Guest Bloggers Archives - Page 25 of 41

People Don’t Resist Change

Guest writer Sarah Hanks deconstructs the challenges of change in the workplace in her blog post for this week: People Don’t Resist Change.

“People don’t resist change. They resist being changed!” – Peter Senge

On Monday, I was delighted to have the luxury of being a guest on the Industry 4.0 LinkedIn Live to discuss the learnings from success and failures. While the interview was pre-planned a question was asked that surprised me, “You stated that you’ve been doing digital transformation for a decade. What is different now than what you saw then?”

A few years ago, my team was implementing a shop floor quality system. One of my husband’s colleagues was complaining about the IT system that my team was deploying. He called me and I went down to the shop floor during my lunch break. In the conversation with the employee, I learned how frustrating it was to add cycle time to their data input and he didn’t understand the purpose. That single conversation led me to adapt the deployment strategy.

I explained that the goal was to connect the quality process from supplier to customer and drive a systematic improvement to quality. I also shared the link to collect feedback. The implementation went smoother, and the inspector provided feedback. This feedback was included in the future design, making the system better for everyone. When the application was expanded into other areas of the factory, I had several conversations with every employee on every shift.

Throughout the following years, the end user’s adoption and support has become a top priority. Here are 5 tips that I’ve adopted into my process:

5 Tips for Frontline Team Buy-In

Know the problem
Prioritize a user-friendly interface
Explain the why to everyone
Create a feedback loop
Celebrate wins as a team

Let’s look at each element:

Know the problem.

Understanding the problem that the technology solves

is important. With the ever-changing technology and continued focus on Industry 4.0, it is easy to get sucked into the popular thing to do. Connecting sensors to machines alone does not add value. However, using those sensors to prevent unplanned downtime is both value-add and it is measurable, as an example.

Prioritize a user-friendly interface.

Training is a cost to a business. If the user interface is easy to learn, the cost to train the employees decreases considerably. We don’t take hours of training to learn Facebook and shop floor applications should be the same.

Explain the why to everyone.

Take the time to have a conversation on the why with every employee. In my experience, these conversations help team members understand the value, ask questions and connect with the project.

Create a feedback loop.

Collect feedback from everyone and let them participate directly in the journey. Don’t forget to follow up, whether the idea is incorporated or not. Communicate ideas that have been accepted broadly.

Celebrate wins as a team.

Select a target, such as # of records, # of clicks, or length of time and connect it to a reward. Even a simple pizza party can help continue motivating people through the change.

In summary, the frontline team members are an important consideration in a digital transformation journey. Providing a purpose and easy to use solutions will allow the successful implementation of your digital transformation strategies, and achieve the estimated ROI.

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Global skills shortage and how to solve the problem of a tight market?

Guest writer Sonya Law tackles a topic that is plaguing every industry write now: the global skills shortage, and how to solve the problem of a tight market.

“Be an organisation who truly understands what candidates want and values will put you ahead of the pack. Before you try to fix the talent shortage problem, be clear about your EVP (Employee Value Proposition)and how the conversation will go with prospective candidates. Work strategically and in partnership with your Talent Acquisition (TA) teams and vendors to solve this problem together. Organisations who do this well, will secure top talent now and in the future”

The problems we are facing globally are not new in staffing organisations what is new is what candidates prioritise as important. Candidates know their value in the market and are now going after what they want, we need to be both tactical and strategic on how we do this.

This shift is largely because of the pandemic and is also stress driven, those experiencing burnout are opting for roles where they can work remotely and less hours. Other considerations are there needs to be investment into management training on how we engage our remote workforce.

Competitive Salary – Candidates know their worth in the market. Employees who are not being valued and remunerated to that level are also weighing up their options of whether to stay or go. These conversations need to be taken seriously and acted on and be part of the system of work.
EVP – Benefits are important to candidates in their evaluation of prospective employers. What is important to the effectiveness of these programs is that they are communicated to candidates. Use of social media and particularly videos and organizational story telling are powerful tools in communicating the benefits of working with an organization.
Flexibility – Post Pandemic candidates expect flexible, hybrid work options and opportunity to negotiate where, when and how work gets done. It is different for everyone and is not a one size fits all approach.
Psychologically safe workplaces – Candidates want to work for organization’s who support mental health and wellbeing is important, who create space and awareness for those conversations is important. Fostering ability to have mental health conversations. Progressive organizations are investing in MHFA (Mental Health First Aid) training and removing the stigma by educating and supporting leaders on how to have supportive mental health conversations.
Purpose, Vision, Values lead organization – Important to candidates is alignment between personal and organizational ‘purpose’ driven statements. When recruiters can have a conversation with candidates about ‘purpose’ attraction and retention of that candidate throughout the life cycle of the hire improves exponentially. It also serves to mitigate risks of offers from other prospective employers, when you have built that trust with the candidate. It is very time consuming and exhausting for a candidate to engage with multiple job offers, if you have built a good relationship, they will happily deal with you to the exclusion of others when this is achieved.
Diversity is not just a token – Lean in, listen and learn. Organisations who do this well will differentiate themselves from other job opportunities. Be ready and prepared to have conversations about social impact and CSR (corporate social responsibility) in the interview process, give examples of where this is happening in your organization.
Innovation – Organizations who are focused on Innovation and who have adopted innovative approach like design thinking will be ahead of the game.
Giving and receiving feedback – radical candor does not work its brutal, we still are not doing this well. Feedback needs to be timely, specific, constructive and respectful and is more likely to be taken onboard from someone we trust. Candidates appreciate feedback and not being ghosted by HR and recruiters; we need to improve in this area. This sets a tone for how feedback is handled within your organization. There is a direct link between proactive and constructive feedback, for increased opportunities for learning, internal promotions and remuneration conversations. Feedback is important.
Fear of failure – Optimistic organizations thrive when it comes to innovation, recognise that failure is part of learning. It’s an iterative process, what’s important is implementing a learning culture and growth mindset approach. We need to create an environment where employees can practice new skills without the fear of failure.
Developing leaders – to build their emotional intelligence and to see themselves as a coach and to set them up for success to manage a remote workforce. Also, the democratization of learning where learning is valued and encouraged at every level. A culture that promotes that everyone is a leader in their ability to influence at every level. To foster collaboration and involve the team in what they focus on, and their goals will lead to better outcomes. Employees are more likely to take ownership of a goal when they’re involved and take responsibility for their success.

