THE ANXIETY FACTOR: Dealing with the Stress of Change
Whether you are a salesperson dealing with a tough competitor, a customer service rep dealing with an angry customer, a person dealing with change in the organization or a manager under time and budget pressures, you may be experiencing stress. Stress is a common occurrence of our daily routine. To be at one's best under these conditions requires self-management skills, learning to deal with challenges from the eagle within. Every human being is born not only with an ideal self within, your eagle, but also a deficient, defensive self called your duck. Your eagle is you at your best. The eagle never lacks courage, and so always encourages others. The duck within puts forth the minimum effort required to keep his/her job.

COACHING THE HIGH PERFORMER: Dealing with the Eagles
When you have someone who soars, how do you help them to continually get better? New people need to be told, the good performers need to be guided, but the high performers need to be challenged. You will lose your eagles, and you can lose them one of two ways: they quit and leave or they are challenged with new work in their present organization.

COUNSELING THE LOW PERFORMER: Dealing with the Ducks
What do you do with the person who is in trouble and needs help? Are you a pain or pleasure manager? This session looks at punishment and praise to understand which gets a person back on track. It also offers counseling skills to help the leader confront the low performer with choices.

CREATING A CUSTOMER FOCUSED CULTURE: Being the Best
Leaders and managers intent on high performance have discovered a powerful set of work unit values. These values create a work culture that demonstrates that the people in the organization are aligned on treating customers and co-workers in highly valued ways. Through these values, a manager adopts a strategy to build employee loyalty and attract new customers. This strategy is based on transforming the organization into a self-fulfilled, high performing team with customer satisfaction, both internal and external, as everyone's focus.

CREATING A HIGH PERFORMING TEAM
This session for leaders, managers or supervisors focuses on the eight characteristics of high performing teams: Participative Leadership, Focused on a Common Goal, Shared Accountability, Effective Communication, Creating the Future, Being Task Oriented, High Creativity, and On Time Response.

CREATIVITY: Unlimiting the Thinking of the Team
We are now at a time in business history when creativity and innovation are needed even more than quality improvements are needed. It is no longer enough to just get better at what you do. The time has come for you to change what you do-to come up with new ideas that will replace what is the best of your business now.

DEALING WITH ANGER AND CONFLICT: Solving Problems and Handling Objections
Learn the how's and why's of feeling out of control or angry, and the effect that it has on the self and performance. Participants explore strategies for dealing with this negative emotion and moving on to handling objections or solving problems for customers or co-workers. A technique called R-O-L-A-I-D-S is a set of seven interpersonal skills that build better relationships with internal or external customers.

DELIVERING EAGLE SERVICE: Cross Selling
Customer service reps have more opportunities to help customers than anyone in the organization. In addition, they can get more increased business, repeat business and referrals than salespeople do. Knowing what to say and when are the subjects of this session.

DIFFERENCE BETWEEN DUCKS AND EAGLES
All of us have within a high performer and a low performer. It's almost as if we have two personalities within. We refer to them as the eagle and the duck. How we perform at work is dependent on with which part of our brain we are thinking. This session deals with how each one of us is responsible for our performance.

HANDLING OBJECTIONS: Closing with Confidence
This is a session that has the same content as Dealing with Anger and Conflict except focused on the closing part of the sales process.

HOLDING EFFECTIVE MEETINGS: Meetings of Consequence
(This session is only available for onsite, customized sessions)
All of us have experienced meetings for meetings sake rather than meetings of consequence. This session is about the skills needed to make meetings effective. Looking at meetings as an enjoyable process rather than a pain is the intended message.

LEADING DIFFERENT STYLES OF PEOPLE: Being Versatile with Your People
Supervising, managing or leading people of differing Personality Styles can be a real challenge without insight into what "makes them tick". Learning to recognize Personality Styles and anticipating differing needs helps us have more impact with others more of the time. Your employees' effectiveness on the job will be directly proportional to how you, as a leader, treat them.

MANAGING PEOPLE THROUGH CHANGE: Dealing with the Un's
Participants in this session are challenged to consider the changes affecting their lives from two perspectives: personal and professional. Three major ideas are explored for their value to each perspective: loss of control, fear, and Response Ability and how to use this knowledge to help the people they supervise or manage through these change problems.

MIRRORING AND BUILDING TRUST: Reducing Social Tension
Essential to effectiveness is being able to communicate with others and build trust with them. The most important of those skills is mirroring. Mirroring is necessary to build trust and rapport with all Personality Styles-"When in Rome, do as the Romans do!" This sort of style flexing builds mutually beneficial relationships.

NEGOTIATING I: Creating Win/Win Solutions
The session deals with the skills needed for win/win negotiations, as well as the skills needed for the more difficult bargainers. Learning how to give and take so that both parties leave the negotiations with their needs met is key to effective negotiations. This session deals with negotiating both with customers or others in your organization.

NEGOTIATING II: Practical Application
The session is a follow up to Negotiating I-a real life major negotiation role play is the focus. The students work in pairs as teammates in a detailed negotiation that has a planning phase, a working phase and a feedback on the results phase. This session is particularly good for anyone in the organization who is involved in day to day negotiations.

PERSONALITY STYLE: More Impact with More People More of the Time
Understanding how people of differing Personality Styles relate with each other can make a real difference in our performance. Learning to recognize Personality Styles and anticipating their needs helps us have more impact with others more of the time. Whether we need to persuade a customer, a co-worker or a manager, understanding Personality Style will help us be most effective in our interpersonal communications.

