Professional Documents
Culture Documents
CTM Course
CTM Course
Sales Leadership
Sales Management
Field Sales
Key Account Manager / Account Manager
Business Development Manager
Channel Managers
Strategic Sales / Solution Sales
Application Sales
Retail & Contact Center
Inbound/ Outbound
Retail / Automobile etc...
Sales Support
Pre-sales
Post-sales
Sales Logistics
Customer Service
Entry Level
Research Analyst
Financial Analyst
Relationship Manager
Middle Level
Finance Manager
AVP
DGM ( Finance)
Branch / Ops Manager
Sales Manager - Corporates
Associate Consultant
Investment Banker
Senior Level
VP/Sr.VP
CFO / CEO
Financial Controller
Ops Head
Financial Consultant
Career Graph- IT
Leadership
CTO Chief Technology Officer
CIO Chief Information Officer
Director IT
Middle Management
ERP Consultants
Project Managers
IT Managers
Information Systems Managers
Information Security Managers
Junior Management
Business Analysts
Technical Analysts
ERP Consultant
Project Leads
Audit Manager
Essential Skills
Understanding Customers
Customer Characteristics
Customer Motivations
Customer Need
Customer Constraints
Customer Decision making
Finding the optimal Solution to Customers problems
Be Customer-centric
Communication
Monitor
Non-Verbal
Paraphrase
& Repeat
Make No
Assumptions
Effective Active
Listening
Encourage
Buyer to Talk
Visualize
Presentation
Organization
Be well-organized
Information about customers, prospects, product,
competitors
Be able to use right information at the right time
Self-motivation
Rude Customers
Lengthy Sales Process
Difficult Prospects
Relationship Management
Show Respect
Build Trust
Add value
Be ethical
Making a connection
We like, trust, and believe people who like us
Personal Qualities
Integrity
Honesty
Trust-worthy
Helpful & Concerned
Positive
Energetic
An Introduction to Teamwork
What is a Team?
Two or more individuals
with a high degree of
interdependence geared
toward the achievement
of a goal or the
completion of a task.
Teams make decisions,
solve problems, provide
support, accomplish
missions, and plan their
work.
Understanding
group behavior
Group Content - what is being said, the words, the discussion
Group Process - how the group works, methods, ways of making
decisions, how people participate
Generate ideas
Involve people
Listen for common
Themes
Details/Finish
Organize ideas
Motivate
Evaluate alternatives
Monitor progress
Manage conflict
Find resources
Get information
Assign responsibilities
Develop plan
Recognizing Dysfunctional
Behavior
Blocking
Aggression
Dominating
Withdrawing
Out of field behavior
Initiating
Seeking and Giving Information
Clarifying
Summarizing
Consensus Taking
Accountability
Communication Gatekeeping
Encouraging
Resolving Conflict
Acknowledging Feelings
Setting Standards/Norms
Openness
Characteristics of
Effective Teams?
More Characteristics
Each member feels empowered to act, speak up, offer
ideas
Each member has a high standard of excellence
An informal climate and easiness exists among
members
The team has the support of management
The team is open to new ideas
There is periodic self-assessment
There is shared leadership of the team
The team is a relatively small size
There is recognition of team member accomplishments
There are sufficient resources to support the team work
Effective Team-Building
There must be frequent
and prolonged contact
Team members come
together around a
specific goal or project
Effective teams go
through four stages of
team development
Forming
Storming
Norming
Performing
Forming
Team members are introduced and begin getting
to know each other
Goals and tasks are established
Generally polite behavior among members
Norms are not understood
Storming
Members are sizing
each other up and may
feel more comfortable
and voice their views
Members may compete
for team roles
May argue about goals
or how they should be
accomplished
May choose sides
against other members
Norming
Once issues are
resolved, agreement
occurs around team
norms and expectations
Performing
Members make
contributions and are
motivated by results
Leadership is shared
according to members
knowledge and skills
Norms and culture are
well understood
Tasks get accomplished
effectively and
efficiently
EMOTIONAL
INTELLIGENCE
IQ vs EQ
Definition of Intelligence
The ability to learn or understand or to deal with new
or trying situations : the skilled use of reason
The cognitive abilities of an individual to learn from
experience, to reason well, and to cope effectively with
the demands of daily living.