How well we do in these areas will define the success in attracting and retaining talent in a tight market now and in the future.

‘Take care of your people and they will take care of business’ Sonya Law.

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Debbie Frakes, Guest Bloggers

The Key to Equipment Dealer Marketing: Use the Right Lead Sources

Guest writer Debbie Frakes reviews the importance of generating leads in multiple ways in this week’s blog post, “The Key to Equipment Dealer Marketing: Use the Right Lead Sources.”

The only way for equipment dealers to achieve consistent success is by having a steady stream of new leads coming in through the door. If an equipment dealership doesn’t have that, then your business will slow and eventually cease to be successful. That means you have to find productive, reliable lead sources for your sales reps to focus on.

The most important lead sources for equipment dealer marketing and sales

When it comes to determining the best lead sources for your sales reps, the key thing to remember is that it’s not all about new prospects. You also have a wealth of leads for your reps to reach out to from current and past customers. Here are a few of the ones you should focus on to improve your sales and equipment dealer marketing.

Email open reports

Emails are essential for any marketing strategy, because they remind customers and prospects of all your products and services, and they can encourage them to purchase. When it comes to lead sources, emails are also a very valuable tool. Your sales reps should be reaching out to recipients who have opened and clicked on your emails. They can even tailor their sales message to what the customer or prospect may be interested in, based on which section of the email they clicked.

Last purchase reports

Last purchase reports are an excellent resource for sales reps to find leads to contact. They should be regularly calling anyone who hasn’t purchased something from you in an average time period for your industry and market.

Customers from different parts of the dealer business

Equipment dealers are actually several different businesses rolled up into one. Critical for your success is to link them together and make sure your various departments are sharing leads with one another. For example, if one of your customers comes in for parts, they can become a lead for the service, rental, and equipment sales sides of your operation. Your sales reps should be reaching out and offering to fulfill all of your customers’ needs!

Your website

A lead generating website is important for equipment dealer marketing strategy. Your site should make it simple for leads to give you their information, ask you a question, or sign up to receive emails. Once they have the lead’s contact information, a sales rep can then reach out to them, answer any questions they asked, and ask them if all of their equipment needs are currently being fulfilled.

Lead generation should be a constant activity

Your business requires new leads, and using the most productive lead sources is the best way to bring them in. At Winsby, we help equipment dealers develop and implement successful lead generation plans using proven strategies. By combining effective emails with professional, easy to use websites, email list verification, calling, and reporting, we can help ensure a steady stream of new business.

Contact Winsby Today.

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Floyd Jerkins, Guest Bloggers

Hire Slow and Wait… Just a Minute Before You Fire Fast

Guest writer Floyd Jerkins walks us through the process of hiring and firing in a way that transcends industries in Hire Slow and Wait… Just a Minute Before You Fire Fast.

If you’re responsible for direct reports, then you’ve heard the hire slow and fire fast statement. Yea, you may have even heard that from me over the years. Before you actually pull the trigger, I’d like to ask you to consider a few things.

Should Management Be Fired First?

I am a huge proponent that you make sure that management has done their jobs right before firing someone. Firing someone who’s had a poor manager or having been managed by a poor set of systems and processes is like knowing your car is nearly out of gas and getting on a turnpike and blaming someone else for not putting gas in the car. It’s a recipe for failure and disappointment. Who’s really responsible?

In assessing an organization, I would interview key employees. One of the questions centered around their understanding of their job description. I was always curious to learn how close the description is to what they really do. It was alarming how many employees didn’t have one or if they did, it didn’t relate to their job functions.

Accurate Job Descriptions and Orientation Steps

One of the very basics is to have a current job description that properly matches what you want the employee to do. This is a guidepost to not only their performance but setting expectations. It is also the baseline of a performance review.

The start of creating a good or even great employee is when they are new. In the interview, you may have said how great your company is and how well everyone gets along. As soon as the new employee is unleashed into your business, the realities are exposed. Old employees will tell new ones the strangest things.

Make sure the new employee receives a proper orientation. They are already dealing with a new job, a new way to drive to work, and a host of other issues. Make it easy for them to assimilate into the business. Show them the lay of the land. Introduce them to all the key players. You might even consider not having them perform in the role until they get settled in.

Every new hire needs to be frequently evaluated. You want to make course corrections early on, so you do not allow bad habits to settle in. Also, be cautious about the volume of pointing out the negatives. You have to find successes and highlight the positive behaviors to help with the new hire’s phycological aspects.

In the orientation, offer a dedicated systemic feedback system. Depending on your cultural issues, this needs to be in a formal and informal style. What you want to create is an open communication process where this employee can ask questions or verify certain systems or procedures.

Was there enough coaching to bring them along? Did we hire them for the wrong position, and could they be better doing something else for us? Should we set them free? All these kinds of questions need to be asked before you fire.

Why Did You Wait to Fire Someone?

Normally, when you decide to let someone go, it’s came after a long time of evaluating and talking, and well, it can become exhausting. If you think you should have fired someone months ago, you are probably right. Why didn’t you? Did you think that there would be some miracle?

Firing fast is all about making the decisions you should have made. But it should always come after you’ve made an honest evaluation of whether or not the management team has done their jobs right.

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Debbie Frakes, Guest Bloggers

Your Customer Retention Rate Is Your Future Growth

Guest writer Debbie Frakes tackles the all-important topic of customer retention in her blog post this week, “Your Customer Retention Rate Is Your Future Growth.” We are often encouraged to attract new customers and can overlook the value of keeping customers for life. At Learning Without Scars, we can’t emphasize this enough. It’s so important to us, we have an entire class on the subject!

Finding new customers is great for business—they help you boost your sales and generate more revenue. However, retaining existing customers is even more important. Machinery dealers know that it is far more expensive to locate new customers than it is to keep the ones they already have. Although we all understand the concept, not all dealers actually use programs designed specifically to keep and develop their customers.

