Category: Uncategorized (page 1 of 3)

DISC Personality Assessment

Personality Assessments – DISC 

 

Organisations are made up of individuals, each of whom is unique. Gender, age, experience, skills, aptitudes, upbringing and so on. They each have strengths, limitations, motivational needs and have their own individual preference as to how they wish to be treated.

 

Seek to understand and be understood

 

If we can understand ourselves more, then we can enhance the way that we interact with those around us.

The DISC Personality Assessment helps us to decode the language of behaviour, the way we interact with one another and within groups.  What does DISC mean? It is an acronym made up of the first letter of each of the main personality traits.

 

  • D    = Dominance
  • I      = Influence
  • S    = Steadiness
  • C    = Compliance.

 

In less than 20 minutes the assessment provides an accurate insight into how you behave at work, answering questions such as: what are your strengths and limitations? How do you communicate? What motivates you? How can you enhance your value in the work place?

 

DISC – what it means  –  have a look at how it works here.

 

How does it work?

 

Research has shown that behavioural characteristics can be grouped together in four major areas called personality styles or traits. People with similar personality profiles tend to exhibit specific behavioural characteristics common to that profile.

Knowing who you are, what motivates you and almost as important, what demotivates you, is the foundation of a successful and fulfilled life. It means you can play to your strengths and work around your limitations.

Once you know how you would like to be treated, it gets even better.  Once you have a full grasp of your own self-image, you can then start to discern how others might think, act and feel.

After years of research we have concluded that the best determinant of personality traits or styles is the DISC personality assessment.

 

What do I need to do?

 

It is a simple online personality test comprising 28 questions. It takes less than 20 minutes to complete.

Our DISC personality assessment gives you the means to motivate, stimulate and encourage people in your organisation by raising people’s self-awareness, self-esteem and confidence.

 

What are the benefits of assessing personality or temperament?

 

Here are the key benefits:

  • Makes a good team great by building mutual understanding
  • Increases motivation as each person is treated uniquely
  • Improves communication and trust
  • Becomes a powerful force for change
  • Turns around underperforming teams
  • Enhances personal and team courage – breaks down the blame culture

 

Does it show ‘good’ and ‘bad’ qualities?

 

No. It provides an understanding of how a person prefers to behave at work and the characteristics they will demonstrate. There are no ‘right’ or ‘wrong’ answers or ‘good’ or ‘bad’ qualities.

 

If you want to know more about how the Business CoPilot DISC Personality Assessment can help you or your team call us now on 0117 317 8147 or email me at robh@businesscopilot.co.uk. If you wish to purchase an assessment, the cost is £133.50 plus VAT.

Sales strategy – 5 things being a sales manager taught me

Sales strategy that delivers profits, pride and performance.

Being a sales manager is so rewarding. It’s one of those roles that really has everything.

Sales strategy, business coachingAs It’s your responsibility to deliver the sales strategy you get to see all sides. The externals, which includes clients and supply chain. And the internals as you are the link between the client and the product or service delivery team.

In summary it means working with good people, good clients, with good marketing support, delivering good products and making the business strategy a reality.

Aligning clients needs with the firms ability to satisfy or delight the client is a win win win scenario and one that sales managers everywhere seek to make happen frequently and regularly.

But it doesn’t always go so smoothly. That’s the problem. There are irritations along the way that if not treated become festering sores that in turn could become life threatening. That’s when the sales strategy starts to unravel.

Sales strategy - 5 things being a senior sales manager taught meHere are the 5 things that need to be in place if the sales manager is going to deliver the sales strategy.

1. Get and keep good people who make or deliver the service. It makes a huge difference. How many great meals are ruined by sloppy, indifferent, incorrect or late delivery? Strive to get it right first time so that the relationship account is always in credit. When or if a withdrawal needs to be made then there is some value in the account.

