Mokita training

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One of the neglected skills that many managers ovrerlook is to confront reality, confirm "truths," and objectively address the needs of the business in a way that productively meets requirement

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Mokita training

  1. 1. Mokita Training ZAHN Consulting, LLC 2012“Know-How is not Enough”
  2. 2. Presentation Agenda• Concept of Mokita• How did we get here?• Expectations• What To Do – Importance of “Story” – Return to Conversations
  3. 3. “The truth we all know, and agree not to talk about” CONCEPT OF MOKITAMokita is a Papua New Guinean word in the Kivila language,spoken on the largest of the Trobriand Islands Kiriwina,
  4. 4. How Much Longer? • Will we ignore what is obvious? • Can we pretend the smell does not exist? • Can we continue to spend on “peanuts” before we add up the cost? • Until we stop having to carry a shovel and mop with us?
  5. 5. Break the Cycle
  6. 6. Examples1. Much of our marketing doesnt work (we just don’t know which – or CHOOSE not to find out).2. Most departments have people who have retired on the job and at least one or two who have lost their usefulness (or are crazy).3. The impact of training programs vanish before a week has passed.4. Senior Management says they want to hear from subordinates – and then keep their door closed or debate the feedback they receive.5. People who are inept are rewarded with less work.
  7. 7. Examples6. The first-line supervisors are the most under-valued resource and often the most-blamed.7. The HR Department is frequently regarded as more of a hindrance than a help.8. Middle managers are afraid of those above and those below.9. Frequent reorganizations are used to disguise poor management.10. And yet; Despite all of the hassles, most of us love our jobs.
  8. 8. We Meant Well, Didn’t We?HOW DID WE GET HERE?
  9. 9. The Road to Hell is Paved with Good Intentions • Management techniques • Data ubiquity • Perception of professionalism • Drinking the Kool-Aid
  10. 10. Management Techniques Vs.
  11. 11. Data Ubiquity• Fact-based Selling• Objectivity• Data-driven decision-making• Rationality• Fair and equitable“Drowning in a sea of data, thirsty for insight.”
  12. 12. Perception of ProfessionalismWe believe we should take the “High Road” as circuitous as it may be; as ifthat is preferable to the “Direct Road” that gets us where we want to go.
  13. 13. Drinking the Kool-Aid• Accept what we are told • Challenge assumptions• Stop critically analyzing • Question beliefs• Believe our own press • Ask questions• Rely on what once was, Vs. • Verify sources not what currently is • Seek confirmation rather than “it has always been that way.”
  14. 14. Cyrano de Bergerac x Organization Size• We have become replicas Cyrano de Bergerac – Regurgitating data, facts, trends, report findings – So busy with our Excel, pivot tables, charts, and graphs, but - – We are missing the business opportunities!
  15. 15. How We Spend Our Days• We spend our days arguing about TRUTH, when we need to recognize truths• We defend our point of view because we would rather BE right, than DO right
  16. 16. If Not Careful• Our reliance on data for data sake becomes a pornographic pursuit • We have lost the “art” in pursuit of “science” • We suffer from “paralysis by analysis”
  17. 17. What is it we seek?EXPECTATIONS
  18. 18. What We Seek• Corporate culture• Organizational Change Management• Business Transformation• Management/Leadership Initiatives• Training on Skill Development• And, importantly – the establishment of DIFFERENTIATED relationships with customers/suppliers/associates to drive performance
  19. 19. Time to Pause• 80/20 83/17• Yet we have: – Better training – Improved tools and resources – Focus on compensation and incentives – BUT, we are getting worse@• Why? What prevents the company from having better success?• How do you introduce/reinforce those efforts?• How do you “institutionalize” success?
  20. 20. Why It Won’t Work• You Can’t There From Here
  21. 21. “Classic” Organizational Hurdles Pragmatic ConcernsNo time nor budget to develop skills – need people tobe productive!Training viewed as “X” day(s) program (and done).Skills are not reinforced “on the job” (and thus areextinguished).Management does not embrace/coach/monitor/enforce/ counsel based on trained concepts.Performance rarely changes dramatically.Varying levels of competence (and selection oftrainees and training initiatives frequently fails toaccount for differences).Needs are “assumed,” not known.