In this post we’re going to cover the six key retention drivers for growing your business:

Retain Customers with a Satisfaction Program for continuous improvement
Customer Internal Referrals more than double transactions each year
Lead Flow with the right customers in the markets and industries you support
Convert prospects predictably by selling what they purchase most often and saying “Yes”
Engage your customers with consistent contact
Measure and Forecast results

What is a customer retention rate?

Customer retention refers to the rate at which customers stay with your company for a specific period. The average customer retention of an equipment dealer business is 95.5% per month. Although that may sound very high, what that number actually means is that you are losing 4.5% of your customers each month. Over the entire year, you lose 54% of your customers!

On average, equipment dealers lose 51% of their customers each year. Only 29% of customers are retained for 3 or more years. Even though it looks like you are retaining most of your customers each month, you’re actually losing more than half of them throughout the entire year. And that pattern just makes business more difficult long term.

On the other hand, an improvement in your customer retention rate of just 1% each month represents a 12% increase in annual growth. The question is, how can you make that improvement?

How to boost your customer retention rate: a customer satisfaction survey

One of the best ways to improve your customer retention rate is to conduct customer satisfaction surveys. When they are conducted by a third party, these surveys allow you to learn about your customers and determine any issues before they turn into big problems. It’s important to have them completed by a third party, because customers tend to be more honest about a company if they’re not talking to someone from the company.

A customer satisfaction survey will help you understand your customers’ perspectives, why unhappy ones are unhappy, and how to serve them better. Plus, you’ll impress them by showing how proactive you are.

Using Winsby’s customer satisfaction survey program, our clients have seen 20% higher retention, 49% more customers, and 123% greater revenue growth over 5 years compared to those who are not using the program.

Customer internal referrals

Focusing on customer referrals means making sure your customers are buying everything from you—parts, service, rentals and equipment. Equipment dealers have multiple departments that are almost like different businesses. The good part about that, though, is that a customer can come in for a part, and then they become a potential customer for the service or equipment. The more they purchase from you, the better your customer retention rate will be.

How can you increase internal referrals?

Understand customers’ expectations— turnaround time for parts and equipment deliveries and service protocols.
Then, you can meet expectations, or manage them if meeting them isn’t possible.
Always call the customer with updates before they contact you.

Ensure you have a consistent lead flow

Another critical piece of improving your customer retention rate is properly managing your lead flow. Your sales reps need to identify customers at risk consistently, then contact and engage them. At risk customers are current customers that you’re in danger of losing. These are people who start purchasing less and less from you, and eventually they could go to one of your competitors. Customers that are at risk typically haven’t purchased from you in over eight weeks. By reaching out to them, you can encourage them to come back to you to fulfill their needs.

Engage your customers and convert prospects

You should also be regularly sending out emails to your customers and prospects. In our experience, customers on an email list buy two to three times more often than those who are not receiving marketing emails. By putting your brand, products, and services in front of customers, you’ll stay top of mind and your retention rate will increase.

First, call customers and prospects to confirm decision makers’ emails to expand your list and keep it current. Then, send emails at least twice a month and show all your capabilities: parts, service, rentals, new and used equipment. It’s also important to identify your website visitors. Distribute leads who engage with your emails or website to your sales reps automatically to reach out to and determine what they need.

Plus, when you engage with customers, always answer your phone and always say “YES!”.

Measure and forecast

It’s important to look at your past to predict your future. When it comes to improving your customer retention rate and achieving consistent growth, you have to have an idea of where you’re at and where you’re headed. At Winsby, we forecast the growth of Active Accounts for the next 12 months, based on patterns during the past 36+ months, by branch and by department. You’ll learn:

Expected losses and gains of Customers
Expected number of transactions
Expected revenue

You can then use the forecast to develop a plan of the action to take to improve your customer retention rate.

Conclusion

Retaining your existing customers is just as important (if not more important) than gaining new ones. Use all the tools at your disposal: customer satisfaction surveys, internal referrals, email marketing, consistent lead follow up, and always trying to say “yes” to your customers.

If you want to increase your customer retention rate and take advantage of all your possible tools, then contact Winsby today! We’ll help you implement a plan quickly. Contact Winsby Today.

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Alex Weaver, Guest Bloggers

Construction Equipment Used Parts

Guest writer Alex Weaver writes this blog post tonight on the topic of Construction Equipment Used Parts.

Construction Equipment Used Parts is similar, in some ways, to the automobile or on-highway truck salvage business. A core is purchased for salvage, disassembled, parts are evaluated for inventory, and some parts and components are repaired or rebuilt and sold. The business was created out of a need or demand for additional price points in the construction equipment replacement parts business.

A successful Used Parts business contributes to overall company goals. Assume, a company has the following high-level goals: Financial Performance, Market Share, Customer Satisfaction, Employee Satisfaction. Used Parts impacts these goals in the following order. Customer Satisfaction first, Financial Performance second and Market Share third.

Used Parts increases Customer Satisfaction by providing additional price points, and in some cases parts availability. Today, parts availability is not as certain as years past. In fact, some very large consumers of parts have created their own internal used parts operation to support parts availability needs. To insure they have the parts they need when they need them. Customer Satisfaction or loyalty positively impacts market share. Used Parts can impact financial performance by adding a revenue and profit stream for the seller. Used Parts can increase customer loyalty. Used Parts, also, contributes to harvesting a greater share of a customer’s wallet.

History

The Construction Equipment Used Parts business got its start in the late 1940’s and early 1950’s. Enterprising entrepreneurs purchased U. S. government surplus war material from World War II Primarily half–tracks. An armored truck, mated with a rugged bogie and track suspension system in the rear, allowed foot soldiers to quickly move with modern, mechanized attack forces. In civilian life, many found homes in large farms and ranches as a way to deliver feed and hay bales to herds scattered across many acres. Some 12,499 M3 half-tracks were built by White, Autocar, and Diamond T during World War II. The track bogie’s required replacement parts and cannibalizing other units became the best, easiest source. The companies that started here, gravitated toward other track type units. And, thus, an industry was born.

As the construction equipment product lines expanded, so did the demand for used parts and components. Product improvements obsoleted older technologies. From Mechanical systems to oil lubrication, hydraulics, electrical, and electronic. Dry clutch to oil clutch, Gasoline Starting Engine to Direct Electric start, Manual transmission to PowerShift, Cable lift system for dozer to hydraulic. Operator Environment – from no operator protection to Air Conditioned, Enclosed Roll Over Protection. Every step of the way, used parts provided opportunity. And, that opportunity continues today.