2. Get and keep good clients. Not all clients are the same. Strive to hold on to the good and divest the poor. Build strong bonds at all levels with the good clients. Make them feel valued across the organisation. Let your competitors have the poor ones. You can be generous here. Actively guide the poor clients over to them. But hold on to the good ones with all your might. They are the ones that generate most of your long term profit.

3. Get the best marketing support possible. Make sure it either sells or eases the sales process. Sales people need collateral to sell, not for any other reason. Make sure that the brochures, website, email campaigns even the stationery all aid the sales process.

4. Get the very best product or service that you can deliver. Embed continual improvement in every aspect of service design, innovate, copy, mimic, benchmark to make sure that what you are selling delights the clients and gives pride to the firm.

5. Get a realistic business strategy in place. Implement it well and measure those performance metrics that impact the strategy directly. Make changes quickly. Embed the good. Keep the plan’s delivery in the public eye.

Those are the 5 things that being an international sales manager taught me when delivering the sales strategy. If they were all firing in sync then my life was more focused on generating more and higher profit new business. Done poorly and I spent my time firefighting, politicking, scoring points and seeking my own teams agenda.

Do these 5 things well and your sales manager will be deliver the strategy:

1. Get and keep good people

2. Get and keep good clients.

3. Get the best marketing support.

4. Get the very best product or service that you can deliver.

5. Get a realistic business strategy in place.

Call me on 0117 317 8147 if you want to talk through your organisations performance in these five areas and deliver the sales strategy.

Click here to go to our sales strategy training page

Is trust in the workplace worth the effort?

According to an article in Psychology Today they ask the question “How do you provide evidence that you want your customers or staff or stakeholders to give you their trust?”.

And their answer is simple “You must first demonstrate that the relationship matters.”

Is this right? So what if the relationship doesn’t matter, does that give you an out? Are they arguing that I can be trustworthy with some because it matters, but not with others because it doent matter? Is trust therefore an elastic concept that can flex dependent on what I get out of it?

No of course not, and the article’s author is not arguing that either. Trust is not elastic. The degree of trust may vary but not the concept of trust. Trust is so embedded in our culture that we tend not to consider it, nor train our people in how to maximise the value that can be gained from enhancing trust.

If I may, here below are the suggestions from the article:

Trust grows in relationships when …

  • The relationships are mutually beneficial
  • When you bring the best of who you are into the relationship; the best includes core elements like integrity, tolerance, honesty, and trustworthiness
  • When you want the best for the other person
  • When the relationship is more important than any single outcome
  • When you invest time, communication, commitment, and authenticity
  • When you show genuine care, concern, and compassion
  • When you operate with appreciation, politeness, and inclusion
  • When you give more than you take, while still keeping your interests in view
  • When you help others achieve their aspirations, dreams, goals, or personal best
  • When you respect where others are coming from – knowledge, experience, state of mind, values, beliefs, needs

Trust is an essential component of business success and we disregard it and the consequences at our peril.

Brand loyalty – mistakes that are frequently made

Here below is a synopsis of an excellent blog post by Randy Bowden. He argues that most business owners miss the point when it comes to building brand loyalty

“Customers want a business they can come back to again and again for the things they need, that they feel comfortable purchasing those items, knowing they are getting the right items. It is, however, easy to make mistakes when building brand loyalty that may haunt a business the rest of its days.

1. Forgetting What The Customer Wants

It is important to keep what the customer wants in mind as a business owner builds loyalty. Business owners need the loyalty to go deeper below the surface.

2. All Hype, No Substance

It is easy to think about customers are object you are trying to attract them and forget they are people. So, avoid making claims about the business without the substance to back it up.

3. All Sell

One of the worst things a business can do when building brand loyalty is focusing on the next sale. It is like being bombarded by telemarketers. No customer likes that.

4. No Engagement

Engagement can simply mean a conversation or acknowledgement that the business heard their words and will take the appropriate action. The strong emotions, such as humour, connects them to your brand and encourages loyalty.

