As a manager you are responsible for not only overseeing your team but for ensuring they have the skills necessary to do their jobs. In some cases, this means making sure your sales associates have the confidence necessary to make a sale.

Seriously. Imagine walking into a store and asking a sales associate for help. You ask a question and he gives you a very short, minimal answer. One that begs you to ask a dozen additional questions. You won’t, however, because he seems anxious to get away from you or continues to give you short, simple answers.

Now imagine walking into a store and having a sales associate approach you before you can even ask for help. Every question you ask is met with a full answer and gives you the impression that the associate knows quite a bit about his product and his job. He shows you all of the product features and explains how they can work for you.

Which associate will you be making your purchase with? The second, I’m sure.

Why?

Because the second associate did two things. He acted confident about his knowledge and his product and he made you confident in his knowledge and product at the same time. He has gained your trust and you truly believe that the product you are preparing to purchase will do every single thing he claims it will.

Now – that’s a big deal.

Take some time out of your busy schedule and survey your sales team, whether you’re in retail or in some other sort of outside sales department. What do your sales associates say about your company and products, in their attitudes, when they open their mouths? Are they trustworthy or are they losing business because they’re unsure of themselves?

It may be time to have a refresher course when it comes to your company’s products or services – or to find a way to help those who seem to be struggling become more confident in themselves.

Good luck!

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

I get asked all the time about what makes an outstanding manager or leader.

I actually think it’s a combination of skills as it depends on the circumstances but overall, in my opinion, it’s someone who understands themselves and who can understand others to get the best out of them.

There, that’s it in a nutshell!

Now I know that might sound very simple when there have been a million books written on the subject but if you look at most leadership concepts it all boils down to understanding others to get the best out of them.

Why is Obama seen as inspirational?

Yup, he understands what others need and then he talks in a language and in a passion that connects with them.

Why is Richard Branson someone who is so admired as a leader?

Yup, he’s down to earth, talks to people at their level and with no stuffiness. He connects with others.

It’s all about understanding yourself and understanding others.

I recommend that you read up on what Emotional Intelligence is.

It’s one of the best areas to learn about.

So what is Emotional Intelligence?

Well, Emotional Intelligence (EI) describes the ability, capacity, skill or, in the case of the trait EI model, a self-perceived ability, to identify, assess, and manage the emotions of one’s self, of others, and of groups.

And in my opinion if you are not aware of EI or how to apply it then you are missing out on a key skill of leadership and management.

So get on down to your local book store and find out more about, or do a search on the web. And if you want to find out first hand what it’s all about then this is a topic that is covered in our Advanced Management Skills course. Please click here for further details on that if you’re interested:
http://www.m-t-d.co.uk/opencourses.htm

Please remember that if you or your company ever need any management or sales training please give us a call on 0800 849 6732 or complete our enquiry form at http://www.m-t-d.co.uk/enquiry.htm

Until then take care of yourself.

Thanks again

Sean
PS Here’s the link for the open course schedule again:
http://www.m-t-d.co.uk/opencourses.htm

Sean
Sean McPheat
Managing Director

MTD Training

Telephone
0800 849 6732

Looking For Management Training?
Visit http://www.m-t-d.co.uk

Looking for Sales Training?
Visit http://www.mtdsalestraining.com

The other day we talked about the ways in which managers are judged and over the past few weeks we have discussed some of the skills a manager really needs to have in order to be successful. There is certainly a lengthy list of criteria but even with this knowledge some managers (or, to be fair, management teams) fail. So why is this?

The first problem is that some managers never take the time to learn about the expectations their superiors have of them. They either just don’t know or they’re afraid to ask, making it difficult for them to complete their jobs in a manner that makes those in upper management happy.

The second problem is the lack of decision making skills. Let’s face it – life is full of choices. As a manager you need to be able to sort through those choices, determine which is best, and stick to your guns despite the potential grumblings of your subordinates. If you can’t make tough decisions for your department, who will? Without a manager making decisions, nothing would ever get done!