Racial controversies
Gets you in the door
Professional schools (medicine, dentistry, law)
Can help you get hired (Harvard MBA)
Static
Linguistic
End-States
Poet
Journalist
Musical
Violinist
Composer
Spatial
Sculptor
Navigator
End-States
BodilyKinesthetic
Dancer
Athlete
Interpersonal
Therapist
Salesman
Intrapersonal
Person with
detailed
accurate selfknowledge
EI Factors
Intra-Personal
Emotional Self-Awareness
Assertiveness
Self-Regard
Self-Actualization
Independence
Inter-Personal
Interpersonal Relationship
Empathy
Social Responsibility
Adaptability
Problem Solving
Flexibility
Reality Testing
Stress Management
Stress Tolerance
Impulse Control
General Mood
Optimism
Happiness
Clear Communication
Empathy
Self Awareness
Decision Making
Problem Solving
Sharing
Patience
Listening
Caring
Getting Along With
Others
Gentleness
Perseverance
Self Motivation
Self Control
More Strategies
Peer Mediation
Deep Breathingexhale, Hold 2 Seconds-inhale
Yoga
Use Music To Build Self-esteem, Enhance Expression,
Spur Motor Development, Stimulate Listening &
Receptive Language
Lessons on hurtfulness of put downs followed by
discussion of put ups
Plan on handling feelingsthink rather than react
aggressively
Identify Emotions
Ability
Accurately identify emotions in people and objects
Question Types
Identify emotions in faces, landscapes, and designs.
How the Ability May Be Used
"Read" people's moods for feedback.
Facilitate Thought
Ability
Generate an emotion and solve problems with that
emotion
Question Types
How moods impact thinking; relating feelings to
thoughts
Understand Emotions
Ability
Question Types
Multiple choice emotion vocabulary questions.
How the Ability May Be Used
Being able to predict how people will emotionally react.
Manage Emotions
Ability
Stay open to emotions and blend with thinking.
Question Types
Indicate effectiveness of various solutions to
problems.
How the Ability May Be Used
Integrate emotion and thought to make effective
decisions.
Negotiation skills
Negotiation- Introduction
Negotiation: A process of bargaining by which agreement
is reached between 2 or more parties.
Negotiation Skills
Negotiation Skills
Types of negotiation
Distributive (win-lose)
Integrative (win-win)
Objectives
Before entering into the negotiation, you need to have a clear idea of
your objectives and try to work out those of the other side. Ask
yourself the following questions:
1. What exactly do I wish to achieve from this negotiation?
2. Which of my objectives:
a. Must I achieve?
b. Do I intend to achieve?
c. Would I like to achieve?
3. What options or alternatives would be acceptable to me?
4. What are the other sides' objectives?
5. How does the other side see the negotiation?
Information
It has often been said that information is power. In any negotiation,
there will be 4 types of information that is important to the final
outcome.
1. What information do I have that the other side has also?
2. What information do I have that the other side does not have?
3. What information do I need to have before negotiating with the
other side?
4. What information does the other side need before it can negotiate
with me?
This can be particularly important when negotiating with people who
concentrate on price issues. What other things are important to this
person? What pressures does he have on him to conclude the deal?
How well is his company doing at the moment? How important is it
that he deals with my company? etc.
Concessions
Negotiating Tactics
Controlling the climate
What we mean by this is the buyer making the salesperson
uncomfortable by becoming less friendly, or creating
conflict . In this cold climate the salesperson seeks to put
things right and is vulnerable to the other sides demands.