5. Poor Customer Service

No matter how well you do everything else, how those behind the counter treat the customer is still one of the best ways to build customer loyalty. So, never forget that your brand extends beyond the physical.”

As the saying goes, there is no second chance to make first impression. Working hard on ensuring that the client or customer has a smooth path through the purchase is probably the best way to build brand loyalty.

More than an overcomer

I met with Julia Cawte earlier in the week. She is a voice coach who helps people to speak well in public. What struck me most was her vitality, it flowed from her. We got to talking about her past. This lady has a past that would floor most of us. No details here but they include being a very tiny person, debilitating illness and serious work related problems.

At the end of our talk she read out this poem. She spoke of the contrast between what she was and how she saw herself, in her soul or in her spirit. It moved me so much I had to share it – I hope you don’t mind.

Spirit

I am but my spirit is
I exist but my spirit lives
I am small but my spirit stands tall
I have limits but my spirit is all
I hurt but my spirit soothes
I am still but my spirit moves
I whisper but my spirit roars
I stumble but my spirit soars
I am pale but my spirit glows
I doubt but my spirit knows
I desire but my spirit loves
I think but my spirit does
I am shackled but my spirit is free
So I shall be what my spirit is

So when times seem rough, reflect on who you are and not what you are. You are not bound by the circumstances. Thank you Julia, you made a difference in at least one life.

Jettison the ballast and soar!

“I haven’t got the time, Rob!”.

“In your dreams, Rob”.

“When am I supposed to do this? I am working 10 hour days”

What would your response be if you had to increase your workload by 20%. Would you tut and go back to the day job? Would you reflect longingly at what life would look like if you could increase the time at work? Or would you do the following?

The Ditch List – jettison the ballast

Business coaching Bristol Bath and South WestWrite down on a set of Post It notes everything you spend your time on. Get it all down first, we will work on it later. Then add in the non-work commitments.

Once you have emptied your brain, take a break and enjoy a hot beverage or glass of wine because now comes the hard bit. Put all the notes in a long vertical line, the most important things you spend your time on at the top and the lesser items at the bottom. You can do the next bit weekly or monthly, it is up to you. But what you need to do is to calculate how much time you spend on each activity.

Add up the time per task as you go down the list until you reach 80% of the time you want to work. Anything below that should be outsourced, discontinued or delegated. Be ruthless!.

Why do this exercise?

Because you need a minimum of 20% of your working time to run the business. That’s right at least 20% or one day per week of quality time to ensure the business vision, goals and objectives are being met. All too frequently we find as business coaches that senior business leaders spend too long on non essential tasks to the detriment of their business.

So what would you jettison if you had the time?

Business CoPilot Announcements

Hi,   
We have some announcements to make!!

The Business CoPilot is broadening it’s offering.

We are adding strategic sales management to the business and executive coaching portfolio.
The simple reason being that  our clients tell us that sales and sales strategy is at the uppermost of peoples minds when growing the business. And we can help them through that journey.
Rob was recently awarded Fellow status of the Institute of Sales and Marketing Managers underpinning our credentials in sales strategy.
Our existing clients will see no change in the relationship and no change in the current arrangements. Just that the future Business CoPilot marketing material will be aimed more at bringing in new clients that are seeking support on their sales strategy.
More to follow…
Have a business issue to resolve?
If you’d like to come and meet us to talk through your sales strategy, or if you’d like more information, please call us on 0117 317 8147 or email robh@businesscopilot.co.uk.
Best wishes,
Rob and Nick

Strategic Sales Management

Strategic sales management is the management task of designing, implementing and measuring the organisations sales capability. It covers a myriad of aspects of business including customer acquisition, customer satisfaction, customer retention and managing the interlock with the marketing process.

What I have found is that many organisations, large or small,do well in many areas of sales such as developing a customer pathway, managing the clients expectations and doing what they think needs to be done to generate customer loyalty.