Growth & Change – Scope and Scale

The transition from Half-Tracks continues. The number of construction equipment manufacturers has increased. The numbers of product lines and models has increased.

Heavier, bigger machine products as well as compact construction equipment. Many smaller models, and as a result many more customers. The construction equipment market now includes global manufacturers and distribution.

Some products are now obsolete or out of production. But the original products/machines are still operating. Elevating Tractor – Scrapers, like Caterpillar, 613/615. The used parts business helps keep these machines running.

It all adds up to used parts opportunity.

Operations

Used Parts can take a lot of real estate. Or not. Some combination of Core (a machine to tear down) storage, warehouse storage and physical space dedicated to core disassembly and parts inspection. Plus, space for counter sales. Some customers want to “kick the tires” or look at what they are purchasing before they purchase. Which means public access to the used parts operations.

In today’s world, there are environmental considerations. How do you wash/clean a core before dis-assembly? How do you capture the waste fluids from a core?

Environmental Impact

In 1976, Congress passed the Resource Conservation and Recovery Act to increase recycling and conservation efforts as waste became a bigger problem. It is estimated that the slogan “reduce, reuse, recycle” was born at this time. The used parts business is a positive contributor to environmental opportunity. Used Parts maximizes the use of original material. Reduce/Reuse/Recycle and now Repurpose are all in the used parts “wheelhouse”.

Accounting

Many used parts operations, assign or breakdown the purchase cost of a parts machine, to some larger, higher demand parts or components and value the “by-products “at estimated scrap value. Slower moving inventory is not overvalued. In some cases, the cash accounting model is more suited to the used parts business than the accrual method. Your accountant will have the answer as it applies. Proactive, managed scraping of unneeded material is an ongoing process.

Products

Work Tools / Attachments
Drive Train Components
Hydraulic Components
Cabs / Canopies
Sheet Metal
Structural Parts – main frames / track frames / booms / sticks

Condition

Used Parts products can be in prepared and sold in various conditions

“As-Is” – removed during salvage process. Take off with no condition offered
Removed – Cleaned
Removed – Cleaned – Inspected – includes condition estimate
Removed – Repaired – base product used as core to make some repairs
Removed – Rebuilt – base product used as core to rebuild to published standard condition
Removed – Remanufactured – base product used as core for complete rebuild

Future

Our industry has grown and prospered by providing customer solutions. Used Parts, starting with Half – Tracks, has provided, and will continue to provide customer solutions. The details, models, applications, horsepower, reach, lift, capacity, may change, but the demand and the supply our industry provides will continue. Used Parts has been a part of every product/market change.

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Guest Bloggers

Developing a Value Based Training Culture

Tonight, we are happy to introduce a new guest writer, Mick Vaught. In his first blog for us, Developing a Value Based Training Culture, Mick emphasize the incredible importance of employee development.

Mick was born and raised in the small town of Williamsburg, Virginia, located in the South East region of the United States. While earning a degree in business administration as well as two degrees in Theology he has used this education as a foundation for educating corporate and distribution employees at all levels all over the world. Mick married his wife of 43 years, Carole and together have raised three married children and 8 grandchildren. After graduating from college Mick joined the Liebherr America group. While serving as Sales Manager he gained experience working with their distribution network in the United States and Canada. After 20 years of service, Mick joined Komatsu America as a product manager. Mick has worked as Vice President (Articulated Hauler Division) Of Volvo Construction Equipment Company, where he oversaw the development of sales, parts, service and the dealer pipeline with their launch of their new haulers. Mick has also worked as a training consultant for a large Caterpillar dealer, and was challenged with creating and launching their LMS system.Upon retiring from corporate America after 35 years, Mick also established his own leadership development Consulting Company. Here he worked with fortune five hundred companies around the country. The company (L3Learning Academy) also offered a wide variety of consulting services for small business owners designed to address everything from major strategic issues to more basic problems affecting everyday business practices. Mick sold the company, and currently teaches at the Charlotte Motor Speedway STEAM program, focusing on developing young minds with an aptitude towards science, technology, engineering, arts, and math.

Development and Execution of a well-conceived Training Plan.

The cornerstone upon which a successful training program rest.

This training plan exists on two levels:

Corporate – encompassing the entire organization and covering a relatively elastic time period of perhaps several years (this is a reflection of an overall set of goals)
Specific – describing smaller organizational units within the organization and covering a discrete fiscal or calendar time frame (this is a reflection of concrete, measurable goals and objectives)

Training Plan Elements

Background

The Training Plan will begin with a background section, which describes the following:

A description of the strategic Training Directive for developing a Training Plan. Training should always follow the corporate strategy!
Define the core client group. Within this client group there will be field and regional offices throughout the branch locations.
A comprehensive resource audit to determine those materials currently available and any of the GAPs that may exist for planned training expectations.
Review the total number of employees and age demographics. Indicate approximately how many of these employees are local and if possible, how many are in each geographic area.
Other pertinent information that may be appropriate under the Background section such as:
- new or, revised organizational-driven requirements (newly formed groups, programs, branches)
- changes in profile of service-oriented delivery versus product-oriented business models within the organization

The background section will be predominantly narrative in structure with a table or charts to assist in framing the context of our plan.

Current Status

The purpose of this section is to describe what sort of training has been completed to date. This section of the corporate plan will be updated each year, and referenced against the previous year for comparative purposes.

What sort of training has been completed to date? Has the training been Ad Hoc and demand driven or … (competency vs. content based)?
Has there been a formal training plan? If yes, to what extent has the training plan been completed? Did training include out-of-town travel?
What are the factors that limit training?
Is there a training budget? If yes, what is it and how much, if any, has already been spent?
Have there been any needs assessment conducted to identify what sort of training is needed by headquarters and field offices? If no needs assessment has been conducted, this may be something to add as part of the overall training plan?
Has a need for training evolved by the type of repeat questions and telephone calls for advice we have received?

This section will be greatly assisted by including a table to indicate current readiness against total numbers within targeted employee groups.