Negotiating Tactics
The use of silence
During the negotiation, you may make a proposal and find
the other party remains silent. This can be very difficult to
handle and often signals `disapproval to the inexperienced
negotiator. Just as nature abhors a vacuum, so silence
induces the need in people to talk.
If you have a proposal to make, make it and ask the other
side how he, or she feels about it. Having asked the
question, sit back and wait for the answer.
Whatever you do, don't change your offer as this could
seriously weaken your position.
Negotiating Tactics
The vice
A common technique used by negotiators when presented
with a proposal is to say You'll have to do better than that.
This can be a very powerful statement, especially when
used with broken record.
Negotiating Tactics
List of complaints
This is where the buyer has a pre prepared list of
complaints, not necessarily 100% accurate, designed to
knock the confidence of the salesperson. Good
preparation and knowledge of the account can diminish
the effect of this. If necessary adjourn the meeting to
check out the list
Negotiating Tactics
Pre-conditioning
This can begin before you even get together, or start your negotiations with
the other party.
Let us take a sales example:
You telephone for the appointment and the other side says, aggressively:
"Don't bother coming if you are going to tell me about price increases. You'll
be wasting your time and I will be forced to speak to your competitors!
When you do arrive you are kept waiting in reception for half an hour, without
being told why. As you walk through the door into the other person's office
they indicate for you to sit down, but don't look up. Instead, they sit leafing
through your competitor's brochure, in silence, ignoring your efforts to make
conversation. You are given an uncomfortable low chair to sit in that happens
to be directly in line with the sun, shining into the office. At this stage, how
confident do you feel?
Negotiating Tactics
The use of higher authority
This can be a most effective way to reduce pressure in the
negotiation by introducing an unseen third party and can
also be effective in bringing the
negotiation to a close. I need to have this agreed by my
Board of Directors.
If they agree to the terms we have discussed, do we have a
deal?
Be careful to use this device sparingly so that the other
side does not begin to feel you have no decision-making
authority yourself.
Negotiating Tactics
Nibbling
Negotiations can be a tiring process. As the point draws near
when an
agreement is likely, both sides exhibit a psychological need to
reach agreement and get on with something else.
You are very vulnerable as the other side reaches for their pen
to sign the order form or contract to concede items that don't
significantly affect the final outcome.
Oh, by the way, this does include free delivery, doesn't it?
Oh, by the way, the price of the car does include a full tank of
petrol?
Watch out for this.
Negotiating Tactics
The good guy and the bad guy
You may have come across this tactic before or else seen it used in films or on
television. This is a tactic designed to soften you up in the negotiation.
For example, you are negotiating the renewal of your service contract with the
Buying Director and his Finance Director. You present your proposal and the
Buying Director suddenly gets angry and walks out in disgust muttering to
himself about how unfair you have been and how the `relationship' is well and
truly over.
You pick up your briefcase and are being shown the door when the Finance
Director smiles at you sympathetically and says
I'm terribly sorry about that. He is under a lot of pressure. I would like to help
you renew your contract, but he really will not consider the price you have
suggested.
Why don't I go and talk to him for you and see if we can agree a compromise?
What is the bottom line on the contract? If you give me your very best price, I
will see what I can do.
Negotiating Tactics
Body language
It is important in negotiation to react verbally and visually when
offers are made.
You may have seen the more theatrical negotiators hang their heads
in despair or accuse you of being unfair and souring a perfectly good
relationship when you present your proposal.
The power of legitimacy
People believe what they see in writing. We all assume that if a
thing is printed or written down, it is non-negotiable.
Negotiation Skills
Leadership In The
21st Century
79
Leadership
Dynamic leadership influences
the attitudes of the people being
led!
Leaders must be charismatic,
inspirational, respectful,
and stimulating when leading!
80
Leadership
Leadership is defined as influencing others to work
diligently toward achieving their goals.
1. Clearly stating your
vision!