But where most seem to fall down is in not having the deep understanding of their clients needs and wants. They don’t have in place the relationships with their customers with their equivalent senior management team, their peers or subordinates that generates that deep understanding of what makes them tick. Perhaps it is understandable as it takes time and a level of skill to generate the information and an efficient CRM process to store it.

But if it is done well, then these deeper and stronger relationship bonds will add real value in developing increased sales opportunities and in times of need when things go pop.

Get to know your customers, record the information and use it and see the benefits flow over time. What do you think?

Strategic Sales Management = understand your audience

Go deep – find your intrinsic motivators

What you’re really meant to do

Strategic Sales Management Training CourseMotivation is a huge topic right now. In a business setting getting it right can pay huge dividends, getting it wrong can play havoc with the bottom line. A motivated team will go that extra mile, think bigger and more creatively, seek to make a difference. An unmotivated team will sap morale, watch the clock and save their best for elsewhere.

Something has to be done you say. And you are right. Most businesses focus on tackling the extrinsic aspects of motivation – those that can be manifested visibly. An obvious one is money. The more money you can get access to the higher the motivation and the greater the benefit. Status is another. Hitch up the job title another notch, the bigger desk, the cooler office location. The list goes on. Power, authority, bonuses. If we can tackle the tangible then the intangible will occur. Right?

Well maybe. But another way of looking at the issue is to seek to enhance engagement through the intrinsic motivators. These are the things that motivate us internally. For instance you may be passionate about your business’ culture , the unique way things get done. Or you might seek to engage and relate with work on an intellectual stimulation basis. You love the challenge of a difficult problem to grapple with and receive thanks for the efforts. Some might seek to forge strong bonds with others and create a team spirit that delivers.

The problem as you can see immediately is that extrinsic is easy to see and manage and can be effected corporately, whilst intrinsic focuses on what cannot be seen and is centred on the individual.

But it’s worth the effort. Break the mould of stereotypical views of success by measuring it through benchmarking, goals, objectives, all forms of visible milestones. Seek instead to motivate by digging deep and uncovering what really motivates us – our values. By doing so you release untapped potential.

How? Take the time to ask the team members what it is that they value and how they can make that happen at the workplace. I met a business owner who values where he works. He is hard working, diligent, creative and resourceful. But he likes to work in a variety of settings. Placing him in an office would stifle his energy and eventually lead to him either leaving or working sub-optimally. Another loved to walk and talk. The place and the pace were the key to him achieving his inner or intrinsic motivational platform.

Insanely simple and yet difficult to make happen. Which is why most organisations prefer extrinsic measures. Why not break through the outer hard shell and engage with the living person beneath. It might surprise you.

Let me know how you get on.

What youre really meant to doPS – the inspiration for this blog came from reading this book – “What you’re really meant to do.” by Robert S. Kaplan

 

Pinch points in the sales process

Getting the customer to buy is tough. There are so many opportunities along the sales pathway for them to opt out. Why make it harder than it needs be?

Business Coaching BristolWhen the customer engages with the organisation they in effect “touch” them. They become touch points. So when the customer phones to place the order that is a touch point. Or when the customer goes on line to check the stock availability or to determine delivery costs, these are touch points. Each touch point with the customer can become a pinch point.

A few months back I was doing some strategic sales management consulting with a firm in London. They sold technical products that required detailed order taking over the phone. The pinch point was with the incoming tele-sales staff. Neither spoke English well enough to understand the complexities of the customers needs. I could hear the frustrations of the callers trying to explain what their issues were so they could place the order.

I spoke with the Sales Manager who shrugged his shoulders and said that “they did get a lot of complaints about it”. 

We can lower the numbers who opt out at each stage by looking closely at what the customer is being asked to do and ensuring it is as complex as necessary and as simple as possible. By doing so we will increase the conversion rates that in turn enhances the margins downstream.

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