  22. 22. “Classic” Organizational Hurdles (Continued) Pragmatic ConcernsIncreased pressure to reduce time awayfrom field.Unsure of how to justify training expense(but want to ensure “value-received”).Shifting responsibilities (cross-functional/business management/financial/etc.).Greater embedded base of technologyusers (laptops, software applications, etc.)and ever increasing complexity ofapplications.
  23. 23. But Here is the Biggest Issue• We are focused on the WRONG things – but do them better and better!
  24. 24. Not Always Sane in the BrainReptilian Brain – Fight or Flight Limbic System –Emotions NeoCortex – Thoughts and logicThalamus – Gateway to other parts of brainAmygdala – Regulates emotions and memories
  25. 25. So, What Do We Do?• We expect our Managers/Salespeople to: – Know more than the subordinate/prospect – Control the relationship (all the while talking about engagement and collaboration) – Emphasize facts, logic, data, objectivity• We believe in: – Cover up weakness, emphasize strengths – Follow the “script” – Hide/remove our “humanness”
  26. 26. Reap What You Sow• How would any of us react to being interrogated/discovered/profiled?• How comfortable are you with a manager who is interested in your quantifiable scores over your qualitative concerns?• When offered “logic” and “factual proof,” we ALL look to refute, debate, discount, or explain• Can anyone be “that smart” and care so little?
  27. 27. Do Different Things to Get Different ResultsWHAT TO DO
  28. 28. Back to the Future• What is a key role of a Manager/ Salesperson – manage relationships! – Do we interrogate people we want to form relationships with? – Do we propose marriage on a first date? – Do we act as if “we know it all?” – Do we hide our weaknesses, vulnerabilities, dreams, hopes, and aspirations?• A story as old as time…
  29. 29. Have We Forgotten?• The importance of trust – Caring – Communication – Competence – Character – Commitment – Clarity• Removing barriers
  30. 30. Stop, Continue, Start• Filling out templates, • Understanding me/my • Speak WITH me, not forms, reports business TO me• Focusing on your needs • Helping me solve my • Listening to me• Leading with issues • Share your mistakes data/facts/science/ • Appreciating how I • Tell me the story features/ reach decisions (Harvard uses business• Being overly logical • Follow protocol (but cases to teach differently) concepts)
  31. 31. The Steps Alignment
  32. 32. Power of Story• Once upon a time…• Caveman drawings• Music• Art• Novels• Movies
  33. 33. Story Components• Goal• Setting• Crossroads• Conflict• Resolution/Outcome
  34. 34. How to Have a Conversation• Confirm/Challenge Reality• Be Genuine• Be Present• Tackle the Tough Stuff• Don’t Deny Instincts• Accept Ownership• Allow Silence a Turn
  35. 35. Alignment*Buyer may be employee or anyone being communicated with about a solution
  36. 36. Who I Am• How do you react when someone is smug, a know-it-all, and seems too perfect?• How do you react when someone is imperfect, hurt, or shows “fallibilities?”
  37. 37. How I Help – Creating the Vision• Recognizing WHO is to do the task• Identifying the WHAT people are to do• Designing the HOW they are to do it• Determining the WHEN they are to do it• Explaining the WHY it needs to be done
  38. 38. Assembly Lines are for Cars!• Kick Henry Ford to the curb!• The “one experience fits all” mentality is a death knell!
