Tcl menu of programmes and tools

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Training Concepts Limited - Menu of Services

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  • Training Statistics Results based on 6 = Excellent; 1 = Poor. To achieve perfection every Participant on every workshop for every subject would need to provide a maximum rating. The Event Rating Effectiveness Interactive Content 5.52 92% Motivational Quality 5.65 94. Learning Value 5.60 93 Event Average 5.60 93 The Content Meeting Clients Objectives 5.54 92 Content Average 5.54 92 The Presenter Communicating Information 5.50 92 Providing Guidance and Support 5.80 97 Maintaining and Varying the Pace 5.75 96 Presenter Average 5.68 95 Overall Average 5.60 93 Review Period September 2010 -October 2011 Number of Participants 1,338 Ratio by Gender Male 56% Female 44% Training by Subject Sales Customer Service Coaching Leadership People Management Man.Dev. Communication Others Training by Job Role Company Executive Senior Managers Middle Managers New Managers Supervisors Support Staff Others Training by Business Type Retail Financial IT Related Leisure Technology Communication Others Business Consultancy Managing Diversity March 2013 March 2014 5.52 5.65 5.60 5.60 5.54 5.54 5.50 5.80 5.75 5.68 5.60 92% 94 93 93 92 92 92 93 95 97 96 Training Concepts: Results by Business Sector, Job Role & Subject
  • Customer Service& Sales The H.E.L.L.O. Model This is a unique model for helping staff to engage with their customers in a natural way. We look at how to communicate with different types of customers, identify their likely needs and this will complement and dovetail with Spars Sparkling Service initiative. 5 Ps In this Session we examine the constituent parts of the Sales and Customer Service process, how Store Managers can instill and maintain excellence and how each of the Ps- Presentation, People, Performance, Production and Product - link and cross fertilize The 3 Rs for Customer Complaints We look at some practical every day complaint situations and practice the use of the 3 Rs as a method and process for responding to customers Customer Shoes This highly popular activity, exclusive to Training Concepts, has been designed to produce the following outcomes; To improve the interaction and relationship between Retail Managers , Assistant Managers and their Staff and their Customers To increase knowledge of Retail Managers , Assistant Managers and their Staff of CustomersManagers get to know and recognise more Customers and develop a greater understanding of their Customers needs To demonstrate how to engage with Customers to obtain meaningful feedback in a simple way and how to respond positively to this feedback To give confidence and motivation to Retail Managers , Assistant Managers and their Staff to be pro-active with customers on the shop floor so that Customers feel that ..they are valued and important, you are interested in their views and that you aim to provide a superior personal service To enable Retail Managers , Assistant Managers and their Staff to be role models for Customer Service and to set an example to all employees To see the store /shop and the service we provide from a Customer perspective and to react positively to our observations i.e. to put ourselves in the Customers Shoes To incorporate serious fun into the learning objectives so as to make the learning inspirational and practical h e l l Offer your customer options if thefirst choice product is not available Encourage thecustomer to look at other suitableoptionsperhaps something they had not thought about Encourage and give them confidenceto try on and experiment with different outfits Learn from what you are being told by your customer. Ask for more information to back up what they are saying and be prepared to act on this information. Have thedesireto say hello to your customers. Think how youcan introduce yourself e.g. Hello. Thank for coming in. Haveyou been in our Storebefore? Whether you receive a yes or a no you can then say ..... A lot of our new Spring/Summer/Autumn/Winter clothes havejust arrived. Can I just quickly tell you whereeverything is? Listen to what your customer is telling you and show that youarereally interested. Encourage your customer to giveyou feedback. Dont speak and definitely do not interrupt until your customer is finished. Engage your customer. Establish and maintain eye contact and, aboveall, smile. Ask relevant, open questions like For a new customer .... What was it that madeyou pop in to the shop? For an existing customer ........ What is it you likeabout our Storeand our clothes? Production Planet People Planet Product Planet Profile Planet Process Planet Entrance h h h heeee eh Enquiries Shopping Exit Regret Reason Remedy The H.E.L.L.O. Model The 5 Ps Customer Shoes The Performa nce Sun Checkout All Models Training Concepts Limited 2014