PERSUASIVE PRESENTATIONS: Presenting with Confidence
(This session is only available, customized at your site)
Whether you are a salesperson in front of an important prospect, a manager presenting to the board of directors, or a staff member giving a yearly report at a retreat, your presentation's effectiveness lies in your ability to persuade and your confidence in doing it. This session deals with those skills.

PROSPECTING: Getting the Time in Front of the Customer
This session deals with what salespeople can say to prospects to give them incentives to spend time with the salesperson. The skills can either be used over the telephone or on face-to-face cold calls. Discover what makes your business more attractive than your competitor's.

PURPOSE/MISSION: Helping People Find Passion for the Job
On a performance scale of 1 to 10, people will work at a 5 just to keep their jobs. They will work at 5 for the money. They will work at a 7 for a true leader. However, they will work at a 10 for a cause. This session helps supervisors, managers and leaders create a sense of identity and urgency (perhaps including a mission statement, but perhaps not) that is based on the shared purpose of the people in the organization-their cause.

RELATIONSHIP SALES STRATEGIES: Selling as a Consultant
Selling is not a process whereby the salesperson does something to a prospect. High social tension and disinterest create four emotional barriers that prevent prospects from buying. It is the purpose of the salesperson to get these emotional barriers out of the way so that the prospect can go through the natural process of buying. This process is taught in the four separate processes listed below, plus a special session for handling objections with confidence:
   RELATIONSHIP SALES STRATEGIES, Opening
   RELATIONSHIP SALES STRATEGIES, Needs Discovery
   RELATIONSHIP SALES STRATEGIES, Presenting
   RELATIONSHIP SALES STRATEGIES, Closing
   RELATIONSHIP SALES STRATEGIES, Handling Objections with Confidence

SELLING TO DIFFERENT PERSONALITY STYLES: Adapting Your Style to Their Style of Buying
Understanding how selling to people of differing Personality Styles requires you to change your sales presentation at each phase of the sales process to the prospect's Style. This session deals with looking at the responses that various prospects have to the salesperson, scrutinizes those differences in order to define Style, recognize Style and looking at where in the Sales Process this knowledge will be of benefit to the seller. Thus, the salesperson sees the opportunities of building win/win relationships with this knowledge of Style.

SELLING YOUR IDEAS: Being Most Persuasive
We are all salespeople, yet few of us have had sales training. A successful person is not one who simply attempts to communicate, but one who is believed and thus heard. Hearing people, understanding people, selling yourself and your ideas and thereby uniting people is what effectiveness with others is all about. It's not an easy task to sell yourself, your ideas, your suggestions and your caring. People have different wants, needs and likes. This session is for leaders and staff who have not had sales training but do want to "sell" themselves to others.

SETTING AND REACHING GOALS: Doing what we need to do
The session teaches a process to managers for effectively setting long-term responsibilities, short and long-term goals, and agreed upon indicators of progress-all to better assure them that the goals will be accomplished.

SIX KEYS TO LEADERSHIP: Factors of Productivity
The session deals with the skills needed for managers to increase the productivity of their work units. It deals with the supervisory and management skills most needed to increase poor performance and maintain high performance during times of change.

STRATEGIC ACCOUNT MANAGEMENT: Account Penetration
Selling one to one is a challenging process, but selling to committees and penetrating organizations at higher levels can be more complex. Learning strategic account strategies can help the experienced one on one salesperson become competent with the larger, more complex sales. Students have some prework in this session in the form of assessing a current account.

ADVENTURE LEARNING: (90 minute classroom experience)
Team members work together to figure out the best way to "survive" in a hypothetical life or death situation. Individual and group solutions are compared to learn the comparative advantages of team vs. lone ranger in dealing with challenging situations. Teams and individuals identify the "tigers' that must be faced to operate as a team.

ADVENTURE LEARNING: (3-hour, physical challenge experience)
Team members work together to solve a series of physical challenges. This session can be conducted out-of-doors or inside, depending on which physical challenges are selected. Each completed challenge is debriefed to discuss what the team and individuals learned.

TELEPHONE SELLING: Professional Persuasion over the Phone
Telephone sales rep have three selling problems: Knowing what to say, being effective without knowing their customer's body language, and dealing with twenty times the rejection of face to face salespeople. This session takes all of the skills of Relationship Sales Strategies and applies them over the telephone. It is taught in the five sessions below:
   TELEPHONE SALES STRATEGIES, Opening
   TELEPHONE SALES STRATEGIES, Needs Discovery
   TELEPHONE SALES STRATEGIES, Presenting
   TELEPHONE SALES STRATEGIES, Closing
   TELEPHONE SALES STRATEGIES, Handling Objections with Confidence

"THANK GOD, IT'S MONDAY": Passion for the Job
In a recent survey, people were asked what kind of jobs they wanted. The most popular answers were: 1.) Ecologically responsible; 2.) Dignified and respectful; 3.) Growth oriented; 4.) Excitement producing; 5.) Meaningful contribution to humanity. Learn how to find this kind of passion in your present job.

TIME MANAGEMENT: A Personal Choice 
Everybody is always trying to save us time. The fact is that you can't save time. Wouldn't it be great if we had the ability to put time in a bank and at the end of the week, we would have a few hours left? The reality is that we only get 24 hours a day. Time management is choosing how we will use that 24 hours to our best benefit.

WORKING IN A CUSTOMER FOCUSED CULTURE: Treating People in Highly Valued Ways
Organizations intent on high performance have discovered a powerful mindset called Value-Added Service. This mindset goes beyond improvement in product quality and services to create a work culture that demonstrates that the people in the organization are aligned on high performance values. They adopt a strategy to build customer loyalty and attract new customers by treating each other in highly valued ways. How we treat each other in the organization is directly proportional to how we treat customers and prospects.