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Workshops to Help You Achieve Your Goals
Since learning is more effective in short workshops than in marathon engagements, we facilitate most of our workshops in half-day sessions. It is amazing what positive changes occur as the result of a series of weekly three or four hour focused, interactive learning engagements in which on-going accountability is expected and additional coaching support is available. The following workshops are scheduled to begin in
Regina, Saskatchewan, Canada. Please let me know what your learning needs are.
*Time Management for Results
This is a three half-day program in which participants learn strategies and techniques that help each person to be more productive and get more done with less stress and tension.
(Starting February 5, 8:30am - noon)
* Professional Selling Skills
This is a nine half-day workshop series gives sales people the skills to significantly increase closing rations and earnings. Participants learn to become masters at uncovering customer wants and problems, and to build trust and credibility by turn objections into solutions.
(Starting April 3/ 09 8:30am - noon)
* High Performance Leadership
The best companies have the best people, and the top people are those who think faster and better than others. High Performance Leadership gives you the ideas, methods, strategies and techniques used by all highly effective leaders, profitable businesses and world-class teams. This in-depth workshop series helps leaders to significantly increase their results during 13 half-day sessions delivered every other week.
(Starting April 14/ 09, 8:30am - noon)
* Maximum Achievement
(TBA or as Requested)
* Peak Performance Supervision
(TBA or as Requested)
* Coaching Clinic
(TBA or as Requested)
Click here for more information
About Us
Peter Neufeldt is the president of Peak Performance Consulting. We are located in Regina, SK, Canada. From here we provide consulting, training and coaching services across Canada and internationally.
The phrase “Success is a journey, not a destination” and the words “Learn…Change …Grow” summarize our Vision, and describe our commitment to the growth and development of our clients.
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Until input (thought) is linked to a goal (purpose) there can be no intelligent accomplishment.
~Paul G. Thomas
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March 2009
Welcome to the March issue of "The Edge"!
What turbulent and uncertain times we are experiencing! Though the economy in Saskatchewan is still quite strong, we are not an island in the global economy. However, even in Saskatchewan people worry about declining markets. Many people are fearing the dreaded call to the boss’s office and the words “Sorry, but we have to let you go”.
Employers and employees are desperate to keep their companies afloat. Think your job is secure? Don’t be too sure!
But you might not need to worry,... if you can prove to your boss that you are your company's "Most Valuable Player." How can you become you the MVP? Become an expert at making sales - in any economy.
Know how to sell, and you'll be the VERY LAST PERSON anyone considers letting go. Not sure about your sales ability? Then sharpen your selling skills ! Check out the Professional Selling Skills program offered by Peak Performance Consulting. The first in a series of workshop is on April 3.
For more details go to www.peakperformanceconsulting.ca
You may also want to sharpen your leadership skills to provide the effective, and strategic leadership needed in tough times. Make the choice to be proactive and “impactive”. Taking a positive leadership role will definitely increase your worth to your company and will add to the bottom line. Our next High Performance Leadership program begins on April 14.
For more details go to www.peakperformanceconsulting.ca
If you can’t attend our workshops but want to sharpen your skills and tap into your potential remember to check out The Science of Creating Your Dreams, and The Quantum Game introduced in our February Newsletter. For more details on these outstanding on-line personal development programs click on the following links:
The Science of Creating Your Dreams:
http://www.360performanceleadership.com/socyd.html
The Quantum Game:
http://www.360performanceleadership.com/quantumgame.html
Enjoy!
Peter Neufeldt
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6 Steps To Overcoming Resistance To Change
There may be people who will resist change because it is different or new. Resistance to change is a common and universal malady. Therefore, understanding some of the barriers to change may help in creating and implementing successful growth strategies.
Some common barriers to change and innovation are:
Personal goals conflict with professional goals
Management behavior discourages implementation
Employees don’t understand or really want to make the change
Poor communication of vision, values, and mission
Recognition and appraisals are inconsistent with attaining goals
Unwillingness to develop new goals
Lack of process and structure
Addressing resistance to change becomes a major focus and an integral part of a unified implementation strategy.
