I do just two things. Most of my clients are manufacturers where the top two issues are talent and sales. The two things I do address those two issues.For sales, I conduct a two-day teach-them-to-fish workshop that takes a handful of the company's struggling sales people and turns them into the company's top performers. We reshape the sales strategy, leveraging some field-tested, proven insights from behavioral economics, psychology and neuroscience. We take their information gathering questions and turn them into influence questions. Then, I show them two question types where the prospect’s own answers create the most influence. Finally, we take an existing success story and learn how to structure a story to set up one of those two powerful questions. It’s a lot of fun for the participants, and, in addition to developing a more effective sales strategy, gives the attendees confidence in their approach to prospects.For talent, the issue comes down to how do you create a deep sense of ownership in all your employees. It takes a special CEO to lead a company that does this. That’s because a company cannot get there without giving employees autonomy and having them take control. To achieve that safely and successfully, you must have a migration processes. You'll end up with a strong diagonal peer-to-peer accountability system, a motivation structure that leverages knowledge from behavioral economics, psychology and neuroscience, and an appetite to invest to absorb rapid growth.I take companies through a yearlong, structured process to deliver the building blocks for such an organization at a digestible pace. The delivery is through six all-day leadership team workshops, spread across the 12 months. They then cascade the structure throughout the company until every aspect of the business operates with a Manufacturing P.A.R. Excellence model.
Listed skills include Sales, Restaurants, Strategic Planning, Team Building, and 58 others.