Which brings me to my next point – relationships. A good manager should be able to build strong working relationships with his peers and subordinates. If you can’t work together with the people on your teams you’ll never get anything done because even if you do make a quality decision no one will a) respect it or b) listen at all.

The final problem I’d like to address today is a lack of political savvy. Let’s face it, as a manager you do not have the luxury of being able to say whatever you want, when you want, regardless of your audience. You must learn how to be politically correct when you speak – tailoring your word choice and delivery to your audience. Your peers, for example, may appreciate a good joke but your subordinates may not take you seriously and upper management may view your behaviour as inappropriate.

So where do you fall in the grand scheme of things. Are you on the path to success or failure? If you’re on the latter path, can you turn things around before it’s too late?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training Course

Click below for a:
FREE email course “Improve Your Management Skills”

Earlier this month I shared some management myths in the hopes they would provide you with a better insight into what its really like to be a manager. Today I’m going to share a few more and hopefully by the time we’re done you’ll understand exactly what management is NOT about.

Management Myth #4 – Managers are Systematic at All Times

Many people believe that managers have a systematic method for communicating information and getting tasks completed but this, in reality, is very far from the truth. Most managers rely less on set standards and procedures and more on their own intuitions. They’re more artful about the decisions they make than scientific.

Management Myth #5 – Managers are Autonomous

Why people believe managers can do everything on their own is a mystery to me. Sure, they’re really good at managing themselves but they, like everyone else, need input and advice from their own superiors as well. No one is perfect – not even the top CEO in your organisation.

Management Myth #6 – Internal Competition is Productive

Some organisations think that internal competitions, pitting managers against managers, is productive and will boost business. It’s better to cooperate with your peers than it is to work against them. Save the competition for your external competitors.

The life of a manager can be difficult at times. Individuals often assume managers have certain skills that they really don’t and its up to you, as the manager, to correct those assumptions. Are you ready for the challenge?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”

As you progress through your career as a manager you’re going to find that people have certain preconceived notions about managers and their abilities. They think that managers are mind readers and are flawless in character, organisation, and technical skill.

These assumptions couldn’t be further from the truth. While those who find themselves in management positions have usually shown their superiors a certain amount of skill, they’ve also shown their superiors that they have the will and tenacity to learn more. No one takes a management role knowing exactly how everything is done. Today I’m going to share three myths about management.

Management Myth #1: Managers have excellent time management skills.

The truth here is that most managers have great time management skills but those skills are often blown out of proportion. I have, on my occasions, created a daily schedule for myself but my position as a manager does not necessarily allow me the ability to enjoy sticking to that schedule. I am constantly interrupted by my employees, phone calls, emails, and people who truly believe that what they’re working on is more important than what I am working on. At the end of the day I may find I completed 7 out of 10 tasks or, on a bad day, only 1. Time management is relative, especially when managers are responsible for other individuals.

Management Myth #2 – Managers delegate work to others and do nothing else.

I’m not sure who started this myth but I wish it would disappear. It’s usually a disgruntled employee who believes that a manager merely dumps his work on his subordinates and then goes to his office to sip a cup of coffee and read the paper. Good managers delegate tasks – that means they give away parts of a project and keep others for themselves. A true manager is always busy – both delegating tasks, completing his own, and then putting the project back together when all of the parts are complete.

Management Myth #3 – Managers have access to all informational resources.

This is, again, false. Managers ask questions and look for information but in reality their superiors in upper management often have access to additional information that doesn’t trickle down to middle management. As such, you and your team may find that you end up doing extra work that could have been avoided if only someone had given you a piece of information you didn’t even know existed.

Keep these myths in mind as your superiors, peers, and employees question and approach you throughout each day. It’s very likely that they expect you are perfect when, in reality, you’re merely working with the resources you’ve been given.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”