To successfully implement change, several issues must be addressed:
First, the organizational vision must be compelling enough to generate the excitement needed to propel people through the
chaos of change.
Second, your formal structures must support the behaviors you are looking to develop and extinguish the behaviors that no
longer serve your organization.
Third, your behavior and the behavior of all management must match the words. Learning new skills and improving existing
skills must be encouraged.
Fourth, employees must understand and really want to make the change.
Fifth, recognition and appraisals must be frequent, supportive, and consistent with the vision and values of the
organization.
Sixth, communications strategies and programs must be developed and implemented in all areas. Regular updates on progress
and milestones reached must be provided.
This is the first article of our
Transforming The Organization Series. In our next issue we will discuss “Leading During Times Of Change”
- Adapted with permission from Executive Leadership. Copyright © Resource Associates Corporation – Sorrell Associates. All rights reserved.
For more information contact Peter Neufeldt at 306-790-4570
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Top Performers Motivate Others to Excel
by Steve Atlas
"You can’t push anyone up the ladder unless he is willing to climb himself."
Andrew Carnegie
Georganne Bender, a professional speaker and trainer, shares these tips about using top performers as role models:
1. Proceed with caution.
If you plan to hold up one of your team members as a star performer, make sure that the title is deserved. You might think this person is great, but the sales figures have to back you up. It’s easy to think people are great if they remind you of yourself – they think like you, act like you and sell like you. That’s dangerous; it can tilt your judgment about people. If you base superstar status simply upon your own perception you’re heading for trouble, because your other salespeople will know the truth. The superstar – and you – will lose the team’s respect.
2. Use a team approach.
Use your top performers’ strategies and techniques to help the others in your organization. Star performers become team leaders, sharing their strategies with a few other team leaders. Each team leader trains a group of salespeople in the star performers’ methods. Now, instead of just one person "dictating" success methods, you have a number of team leaders. Reps who don’t like working with your stars can still benefit from the star performers’ strategies. It’s simply easier to hear them from someone else.
"If you plan to hold up one of your team members as a star performer, make sure that the title is deserved."
3. Avoid presenting awards in a way that demoralizes nonwinners.
A popular "motivational" technique in the 1980s suggested that corporations host a dinner meeting where top performers were treated to steak and lobster and expensive champagne. Lesser performers sat at another table and were served beans and franks. The not-so-subtle lesson: If you want to sit with the winners, you’ve got to be a winner. Otherwise, you are a loser. After a presenter suggested this at a recent meeting, the company’s vice president of sales told us that he once worked for a company that held one of these dinners. "The whole thing backfired. Those of us at the ‘bean table’ were
so demoralized I don’t think the company ever recovered. I wasn’t the top performer that year, but I wasn’t a slouch either. I began looking for a new job the very next day. I didn’t want to work for a company that treated its people that way."
4. Presenting awards the right way motivates everyone.
To do it right, don’t limit recognition to just the superstars. For example, at one awards banquet each winner was called to the stage individually and given an award by the CEO and other company personnel. The first award winner was a woman. When the CEO finished speaking, a video lit up the screen. It was the award winner’s husband: "I am so proud of you and what you’ve accomplished. I don’t know how you do it, but you do it all and you do it well..." The video also included clips from her children, her co-workers and her boss. The same type of presentation honored each of the year’s award
winners. Afterwards, the winners’ families joined them on stage. There wasn’t a dry eye in the house. One attendee, a non-winner, said that this ceremony motivated him more than any other he had ever attended, including the times he had won an award: "The company could ask any one of us to do anything after that meeting and we’d do it, because we knew how strongly the company believed in us."
Georganne Bender and her partner Rich Kizer specialize in customer retention for all businesses. For more information, call 1-888-215-1839, email info@kizerandbender.com or visit www.kizerandbender.com.
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The Edge