Mission Statement

The Mission Statement will address what it is we want to achieve in a corporate sense with the training plan. For example, our overall goal may be:

“AS AN EXAMPLE.”

To ensure all employees have those skills required to meet all competencies needed for their job descriptions and to add value to our Human Capital Management while also driving initiatives to focus on Business Knowledge Impact.

The overall goal differs from course goals and objectives because it is much broader and all-encompassing than course goals and objectives which tend to be more specific to the training and more limited in scope. It would be very challenging to reach the above overall goal in one or even 5 years. A number of different types of training would have to be implemented in order to reach the overall goal. Course goals and objectives are also much more measurable than the overall goal because course participants can help us assess whether or not we have met them.

Methodology

The methodology drives the approaches to training delivery that will be employed. For example, our training plan may cover 2 years, 5 years with a number of prescribed courses, or perhaps a phased approach that would be more appropriate for our mission. We may begin with general training one year and include more advanced training the following year. We may also want to offer one or two courses a year on specific topics. The options for this portion of the training plan are limitless.

How will we reach our overall goal?
What type of training will be offered? General awareness sessions or topic specific training? Will the training be branch specific in some cases?
Will we develop brochures and other documents that explain marketing concepts, roles and responsibilities?
Will we train via Zoom, video-conference, web based, computer based, or, create a video that staff can sign-out showing management buy-in. Create a training Hotline?
Would it be beneficial to use a Training Steering Committee as we move forward?

Training Methodology should also be updated each year in the corporate plan as different training delivery methods are evaluated.

Description of Training

We will be doing more than one type of training, to include Service, Parts, Sales, Employee “Human Capital” and eventually a “Company Academy” to develop potential managers and leaders for future growth opportunities (this is where our training plan becomes more specific both in terms of deliverable and time frames). We will also be implementing quick vignettes such as “Lunch & Learns” to communicate common knowledge and information at a quick rate.

Time Frames

Training will be scheduled and delivered in a “time sensitive manner” working in collaboration with division and department managers to ensure optimum time management. Certain seasons in an industry dictate when time is most appropriate. Other elements to consider will be approximate time we expect to have new product or other documentation complete. Will the documentation be updated each year? When do we expect to have our Web Page up and running? Etc.

Goals

Identify Clients: First we will identify which group segment will benefit from the training: Customer support (service and parts) would be the first recommendation followed by sales and employee administration. Another goal to target is upper and middle management making available those disciplines needed for their position.

Objectives: Once we have identified the group segment that requires training, then we will identify what we hope the participants walk away with: This may include; to provide a comprehensive base-level of expertise to support the groups compliance with their core competencies and skill levels or, to ensure all ASC managers participate in training that specifically focuses on their area impact as it pertains to their specific strategies.

Learning Objectives

Learning Objectives are specific and measurable. Learning objectives identify specifically what the participants will do/learn/understand/identify/recognize etc…

Some examples of objectives would include any of the following:

The participant will show competence in the following:

Communication

explain four basic principles of communication (verbal and non-verbal) and active listening.
outline four barriers and bridges to communication
list at least four ways communication skills will help create a positive work environment
identify records that require formal FOI response vs. routine release of information

Time Management

list job expectations of staff
provide tools to use in prioritizing tasks

Organization

What will we need to be able to accomplish the training objectives?

Coordination of Training Delivery: (Based on our Training Resource Audit)

Do we need to identify and coordinate a number of training sessions to cover each branch or geographic region?
Do we need to find facilities that will be available on a given date?
Do we have to solicit participants? If yes, will we send out a general e-mail or contact people by phone or post an advertisement? Will we have registration via the Intranet?
How will the training be delivered? Will a facilitator actually give the session, will it be given via video-conferencing or will we develop a brochure or package that is self-explanatory? Will we create a video to send around the province? Will we have a Web Page or a FOI (Field of Information) Hot Line?
Evaluation – How will we analyze the delivery outcomes and identify shortfalls of the training method?

Materials:

Once we have identified how we will deliver the training, the next question will be what materials do we need to deliver the training:

Will we use slides, video, ILT, WBT, CBT or WebEx?
Due to a deficiency in OEM support material our trainers are spending 65% of their time developing their own which takes away from our training effectiveness
What sort of hand-outs will we provide participants?
Will participants be expected to participate in case studies, pre-tests and/or post-tests?
Will there be a poster we want to use?

Training Schedule and Budget

Finally, the Training Schedule and Budget specifically identifies the date, method, cost and approximate number of participants to be trained.

It would be useful to identify the approximate number of participants to be trained and identify the following:

program delivery
include central administrative staff (i.e., Personnel, Policy and Finance)
include manager / director level?
include executive?

Reporting

Finally, when the annual round of training is complete, we should consider the type of reporting we want to do. A summary of the above information is a good place to start and you can flesh out this report with the actual cost and number of participants trained. This information will be helpful in forming part of our overall evaluation of the training program.

Reports required must include the following:

Personal Development Plan (PDP)
Usage / Adoption (project-based)
ROI (project-based)
Assessment results
Transcripts
Exception reports (who hasn’t completed requirements)
Printable into ms excel
Push versus pull
Export capabilities
Flexible

Executive Summary:

The critical key for the success of a Learning culture depends on the following:

We must create value for professional development
We must create desire
Tie learning to performance
Communicate successes
- Run a pilot program
- Testimonials
- Recognition
- Pictures on a bulletin board
Overcome fears
- Demonstrate learning environment
- Flash demo’s
- Technical assistance
- Peer support
Provide job aids

AND MOST IMPORTANTLY: HAVE FUN!

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Guest Bloggers, Louise Duranlea (FRE)

Le Leader, le changement, et l’être humain

Je suis née au Québec et j’ai été élevée aux Etats-Unis. Je eu la chance de travailler à travers le Québec, le Canada et les États-Unis. Conseillère stratégique, gestionnaire de projet, gestionnaire de l’amélioration continue, directrice des opérations, et directrice des ventes pour plusieurs organisations internationales. Mon expérience d’adjointe à coordonnatrice, de chargée de projets à gestionnaire de projets, de directrice du marketing à directrice des ventes, de directrice des opérations au service-conseil, j’ai eu la chance d’œuvrer dans un monde d’affaires professionnelles et diversifiées. Première femme à faire partie d’un regroupement nord-américain composé d’hommes d’affaires canadiens et américains pour une entreprise spécialiste en groupe motopropulseur de Québec. Instigatrice et collaboratrice à la mise en œuvre de plusieurs projets marketing et de ventes nationaux. Personne-ressource et lien d’affaires auprès de manufacturiers de grandes renommées internationales. Mes domaines d’expertise : Gestion de projets • gestion du changement • gestion d’amélioration des processus industriels, dans le transport routier, en technologies d’informations et des soins de la santé • gestion des ventes et marketing • restructuration organisationnelle • plan de communication • plan de formation • développement d’outils de gestion.