  39. 39. What is a Mokita Mirror?• A chance for employees to REFLECT back on what they know professionally• Begin where they are and build from there to the objective.• Use Workshop360SM to assess current performance levelhttp://www.zahnconsulting.com/preworkshop.htm
  40. 40. What is a Mokita Mirror?• An opportunity to OBSERVE who they are now http://www.zahnconsulting.com/classroom.htm
  41. 41. What is a Mokita Mirror?• A time to PEER into who they will become http://www.zahnconsulting.com/postworkshop.htm
  42. 42. When We See A Mirror• What do we do? – Assess and analyze ourselves – Make self-corrections – Seek advice from experts to improve• Our Mokita Mirror allows for the same – Identify current processes, skills, styles, approaches, etc. – Focus attention towards strengths and performance opportunities – Provide CONTINUAL reinforcement, direction, and insight.
  43. 43. Mokita Mirror Has Five Components• Organizational Assessment• Department/Function/Assessment• Review of Available Tools• Workshop360SM – Individual Assessment • Qualitative • Quantitative – Training • Classroom • Self-paced/Web-based – Follow-Up/Reinforcement• Coaching and mentoring• Evaluation and ROI
  44. 44. What Are the Goals?• Educate• Excite• Explain• Entice• Reinforce• Motivate
  45. 45. What Are the Goals?• Form a Community – Don’t emphasize it is a place you work, but rather as a place you belong – Legacy, heritage, history – Demonstrations – Sharing of examples, testimonials, case studies – Advice or benefit discussions – what we stand for/who we work with (and who we do not), etc.
  46. 46. What Are the Goals?• Tell A Story (and then LIVE it) – What is it about you/your company that compels others to WANT to work with you? – How are you/your company better than others? – How are your products/employees better than others? – How is the person better for having interacted with you/your company?
  47. 47. Change Acceleration Process
  48. 48. Initiating Mokita Training Will Lead From Yawns to Unbridled Enthusiasm“Know-How is not Enough”
  49. 49. Who is ZAHN Consulting, LLC • David Zahn – Instructional Designer – 20 years corporate and consulting experience (Symbol Technologies, IRI/Neo, Inc., and now ZAHN Consulting, LLC.) – Published author of two books (“How To Succeed As An Independent Consultant” and “The Quintessential Guide To Using Consultants”), syndicated weekly columnist for Connecticut MediaGgroup and frequent contributor to trade publications and e-zines (T&D, Grocery Headquarters, Brandweek, Airline Revenue News, Kenosia Report, IRI Publications, www.connpost.com, www.businessweek.com, www.entrepreneur.com, www.retailwire.com, www.morningnewsbeat.com) – Interviewed on many business radio shows addressing CPG issues, Consulting Skills, and Entrepreneurship – Co-moderator of Category Management Share Group – Adjunct faculty member at University of New Haven • ZAHN Consulting, LLC Consultants – ZAHN Consulting, LLC maintains relationships with specialists in Brand Marketing, Retailing, Information Systems, Sales, Operations and other functional areas. – Consultants have a combined 110 years of industry experience across multiple channels, manufacturers, categories and initiatives.
  50. 50. We have collaborated with many of the best resources driving innovation within the industry to complement our expertise • Primary source for client training (Data Detective, Category Management, New Item Launch, and other programs) • Frequently asked to contribute to strategy sessions for new product training, curriculum development, and training delivery options. • Combines ZAHN Consulting, LLC’s extensive category management training expertise with Interactive Edge’s decision support tools to enable Retailers/Mfrs. to identify opportunities through analysis of price, promotion, assortment, demographic, clusters, shopper segments, and store specific data variables. • Winston Weber & Associates, Inc. provides strategic overlay to accomplishing many of the initiatives within the industry and relies upon ZAHN Consulting, LLC in collaboration to develop appropriate competency enhancement programs and training prescriptions. • David Zahn is the developer and facilitator for conducting all Apollo Designer Workstation optimization workshops as part of Aldata Apollo curriculum • Working in conjunction with Coogan Partners, ZAHN Consulting, LLC often co- facilitates industry share groups of SMEs and CPG/Retail professionals addressing common issues and initiatives.
  51. 51. Our client roster includes recognizable CPG companies and retailers
  52. 52. For Additional Information• ZAHN Consulting, LLC can be reached at 203.269.9290 or at www.zahnconsulting.com to discuss how to make it happen!

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