Organizational Factors:
Customer-Focused
Life-Long Learning
(Individual Skills)
Process
Improvement
Valuing Diversity
Communication
Process-Focused
Quality-Focused
Competency-Focused
Outcome-Focused
82
Life-Long Learning
(Organizational Skills)
Teams
12 Unique Insights On
Leadership
1. Become inspirational
12 Unique Insights On
Leadership
7. Be the source of possibility thinking
8. Let your co-workers know they are worthwhile and full of promise
9. Find disciplined, organized ways to focus on integrity, trust, credibility,
and the commitment to do the right thing
10. Know that management is about today -- and leadership is about
tomorrow!
84
Create A Spirit-Filled,
Motivating Environment
Speak the right things
85
6. Creative Thinking
7. Systems Thinking
8. Organizational Stewardship
86
Provide employees and stakeholders the opportunity to develop and utilize their
talents and strengths
Allocate the right resources for the right project, at the right time
Let employees and stakeholders identify their own interests and abilities
87
Paternalistic:
Leader acts as a father figure
Paternalistic leader makes decision but may consult
Believes in the need to support staff
SELF Management
WORK Management
PEOPLE Management
SELF
The first question every employer wants to know!
3 Vs of Communication
VISUAL
VOCAL
VERBAL
Body Language *
(Eye Contact, Expressions,
Gestures, Posture
Voice
Content
(Volume, Modulation,
(Dependant on
Pace, Pauses, Articulation) knowledge &
Visual/Vocal)
Presentation
(Personal Hygiene /
Personal Grooming
Body *
Self Management
Management of or by oneself; the taking of responsibility
for one's own behaviour and well-being
The personal application of behavior change tactics that
produces a desired change in behavior
Self-management is a key skill that will help you
throughout your life. It involves setting goals and
managing your time.
Contd
Cont
Self Management
Develop motivation and concentration skills to overcome
the lure of procrastination.
Effective self-management will help avoid stress and
provide more opportunities to get involved in campus/
career activities.
A key skill in self-management is self regulation.
Self-regulation refers to individuals monitoring,
controlling and directing aspects of their learning for
themselves.
Am I able?
Self-confidence
Self-efficacy
Safe environment
Access
Is it Worth it?
Self-motivation
Enjoyment
Balanced attitudes
Beliefs
Knowledge
Self-Management Skills-Predisposing,
Enabling & Reinforcing factors
ENABLING FACTORS
Self-Management Skills-Predisposing,
Enabling & Reinforcing factors
REINFORCING FACTORS
Success
Family Support
Peer Support
Support professionals
Stages of Change
Self Management
Achieved through..
Time Management
Handling distractions
Attitude/ Confidence Strategies
Mind and Body
Benefits of Self-Management
Its an ultimate goal of education
The development of independent, self-directed
people who are capable of behaving appropriately and
constructively without the supervision of others
Expected, but not often specifically taught!
WORK Management
Any employer is interested in hiring a productive
individual who has well-developed self-management
skills because such an employee can fit the companys
requirements and show better productivity.
For employees its highly important to develop selfmanagement skills and abilities because higher
productivity paves the way for career promotion and
professional advancement.
In any way, both the employer and the employee will
benefit from developing abilities and skills for selfmanagement at work
Work Management
Stress-Resistance
Problem Solving
Communication
Time Management
Memory
Physical Activity
Seven Suggestions
for Effectively Managing Your Time
1. Be Organized
2. Plan Ahead (Schedule it and it will happen!)
3. Prioritize Your Tasks
4. Avoid Overload
5. Practice Effective Study Techniques
6. Be Able to be Flexible
7. Have a Vision (why are you doing all of this?)
Managing People
A manager's most important, and most difficult, job is to
manage people. You must lead, motivate, inspire, and
encourage them. Sometimes you will have to hire, fire,
discipline or evaluate employees.
People Management
Relationship Management Skills That Enhance Your
Business
Whether you run a large company with hundreds of
employees or a small business that knows all of its
customers by name, great relationship management
skills will always set you apart from your competitors
and help you retain customers.