Le Leader, le changement, et l’être humain

Le changement semble perpétuel tout autour de nous. La vie, comme le travail, évolue rapidement en raison des nouvelles technologies et la facilité d’accès aux informations. Nous sommes dans une ère de questionnement continuel, de renouvellement et d’amélioration. Je crois avoir appris à vivre assez bien avec le changement. Je suis motivée par le changement parce que j’y ai, jusqu’à présent, trouvé ma force. Je suis une personne qui s’adapte facilement à un nouvel environnement. Que ce soit un déménagement, un voyage en pays étranger ou un changement de plan de route; je digère, je réfléchis et puis je réajuste mon tir pour mieux m’adapter à la situation.

Il y a déjà plusieurs années, on m’avait proposé le poste de gestionnaire de projets pour une entreprise spécialiste en groupe motopropulseur. Imaginez-vous une femme blonde, sans formation adéquate, sans connaissance technique, plongée dans un monde d’hommes, qui vit tout un changement et qui doit vendre le changement ; soit d’implanter de nouvelles façons de faire en gestion de réparation et pour le service à la clientèle. J’ai fait beaucoup d’erreurs, mais j’ai réussi à mener le projet à terme en m’adaptant à chaque obstacle. J’ai dû implanter le projet dans une succursale là où j’étais peu connue, afin de réduire les réticences concernant mon manque d’expérience.

Aujourd’hui, avec le recul, je pourrais l’implanter beaucoup plus rapidement. J’ai appris à mieux planifier et implanter le changement en tenant compte d’un facteur majeur, soit la culture organisationnelle en place et la résistance prévisible à laquelle il faut faire face au cours du processus de changement. La réussite d’un projet dépend non seulement des livrables, du budget, de l’échéancier et de l’équipe, mais également de notre capacité à gérer le changement dans l’entreprise.

On peut tout planifier sur papier : l’équipement, les ressources, les résultats voulus, cependant il ne faut jamais oublier les êtres humains directement impliqués et non impliqués. Il ne faut pas sous-estimer les défis du changement. Il faut être à l’affut des réactions de toutes personnes de près ou de loin qui devront faire face au changement. N’hésitez pas à consulter tous les groupes de l’entreprise afin d’obtenir leurs avis concernant les projets de changements prévus dans l’entreprise.

Le changement demande du temps. L’individualité à maintenir les conditions existantes pourra être forte. On peut se sentir à l’abri par la familiarité. Nous trouvons du réconfort dans ce que nous savons déjà. Il n’est pas nécessaire de s’adapter à des choses que nous connaissons. Selon Jennifer L. Kunst, PhD. « C’est pourquoi il est si difficile de briser une habitude, même si nous savons que ce n’est pas bon pour nous. Nous pensons que nous avons besoin de ce que nous essayons d’abandonner ».

Il ne faut jamais sauter des étapes ou introduire le changement de force. Michel Crozier, sociologue français, citait – « on ne peut pas faire changer les individus de façons autoritaires et coercitives ». En tant que leader du changement, il est particulièrement important de comprendre les émotions que les changements peuvent générer chez les personnes concernées. Nous devons faire passer l’être humain avant l’objectif ou le résultat à atteindre, car ce dernier peut parfois sembler plus important que ce que les individus vivent pendant le changement.

Avant d’amorcer un projet de changement, assurez-vous d’inclure une planification pour des périodes de consultation en entreprise avec non seulement la direction, mais aussi avec tous les employés qu’ils soient impliqués de près ou de loin. Vous seriez surpris d’avoir de la rétroaction importante d’employés qui sont loin d’être atteints par ce changement et qui peuvent être favorables au succès du projet.

Selon Daryl Conner, auteur du livre Managing at the Speed of Change, il faut également déterminer si ce changement est mineur ou majeur. C’est-à-dire « cartographier le portrait humain et examiner les cinq domaines clés : le parrainage, la résistance, la culture (croyances, hypothèses, comportement), l’architecture (soutien en place), et la capacité (ressources intellectuelles, émotionnelles, physiques ou financières) afin de bien planifier et gérer le changement ». Daryl Conner mentionne : « Aujourd’hui, nous constatons de plus en plus que le leadership a mûri dans sa compréhension de la gestion du changement. Les dirigeants reconnaissent que, au moins pour un changement majeur, ils ont besoin de conseils sur la façon de gérer le paysage humain. Ce soutien n’est pas autour de « ce qui » est en train d’être changé autant que « comment » exécuter le changement afin d’atteindre la pleine réalisation du projet.

En lisant de nombreux articles de Conner, je crois aussi qu’en tant que chefs de projet, nous devons faire plus d’introspection. Nous comprenons tous les processus, mais nous devons également comprendre qui sont les personnes qui traversent le changement et les valeurs déjà intégrées dans l’organisation.

Selon John Kotter, professeur de leadership à la Harvard Business School, il soutient que de nombreux projets de changement échouent parce que la victoire est déclarée trop tôt. Le vrai changement est profond. Les gains rapides ne sont que le début de ce qui doit être fait pour réaliser un changement à long terme. Dans le modèle de changement en 8 étapes de Kotter, un plan de communication peut nous guider à mieux adresser la résistance au changement. L’élaboration d’un plan de communication tout au long du processus de changement est considéré comme un atout majeur pour aider à comprendre et partager la motivation de l’entreprise à changer et valider la pertinence de nos actions. Il ne faut surtout pas oublier l’une des phases les plus importantes : un programme de formation pour s’assurer que nos employés se familiarisent avec les changements.

