultimately everyone with management responsibilities also has a responsibility to engage their direct reports and it is important not to underestimate the importance of line managers in engagement As the saying goes people leave managers not businesses A report called State of the American Manager Analytics and Advice for Leaders from the market researchers Gallup backs up this saying It showed that differences in the way line managers manage their direct reports accounts for at least 70 of the variance in employee engagement scores within the same business So here are some tips to help you to increase the engagement of the people you manage 1 Make time to listen to your people Understanding what your team members think about the company is critically important It provides insights into the engagement health status of your team and changes in their engagement can be measured over time 2 Look for Areas For Improvement Use the insights from the data you collect through listening to your team members to give you tangible areas to focus your improvement efforts on 3 Communicate It is all very well listening but you must

    Original URL path: http://www.spearhead-training.co.uk/blog/engagement-and-the-manager (2016-02-17)
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  • Disruptive managers are better problem solvers
    level of post course support to maximise your return on investment Let s be more disruptive September 24 2015 September 24 2015 Being disruptive is usually considered to be a bad thing in the work place But maybe disruption is not all bad Clayton Christensen a Professor at Harvard Business School first published his ideas on the benefits of being disruptive in his book The Innovator s Dilemma in 1997 His theory describes the process by which companies tend to innovate faster than their customers needs evolve As a result the organisation ends up producing products or services that are too sophisticated too expensive and too complicated for many of the customers in their market place This then provides the opportunity for innovative companies to introduce a simpler and cheaper product to the mass market It is the innovation that these companies bring to the market that is the positive disruptive force So what has this theory to do with management The business world is constantly changing and unpredictable Traditional practices are insufficient to meet these new demands so it s time for managers to develop fresh thinking Successful managers are those who are innovative and pro active not complacent and reactive Successful managers are those that disrupt themselves Disruptive Innovation To be innovative managers need to understand their environment They need to really understand what the business needs from its people They need to drive value creation and develop the agility to adapt as their organisation and its environment changes To do this active and regular bench marking is required so that managers know what s actually going on Some of the things managers may need to monitor and track are 1 The leaky bucket How much money is spent on ad hoc unplanned activities and projects 2 Lost

    Original URL path: http://www.spearhead-training.co.uk/blog/lets-be-more-disruptive (2016-02-17)
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  • SMART goals - maintaining high performance
    of High Performance September 7 2015 September 7 2015 The key to increasing the level of performance from your team members doesn t lie in a system or process but in understanding the psychology of human behaviour Yerkes Dodson s so called law of performance was described over 100 years ago by two psychologists Robert Mearns Yerkes and John Dillingham Dodson This law states that a person s level of sense of challenge rises so does their performance but only to a point When someone takes on more than they can handle their performance starts to drop The key to high performance is not just help your employees to become high performers but to also help them to sustain their optimum levels of performance for longer even when things start to get really tough So how can the manager use this law to help their people perform well By setting goals as part of your positive performance management that stretch but do not strain This is the basis of the SMART goal concept where the S in SMART stands for stretching SMART goal setting is a vital part of a high performance culture The power of SMART goals to harness ambition and create a sense of purpose has been proven time and again by researchers The most famous of these research studies being the study by Locke and Latham in 1984 Locke and Latham found that if they gave loggers specific challenging goals then this had an immediately and dramatic positive effect on the loggers performance compared with those who were simply instructed to do their best But ensuring your team members know what is specifically expected of them is only a part of the solution Managers can build a sense of challenge into the goals they set people by

    Original URL path: http://www.spearhead-training.co.uk/blog/law-of-high-performance (2016-02-17)
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  • empathy - a vital skill for managers
    individual attention focus on the things that matter to you World Class Tutors Our courses are run by experts with proven track records Exceptional level of post course support to maximise your return on investment Empathy a vital management skill September 3 2015 September 3 2015 Having empathy is a vital management skill Without it we fail to communicate effectively to our team Empathy is defined as the ability to understand and share the feelings of another Empathy allows us to take into account how the other person is going to feel about what we are saying and to imagine how they will react According to psychologist Mark Davis there are three types of empathy emotional cognitive and empathic concern When most people think about being more empathic they think about emotional empathy the ability to tune in to the other person s emotions and have an instantaneous connection with them Emotional empathy requires you to be fully tuned to your own body s emotional signals so that you can automatically mirror the other person s feelings This type of empathy is not that helpful in the business world particularly if you are managing difficult people and need to deliver a challenging message to your difficult person Emotional empathy can set off the classic threat response which places you in avoidance mode It requires a lot of mental effort to override avoidance mode behaviour which can lead to muddled communications What is more helpful is to develop the skills of cognitive empathy With this type of empathy you engage your curiosity rather than your emotions to understand the other person s reality By asking questions and listening you can find out about the other person s perspective and this helps you to communicate better with them You are able to

    Original URL path: http://www.spearhead-training.co.uk/blog/empathy-a-vital-management-skill (2016-02-17)
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web-archive-uk.com, 2016-10-26