Employee motivation
Organizing people
Managing yourself
Team building
Giving feedback
Recruiting
Crisis management (handling people in war time)
Inspiration
Influence
Developing
Initiating Change
Managing Conflict
Teamwork
DOs
1. Always understand the bigger picture
2.Display passion
3. Add value.
4. Take initiatives but do not overdo it
5. Be nice and flexible
6. Never lose your temper
7. Take regular feedback
8. Never take lunches alone
9. Play by your strengths
10. Do not get obsessed with the dream job
RESUME WRITING
The first Step towards getting Hired
Purpose of a Resume
Your resume is a marketing tool. It needs to demonstrate:
That you are employable
How you meet the job and the organisation's
requirements
That you have the right qualifications and education
That you have the right experience and skills
That you have the right level of professionalism for the
job
Order of a Resume
Generally it's always good to present the information on your
resume in this order:
Contact details
Opening statement
List of key skills
List of technical/software skills
Personal attributes/career overview
Educational qualifications
Employment history/volunteering/work placements
References
... Contd
How to Tailor Your Resume Ways that you can tailor your resume include:
Using your opening statement to link your experience and education
to the organisation and the requirements of the job
Listing your most relevant key skills first
Including examples of achievements that meet the advertised
requirements of the job
Including specifically relevant key words and phrases throughout
your resume (eg Skills, Jobs ,Activities, Qualifications
Software, Tools)
Contact details
Opening Statement
Personal Attributes
Educational History
Employment History
References
Testimonials
Personal information
Evidence
HOW TO PRESENT YOUR WORK HISTORY, EDUCATION, ETC.
Experience . List jobs in reverse chronological order
Education . List education in reverse chronological order, degrees
first, followed by certificates and advanced training. Set degrees
apart so they are easily seen. Put in boldface whatever will be most
impressive
Awards
Professional Affiliations
Civic/ Community Leadership
Personal Interests
References
... Contd
... Contd
PERSONAL INTERVIEW
Assessment Parameters in
Personal Interviews
Organization Skills
Motivation
Problem Solving
Maturity
Professional Judgment
Ability to learn
In the beginning. . .
Company Research
Read the Job Description and the knowledge, skills and
abilities required before applying.
Assess the value of what you have to offer to the
organization. How does your experience apply to what is
required for the job?
Become familiar with the organization and its profile.
In the beginning
Research the industry/company
Identify reasons for wanting to work or having interest in that
industry/company
Recall situations that show favorable behaviors/actions
Analyze the skills the employer is seeking
Practice answering common interview questions
Prepare questions to ask the employer
Body Language
Be sure to smile
Dont hurry gestures/movements
Use good posture
Lean forward while listening and answering questions
Make eye contact
Use mirroring
DOs
Dress appropriately for the industry. When in doubt, go
conservative.
Personal grooming and cleanliness should be impeccable.
Keep cologne or perfume to a minimum. Pay particular
attention to hands and fingernails.
Arrive 10 minutes early.
Treat other people you encounter with courtesy and
respect. Their opinions of you might be solicited during
the hiring process.
DOs
Offer a firm handshake, make eye contact, and have a
friendly expression when you are greeted by the
interviewer.
Listen to be sure you understand your interviewers name
and the correct pronunciation.
Even when your interviewer gives you a first and last
name, address your interviewer by Mr. Or Ms. And the
last name, until invited to do otherwise.
Maintain good eye contact during the interview.
Sit still in your seat; avoid fidgeting and slouching.
DOs
Respond to questions and back up your statements about
yourself with specific examples whenever possible.
Ask for clarification if you dont understand a question;
and be thorough in your responses while being concise in
your wording.
Use good grammar and good diction. Say yes, not
yeah. Dont fill pauses with um, uh or ah. Dont
punctuate sentences with you know, like, see or
okay.