Lorsque nous avons un manque de connaissance relié au projet de changement, nous devons axer nos efforts sur la consultation et la concertation. Il faut faire la même chose lorsque nous croyons maitriser la matière. Car pour qu’un projet fonctionne il faut tisser des liens, réunir les différents groupes d’intervenants, valider si nos connaissances sont encore à jour, s’assurer d’avoir cerné qui sont les personnes qui auront à traverser ces changements et comment leurs résistances peuvent impacter le projet ?

Ne jamais oublier que l’être humain fait partie du succès dans tous les aspects de notre vie et de notre travail. Ils doivent toujours être pris en compte à tous les niveaux de la mise en œuvre du changement et être considérés comme la priorité dans tout ce que nous faisons. Soyez à l’affût, avant, pendant et après, des réactions des gens au changement. N’ayez pas d’idée préconçue pour en tirer vos propres conclusions.

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Guest Bloggers, Louise Duranlea (ENG)

The Leader, The Change, and the Human Being

The Leader, the Change, and the Human Being

Today we introduce our new guest writer, Louise Duranleau. Her introductory post tonight is on change management with “The Leader, the Change, and the Human Being.” We are pleased to present this brief bio in Louise’s own words: I was born in Quebec and raised in the United States. I have had the opportunity to work throughout Quebec, Canada, and the United States. Strategic advisor, project manager, continuous improvement manager, operations manager, and sales manager for several international organizations. My experience from assistant to coordinator, from project coordinator to project manager, from marketing director to sales director, from operations director to consultant, I had the chance to work in a professional and diversified business world. First woman to be part of a North American group of Canadian and American businessmen for a powertrain specialized company in Quebec City. Instigator and collaborator in the implementation of several national marketing and sales projects. Resource person and business link with internationally renowned manufacturers. My areas of expertise: Project Management • Change Management • Process Improvement Management in the Industrial, Transportation, Information Technology and Health Care fields • Sales and Marketing Management • Organizational Restructuring • Communication Plan • Training programs • Development of Management Tools.

The Leader, the Change, and the Human Being

Change seems perpetual all around us. Life, like work, is changing rapidly due to new technologies and easy access to information. We are in an era of continuous questioning, renewal, and improvement. I have learnt to live with change quite well. I am motivated by change because I have, so far, found my strength in it. I am a person who adapts easily to a new environment. Whether it’s a move, a trip to a foreign country or a change in the route plan; I digest, reflect, and then readjust my aim to better adapt to the situation.

Several years ago, I was offered the position of Project Manager for a powertrain company. Imagine a blonde woman, without adequate training, without technical knowledge, immersed in a man’s world, who is going through a whole new change and who must sell the change; that is, to implement new ways of doing things in repair management and customer service. I made a lot of mistakes, but I managed to complete the project by adapting to each obstacle. I had to set up the project in a branch where I was not well known, to reduce the resistance concerning my lack of experience.

Today, with hindsight, I could reproduce the implementation much quicker. I learned to better plan and implement the change by considering major factors: organizational culture and foreseeable resistance that must be faced during the process of change. The success of a project depends not only on the deliverables, the budget, the schedule, and the team, but also on our ability to manage change within the company.

We can plan everything on paper: the equipment, the resources, the desired results, but we must never forget the human beings directly involved and not involved. The challenges of change should not be underestimated. We must be alert to the reactions of all those who will have to deal with the change, from near and far. Do not hesitate to consult with all groups in the company to get their input on changes that are planned in the company.

Change takes time. The individuality to maintain existing conditions may be strong. One can feel more comfortable with familiarity. There is no need to adapt to things we already know. According to Jennifer L. Kunst, Ph.D. “This is why it is so hard to break a habit, even if we know it is not good for us. We believe that we need the very thing we are trying to give up.”

Never skip steps or introduce change with force. Michel Crozier, French sociologist, quoted “one cannot make individuals change in authoritarian and coercive ways”. As a leader of change, it is especially important to understand what emotions the changes may generate in the individuals concerned. We must put the human being before the objective or result to be achieved, because the latter can sometimes seem more important than what the individuals are experiencing during the change.

Before embarking on a project, be sure to include consultation periods with not only management, but also with all employees involved in any way. You would be surprised to get important feedback from employees who are far from being affected by this change and yet can be supportive of the success of the project.

According to Daryl Conner, author of Managing at the Speed of Change, we must also determine whether the change is minor or major. That is, “mapping the human picture and examining the five key areas: sponsorship, resistance, culture (beliefs, assumptions, behavior), architecture (support in place), and capacity (intellectual, emotional, physical, or financial resources) in order to properly plan and manage change.” “Today, we’re seeing more and more that leadership has matured in its understanding of change management. Leaders are recognizing that, at least for major change, they need a lot of guidance around to deal with the human landscape. This support is not around ‘what’ is being changed as much as ‘how’ to execute change so full realization can be achieved”.

In reading many Conner articles, I also believe that as project managers, we need to do more introspection. We understand all the processes, but we also need to understand who are the people going through the changes and remember the values already embedded in the organization.

According to John Kotter, Professor of Leadership at the Harvard Business School, he argues that many projects fail because victory is declared too early. In one of Kotter’s 8-Step Change Model; Communication Buy-in guides us to better address resistance to change. Elaborating a communication plan throughout the process of change is considered a major asset to help understand and share the business motivation to change and validate the relevance of our actions. We certainly must not forget one of the most important phases; a training program to ensure that our employees become familiar with our changes.

When we have a lack of knowledge related to the project, we must focus our efforts on consultation and dialogue. We must do the same when we believe we have mastered the subject. For a project to work, you must build relationships and bring the different stakeholder groups together and validate that our knowledge is still current. We need to have a good portrait and understanding of who the people are.

Never forget that the human being is part of the success in every aspect of our life and our work. They should always be considered at every level during the change implementation and be considered the priority in everything we do. Be on the lookout, prior, during, and after, for people’s reactions to change. Please do not have a preconception and make your own conclusions.

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Floyd Jerkins, Guest Bloggers

Relationship Selling: Nine Tips & Strategies on Handling Incoming Sales Calls

Guest writer Floyd Jerkins closes his series on relationship selling with today’s blog post on nine tips and strategies on handling incoming sales calls.

