Adviser and Dealer Business Cycle Tools

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Adviser and Dealer Business Cycle Tools
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Styles of Coaching
Coaching How do you coach another person? Is it
different for different people? How can I tell
which model to use? You will need to assess the
persons level of skill and level of motivation
when deciding how to coach your people. One
approach does not work as everyone is different.
Coaching How do you coach another person? Is it
different for different people? How can I tell
which model to use? You will need to assess the
persons level of skill and level of motivation
when deciding how to coach your people. One
approach does not work as everyone is different.
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Supervise When a person is low in both
enthusiasm and skill levels, they need to be
supervised.This is the most intensive level of
coaching. Typically this is the new employee.
Their enthusiasm level may be low as they usually
dont know what to do. At the risk of repeating
things, explain carefully what needs to be done.
Constantly check their progress.
Instruct If the skills levels are low but
enthusiasm is high, less supervision is required
but the instruction level still needs to be high.
The high enthusiasm will provide energy to keep
things moving. Give them instructions as to the
outcome, but encourage them to use their own
strategies and ask questions on how to achieve
the outcome.
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Instruct
Trust
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Motivate If the skill level is high but
enthusiasm is low, you need to motivate the
person. This person can often be a cynical, older
worker. Make sure they have clear outcomes. If
you can, motivate them by showing them the
benefits of being enthusiastic. Then they can
move to the next quadrant.
Supervise
Motivate
Trust A person with both high skills and
enthusiasm can be trusted. Dont supervise this
person too closely. Let them make some mistakes,
but build in key performance measures that
indicate the early warning signs of strategic
problems. The key here is to provide them with a
safety netso they cant fail, and therefore are
not afraid to try something new and use their
initiative.
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In the first module we looked at life balance as
one of the wheels on the bike of life and now we
need to discover how to better manage our time in
order to achieve balance. Activity can be broken
up into 4 quadrants. 1. Important / Urgent 2.
Important / Not Urgent 3. Urgent / Not Important
4.Not Urgent / Not important
First Things First
If important means activities which drive us
toward our goals what kind of personal and
business activities would you like to focus
on? Its interesting to note that some of the
most important things in our life are often not
urgent. This means we must consciously act on
them in order to make them happen.  
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Relationships Marketing Health Strategic
Planning
What do you suppose happens if you fail to spend
time working on Quadrant 1 activities? Often
they migrate over to quadrant 2. Now they are
important and Urgent A crises. How much time
do you spend putting out bushfires?
Why does this happen? Because urgent acts on
us. What urgent activities take a lot of your
focus?
People who are under stress will often spend time
in quadrants 3 4. For example, how often have
you heard people say they are extremely busy and
then proceed to open the mail or get a cup of
coffee? These activities are not wrong, in many
cases they are a great circuit breaker however
they can be a sign of stress and overload.
Time Wasters Gossip Some Visits Some Phone Calls
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Popular Activities Proximate jobs Pressing needs
of Others
Time management is really self-management. By
consciously focusing on quadrant 1 activities you
can make a large and sustainable difference to
your quality of life
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As with any process you must apply measures and a
cycle of continuous improvement if you want to
reap the benefits ongoing. Apply this process
to your waste reduction strategy and enjoy
outstanding savings which will directly improve
your bottom line and your competitiveness
As with any process you must apply measures and a
cycle of continuous improvement if you want to
reap the benefits ongoing. Apply this process
to your waste reduction strategy and enjoy
outstanding savings which will directly improve
your bottom line and your competitiveness.
The Continuous Improvement Process
Step Two - Prioritise with so many issues
requiring attention, the project can be
overwhelming. Setting the priority enables the
first issues to be dealt with.
Audit
KPIs
Step Three Teams The team process doesnt just
happen.They need to be managed. You should decide
how many people you need in the team? What time
is involved? How do we measure their progress?
What skills do they need to solve problems and
conduct research?
Prioritise
Teams
Step Four KPIs We need to establish Key
Performance Indicators (KPIs) before we
start.Putting a peg in the ground at the start
and measuring on regular intervals is essential.
The cost benefit of the process can then be
clearly established.
Step Five Repeat Going back to step one is
the next step. We need to formally audit the
waste at least every six months as the waste
issues change. Once the cycle is complete, the
cycle repeats.
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The Seven Wastes
The Seven Wastes were first identified by Toyota
and can be applied to all types of organisations.
Typically, up to 10 20 of costs can be saved
following this process.
Overproduction Where are you overproducing? Look
for build up of stocks, work in progress etc.
Unused reports, client meetings too long,
unnecessary overtime, over servicing customers.