DOs
Watch the tone of your voice. While it might be trendy
among your friends to up speak (end sentence with a
higher tone of voice so that sentences sound like
questions), this habit will kill your credibility during the
interview.
Answer the question and use professional experiences or
descriptive information to demonstrate how you would
react or respond to a situation.
Treat the interview seriously and show interest in the
employer and the opportunity presented and respond to
questions in a positive manner.
DOs
Make sure answers have a definite flow. In the beginning
state major points you want to make; in the middle
expand upon those points or ideas, and in the end
reinforce your key points and end on a positive note.
Evaluate the interviewer and the organization. An
interview is a two-way street.
Make sure you understand the employers next step in
the hiring process; know when and from whom you
should expect to hear next.
Donts
Be negative
Use ums/likes
Exaggerate or lie
Have your cell phone turned on
Interrupt the interviewer
Engage in a debate
Use acronyms
Donts
Dont make excuses. Take responsibility for your decisions and your
actions.
Dont make negative comments about previous employers or
supervisors (or others).
Dont treat the interview casually, as if you are just shopping around
or doing the interview for practice. This is insulting to the interviewer
and the organization.
Dont give the impression you are only interested in salary.
Dont act as though you would take any job or are desperate for
employment.
Dont chew gum or smell like smoke.
Dont take cell phone calls during an interview. If you carry a cell
phone, turn it off during the interview
Importance:
Direct Questions
Direct questions often require only a short answer with
minimal elaboration
Examples:
Are you able to
Are you willing to relocate?
Are you willing to travel?
Behavioral interviewing
The best predictor of future performance is past
performance in similar situations.
Provide specific examples/situations based on actual past
behaviors, instead of based on responses to hypothetical
questions.
Situation
Task
Action
Result
Group Discussion
Group Discussion
Group Discussion is a modern method of
assessing students personality.
It is both a technique and an art and a
comprehensive tool to judge the worthiness of
the student and his appropriateness for the job
Group Discussion
Salient features
Suggestions
Never try to bluff.
Practice group discussion with friends on different subjects.
Remember ! speech is a powerful weapon
TYPES OF GDS
Normal a topic is given by the coordinator
Case study a printed case study is given
Role play a situation is described
BEGINNING A GD
Beginning can put you into jeopardy or command
The opening speaker gets the maximum
uninterrupted time
The dangers
may be marked as a person who speaks without
thinking
may also be marked as a person who leads the
group in the wrong direction
Therefore
Speak only if you have enough sensible things to
say
CONCLUDING A GD
Summarize the discussion at the end
Accommodate dissenting viewpoints
Do not force a consensus. It will backfire you
Why do an Internship ?
It provides a great opportunity for prospective
employees to gain experience in a particular field or
industry.
.. To determine if they have an interest in a
particular career, create a network of contacts, or
gain university module credits.
Interns may also have the possibility of putting
themselves forward for forthcoming opportunities
for paid work, during their
. Objectives of an Internship
Trial Run
. Objectives of an Internship
Resume Building
When you apply for jobs, the more experience and
accomplishments you have, the more attractive youll look to
a potential employer.
. Objectives of an Internship
Potential Job
If you like your internship, you have the opportunity to excel
and possibly land a job with the company.
Employers have an easier time hiring a person they know
because they can get a feel for that persons work ethic, skills,
creativity, ability to work with others and overall fit with a
company.
Do more than youre required to do, learn the office politics
and make friends with key people to increase your chances of
landing a job with the company.
Skill Development
What new skills will I learn or hope to learn during the
internship? .
Neglecting to thank people who help you. If a coworker takes the time to help you learn something, make sure
you offer a sincere thank you. People who feel appreciated
are more likely to go out of their way to help you again.
Not paying attention when something doesn't
involve you. Part of the value of an internship is that you
can absorb a ton of information about how things work in
your field, even things beyond the scope of your immediate
work. So pay attention even when something isn't directly
relevant to your worklike during meetings that would
otherwise be boring.
Thank You