The radio newspaper was invented in 1939. The idea was that a radio transmission would transfer the newspaper to the device in your home, which would then print it out on a nine-foot role of paper, which could then be cut or folded. Each page would take 15 minutes to transmit, which seems slow in our age of instant news access, but in those days was probably considered revolutionary. It didn’t ever really catch on, but it probably had a bearing on later inventions, such as the fax machine.

The telephone has proven to be one of the greatest inventions ever made but I guess it is a lot like the radio newspaper, if it’s not used right, it is just another device. We are in the “let your fingers do the talking” generation. Customers want to save time and money, so they start making calls seeking information before the make a purchase. Salespeople many times don’t handle these incoming calls as true lead. This misjudgment costs the business thousands of dollars every year. They can be as valuable as a walk-in customer if you handle it right.

Common questions customers ask when calling in:

What do you have?
How much do you want for it?
What is your best price?
How much is mine worth?

A salesperson can quickly gather information as well as give it on the call. Many calls I’ve heard had the salesperson answering every question the customer asks without gathering information to help them understand the customers buying patterns. The salesperson can control the call by just asking qualifying questions.

The goal is to give and get information.

It’s important to be of service to the customer, but also to yourself. Giving out your entire inventory list with pricing doesn’t build value, especially if we are talking about used products because there is no way to compare apples to apples. Find out why they called your business, when are they thinking of buying and other qualifying questions. Asking for the customer’s name and contact number is a fundamental goal. It’s all when and how you ask that makes a difference in the customer’s perception of whether you are helping them buy or if you are trying to sell something.

Nine Tips & Strategies on Handling Incoming Sales Call

1.) Take the Customer Out of the Market and Into Your Business

The overall goal of the call is to schedule an appointment with the customer. You want to take the customer out of the market and into your business. That’s where the money is.

In some instances, the customer may be calling from outside your trade territory. That does not mean they aren’t a buyer. And I get it, there are some sales made over the phone. I am more referring to what happens most of the time.

By planning ahead for your response to each of the common customer requests, you can improve your effectiveness and make more money.

2.) Answer With a Warm Friendly Greeting

Ok, I know that sounds so cliché, but have you called into a business and the person answering the phone just woke up? Or you called, and it sounded like you intruded on someone’s day? The tone and inflections you use create impressions about your business to the customer.

A warm, friendly greeting starts a positive impression of you and your business. When it happens, it is noticeable and can stand out among the prospects other calls where they experienced much less. When it’s positive, it’s the best way to engage a customer on the phone. Think back to the last few places you called. What did it sound like? How did the sound of their voice make you feel about wanting to spend your money with that business? Make no mistake about it; it does make a difference.

3.) Thank Them and Introduce Yourself

In today’s market, customers can buy the same product from five different places or, in some cases, order it and have it delivered to their front doorstep. The key is to make yourself and your business indispensable. Be the resource your customer wants to seek out.

Make a professional introduction of yourself to build rapport. Speak slower than you might in person. Over the phone, there are distractions. Use your full name vs. just your first name.

4.) Get the Customer Excited

Now, this doesn’t mean you pull a Tom Cruise on Opera’s chair. It means that you sound like you interested because you are, right? You want to make more money. You want to create more customer goodwill for your business.

Treat this call just like the customer was in front of you.

Thank them for calling and do that with a positive expression. Listen carefully to what they are saying.

If you are distracted for any reason, don’t take the call. Customers can tell when you are not listening to them. Don’t answer the phone when preoccupied with other thoughts or activities. If you can’t concentrate on giving the customer your full attention, let someone else handle it.

5.) Take the Incoming Call Seriously

Take notes, be a professional, and show the type of consideration you would like to have when you call a place of business searching for a product.

Eliminate distractions and noises so the caller can hear you. If you have loud background noise, recognize that to the customer. You know they can hear it, so recognize it.

6.) Qualify- Take Control by Asking Questions

Don’t let the prospect maintain control with constant questions. I can’t express this enough but learn to ask good questions. I’ve witnessed many salespeople taking these incoming calls only to serve the customer but never win themselves. The goal is to give and get information. If you give out your price list or tell them everything you know, what reason do they have to come to see you in person?

Can you seriously appraise their trade-in without looking at it? I know it’s being done, but I also know it’s a stop-gap measure that can easily spiral into more time and energy to make the deal work when you look at the trade-in real life. I’m talking about high valued trades, not a throwaway product.

Use questions and phrases such as: “What’s that worth?” “Anything wrong with it?” “This equipment will sell for…” “What budget or payment range are you looking to stay in?” Use “availability” rather than “inventory.”

Don’t ask questions like what do you want for it, or what do you need for it? It opens you up for negative questions. Every customer will tell you how great their trade-in is even when it’s not.

7.) Take the Customer Out of the Market and Into Your Business

The goal is to take the customer out of the market and into your business. Schedule an appointment so that you can be of service to them. Imagine if you looked ahead on your calendar for the week, and each day you had 3-5 appointments? Sure, not all of them will show up, but if 80% do, you will have a higher closing ratio of appointments vs. just guessing when they will come in.

8.) Get the Name and Phone Number of Every Prospect

What is the “sales goal” of the call? Is it to give the customer all the information they want and make the customer happy, only to get off the phone and not know who you were talking to?

If you ask, you will get, if you don’t, you won’t. The first rule here is to always ask, but know it is how and when you ask, they determine your success.

You may encounter the customer who won’t give you, their name. Now, think for a minute. If you were the customer under these circumstances, why would you not give them your phone number? I realize there are exceptions to this statement, but more times than not, it is because you didn’t earn the right to get their name.

Can you show enough value, “over the phone” to achieve a higher margin because your business demands it? Yea, some sales are made over the phone but more are not.

Maximize every opportunity! Ask for referrals. I’ll talk about this in a future article.

9.) Use Professional Sales Language and Approaches

Be careful about using industry jargon. What are customary descriptions to you may not be to your customer. You also don’t want to “low-ball” a customer. It’s simply another word for lying just spelled differently. Never lie just to get them in the door, but don’t tell them all the truth to keep them out, either. You won’t win a lot of poker hands when you show people your cards!

You are a professional, so talk and act like one. Prepare questions ahead of time, so you know how to navigate a call like this vs. winging it. Good questions lead to a close.