Waiting Where do goods and services and people
wait? Look for delays in billing, delays in
typing, delays in approvals, machine break
downs,suppliers delays.
Transport Waste in moving things long distances.
Look at location of meetings, access to files,
multiple deliveries, damage during transport.
Inappropriate Processing Are you using the right
machine or person for the job? Look for repeat
work instead of using templates, sales people
doing excess admin work etc
Inventory Where are you storing value? Look in
the piles of stocks, debtors, bank accounts,
printed stationery etc.
Motion Look for wastes in movement. Check the
ergonomics
Defects/Rework Where are mistakes occurring? Do
we have to rework often?
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One of the major misunderstandings that can occur
between employer and employee relates to the
expectation surrounding an employees level of
initiative within the business.
Often the employee will place themselves on a
lower level of initiative than what their
employer might and this can cause real
frustrations for both parties.
When unsure act conservatively or wait for
direction is often the motto of employees who
fear getting it wrong or do not see themselves as
being responsible for the outcomes. Conversely
some employees operate outside of their
competency level which can potentially cause
expensive errors, reworks and loss of credibility
with the customer. Do you have employees like
this?
The following slide will give you an insight into
how you can remove this potential impediment from
your business.
Click to find out how
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Levels of Initiative
Now
Where
1. Operate Only Under Direction... Staff on
this level are generally inexperienced and need
to develop their skills to perform their job to
expectation. They need constant direction and
guidance on how to perform their job or task.
This is the most intensive level and staff need
constant mentoring. These employees need to
understand that they are to work under
instruction.
2. Under direction. Recommend
strategies.   Give a clear explanation of the
outcome and fully brief the staff member on what
you want the staff member to achieve, and
encourage them to develop strategies or actions
to deliver on the outcome him or herself. Staff
member progress is regularly monitored and
reviewed throughout the project.
P
3. Independence with support   Allocate projects
to the staff member and troubleshoot where
necessary. Staff members are encouraged to
manage the project themselves with little input
from their supervisor.
P
4. Operate autonomously   Staff members are
appointed responsibility for section of the
business or specific area of responsibility.
Staff members operating on this level report the
results against expected or predetermined
outcomes to management. They are ultimately
responsible for the success of their area of
control.
Do they match?
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The Four Levels of Development
What effects Performance of People? if you
wonder at why some people perform and others
struggle, look at two ingredients that determine
a persons achievements
(i) Competence this is a function of
knowledge and skills which can be gained from
education, training and experience. Dont confuse
competence with ability. People can become
competent at something through learning. Ability
is something you are born with. (ii) Commitment
this is a combination of confidence and
motivation.People gain confidence if they feel
they can do a task well without much supervision.
Whereas motivation is a persons interest in and
enthusiasm for doing a task well.
Level 4 High Competence High Commitment
Level Four These people are both competent and
committed, they are Peak Performers. They dont
need much direction and are able to provide their
own support. They dont need much supervision or
praise so long as they know how well they are
doing.
Different Levels of Development when you look
closely at your people, you will find them at
different levels of development. Depending on
which level they are at, you will need to adopt a
certain Leadership style to provide the
environment for them to develop and improve their
performance. One style does not work for all
people. This is discussed on the next
slide. There are fours levels of development
people can progress through given time
Level 3 High Competence Variable Commitment
Level Three These are people who are
experienced and competent but are sometimes
Reluctant Contributors.They may have lots of
ideas,but will often want to test their ideas
with their supervisor first. They want to be
involved in decision making, but sometimes
doesnt have faith in their own ideas.
Level 2 Some Competence Low Commitment
Level Two People tend to lose their commitment
after performing a task or job for a while.They
become Disillusioned Learners after they realise
that they no longer receive recognition for
effort or the task is harder that they first
thought it would be, so they lose interest.
Level 1 Low Competence High Commitment
Level One - when they are first learning a task
most people are Enthusiastic Beginners They are
ready for any help you can give them. They are
generally inexperienced need to develop skills
to perform the job to expectation.
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Leadership Styles
Level 4 High Competence Commitment
Leadership Style is how you behave when you are
trying to influence the performance of someone
else. It is a combination of directive and
supportive behaviours.
Level 3 High Competence Variable Commitment
Level 2 Some Competence Low Commitment
Directive Behaviour This involves telling people
what to do, how to do it, where to do it, and
when to do it and then closely supervising their
performance.
Level 1 Low Competence High commitment
Supportive Behaviour This involves listening to
people, providing support and encouragement for
their efforts, and then facilitating their
involvement in problem-solving and
decision-making.