  • Leadership The Leadership Game The Leadership Game (TLG) is an innovative and engaging product, designed in several episodes to help new and aspiring Leaders understand , practice and use the Leadership Styles, behaviours and competencies offered whilst undertaking the range of key activities which relate to their job role. The pivotal activity is the Board Game , where Players form teams to compete for points whilst advancing their knowledge and confidence, in a non-threatening, motivational environment Participants are provided with the TLG Toolkit , comprising a series of exclusive Tools and Models, which are introduced during the TLG workshop. The Toolkit enable them to transfer the learning which they will gain to enhance and sustain the quality of their Leadership skills in their workplace Developing strengths, eradicating weaknesses Mastering team roles Learningfrom others Focusingon quality Driving success Setting standards Preparing tolead Taking control Analysing problems; creating solutions Making meetings work Stretching teams Setting goals Making decisions Delegating authority Sharing ownership Stimulating ideas Motivating others Staying competitive 192021222324 Gaining leadership experience Igniting groups Providing support 131415161718 Inspiring with avision Do you have what it takes to lead? 1 2 3 4 5 6 Buildinga team START FREE PLAY 789101112 Training Concepts Limited 2013 Select Select Select SelectSelect Select Select The Leadership Game Stage2:LeadingPeople Stage1: Authorised to Lead Stage4:InspiringExcellence Stage3:EstablishingInfluence TLG Leadership Toolkit 10 0 10 Focus (Commitment, Priority, Impact Capability (Skills, Experience, Knowledge) TLGLeadershipModel TheLeadershipGridTheG.R.O.W.T.H.ModelLeadershipDrafts Faith Pride Romance Serenity Humour Gratitude Humility Hope Joy Caring Passion Admiration Compassion Appreciation Revenge The Bridge of Desire Arrogance Desperation Anger Resentment Stubbornness Guilt Apathy Fear Envy Suspicion Denial Security Selfishness L E AD Jealousy Empathy 0 Sales People ServiceProcesses Wheredid this activity occur? When did this happen? Which persons/teams were you leading? Location Position the key activity Engagement Describe the scenario Goal Reality 0ptions Willingness Healthcheck Timesacale Whatwere you trying to achieve? With whom or what were you engaged? Whattasks had to be completed? Whatresults did you achieve? How did the results relate to your original objectives? Whatadditional,unplanned outcomes emerged? Which Leadership Style(s) did you deploy and why? Whatdid you say and/or do to makethe difference to the outcomes? Whatopportunities did you create and/or which obstacles you overcome? Demonstrate your influenceProve the results Delivery Actions What does the Organisation wish you to achieve? What is that you wish/need to achieve? Make sure you understand what it is you wish to achieve i.e. your Goal(s). Make your goals S.M.A.R.T. Clarify with your Line Manager so that you both have the same picture and interpretation of success. Buy in from your Line Manager is best achieved when you can demonstrate whats in it for them What is good, what could be better in terms of the Goals you have set? In terms of your joint Goals, what is within your control and influence and what is not? What barriers or objections will you need to overcome? What can help you to achieve your Goals? What Options and/or Opportunities currently exist to achieveyour Goals? What is possible and what is not? Look at every option and opportunity that is available to you - perhaps some that you have avoided or dismissed in the past. Who can help you? Ask for help from those who have knowledge, influence or the ability to assist you. What do you need to do differently? What do you need to give to achieve the results you desire?What do you need from others? Decide and agree what you have to do and do it. When working with others agree yourjoint commitments - keep your promises Establish the commitment neededfrom your Customer and ask for this commitment What timescales are needed to achieveyour Goals? Are you both agreed on the timescales? Agree the timescale you have to achieve your Goal(s) and consider if these should incorporate interim timescales or milestonesthat will enable you to check your progress. Plan accordingly. What are the agreed measures of successi.e. the measures that will prove that your original Goals have been achieved? Agree at the outset what your success criteria should be, how this will be measured and who will be doing the measuring. Tangible and intangible measures? Hatred Sharing TheBridgeofDesireTheL.E.A.D.Model Visionary Collaborative Democratic Pacesetting Coaching Collaborative Directive VisionaryPacesetting Directive Phase 1 Primitive Pacesetting Visionary Coaching Democratic Collaborative Reliesmore on Leaders status, position andauthority andlesson interpersonalskills. The leaderis confidentandassertive Emphasisisonleaders ability toinfluence and interactwithteamembers andon havingawide range andhighlevel of softskills