Coaching Style Need direction, Supervision
support to build self-esteem
Supporting Style Little direction needed Give
support to Bolster Confidence motivation
There are four leadership styles
Directing . Coaching.. Supporting . Delegating
Directing Style Lots of direction and
supervision needed to get them started
Delegating Style Able to work by themselves
with little Direction or Supervision
Coaching (Style 2) ..is for people who have some
competence but lack commitment (Level 2 in
Development). They need direction and supervision
because they are still relatively inexperienced.
They also need support and praise to build
self-esteem, and involvement in decision-making
to restore their commitment. Continue to direct
and closely supervise the accomplishment of
tasks. But also explain decisions, solicit
suggestions and support progress.
Supporting (Style 3) ..is for people who have
competence but lack confidence or motivation
(Level 3 in Development). They do not need much
direction because of their skills, but support is
necessary to bolster their confidence and
motivation. Facilitate and support their efforts
to accomplishment tasks and share responsibility
for decision making with them.
Delegating (Style 4) ..is for people who have
both competence and commitment (Level 4 in
Development). They are able and willing to work
on a project by themselves with little
supervision or support. As Leader you have
confidence to turn over responsibility for
decision making problem solving to this person.
Directing (Style 1) ..is for people who lack
competence but are enthusiastic and committed
(Level 1 in Development). They need direction and
supervision to get them started. Provide specific
instructions (step by step plan about how the
task should be done) and closely monitor results.
As leader, you solve the problem, you make the
decisions. This person carries out your ideas.
There is no one best leadership style Everyone
has peak performance potential you just need to
know where they are coming from and meet them
there!
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Getting on with it!
Step 1- Reaffirm your SCA Sustainable
Competitive Advantage.   Step 2- List all of the
things you would change or introduce   Step 3-
Rate each out of 10 according to its ability to
support your SCA  Step 4- Rate the Ease of
Implementation Step 5- Now add the scores
together and you have a prioritised list of
strategies  Step 6- Pick the top 2 or 3 and
devise specific actions and get on with it!
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Force Field
Issue resolution can be the most time consuming
and difficult challenge to overcome. This slide
will show you a simple and fast tool for dealing
with problems. Step 1 Define the Issue to be
solved eg How to increase Sales
Step 2 If 5 is terrible and 5 is great and 0
is OK, Rate the current performance. This will
illustrate where we are now with this topic.
Step 3 Where would you prefer to see the rating?
Be careful, if you pick 5 are you prepared to
dedicate all of your financial human resources
to achieve the outcome?
Step 5 Determine what the positive forces
(strategies) are to help close the gap
Step 6 Determine the negative forces
(strategies) are that will act as a barrier to
improve our performance
Step 7 Prioritise by selecting 20 of issues
on either side that will produce 80 of the
desired result ie Increased sales
Step 8 Develop action plans for each
strategy,complete with responsibility and
timelines
Step 4 Establish the gap to be made up
GAP
X
X
Actions Plans 1. _________ 2. _________
Selling Skills
Confidence
S A L E S
Telephone Training
Time Management
Marketing Plan
Experience
Seminars
Finance
No. of salesman
Conversion Rate
Actions Plans 1. _________ 2. _________
Actions Plans 1. _________ 2. _________
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Some people complain that no matter how hard they
pedal they cant seem to get momentum. If
activity can be likened to a bike, one wheel
could be your career/business and the
other your personal life. Think about
the personal wheel on your bike of life.
What are the ingredients of a full and happy
lifestyle? Below are six
examples to consider that give balance to your
life Family, Social, Financial, Self
Improvement, Philosophy, Health
Balance of Life
Family
X
X
Health
Social
If you were to plot on a wheel where you are in
terms of your happiness with the time you
spend in each area of your life , how round
would the wheel be? Plot toward the centre of
the wheel (zero rating ) on each axis if you
are completely dissatisfied and toward the
outside of the wheel (rating out of 10) if you
are happy with the time you are spending in that
area of your life.
X
X
Philosophy
Finance
X
Balance is the key. Even a small wheel is
better than a large yet out of shape wheel.
Plot yourself and it will become obvious where
work is needed and goals/ actions are to be set.
X
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Self Improvement
Some Life Balance Vision
examples Family I
plan regular time with each family member
Social I schedule regular social
events with the key people in my life
Finance I plan my personal finances with set
objectives Self Improvement I read
industry and Personal Development literature
regularly Philosophy I interact with people
with values similar to me Health I feel alert and
energized most of the time
Click Mouse To Move on
Click Mouse To Move on
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Adviser and Dealer Business Cycle Tools