Enterprise LEADER Team Development Program - Facilitator's Guide

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A Step-by-Step Guide For CEOs, VPs, Directors, Executives and HR Professionals To Develop High Performance Business Teams Using Enterprise LEADER

Tools and Methodology to Build High Performance Business Teams in Just 4 x ½ Day Sessions

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If you're a manager or executive in business looking to drive CHANGE and improve the PERFORMANCE and RESULTS of your team (and/or overall company), then Enterprise LEADER is for you... and the Facilitator's Guide is the place to start.

Enterprise LEADER is a team development program which CEOs, VPs, Director and Executives (including HR Professionals and external coaches/consultants) use to build and strengthen their own teams in the workplace, at a time and pace which suits them.

In this Facilitator's Guide, you'll discover exactly what Enterprise LEADER is, how and why it works, as well as getting a full step-by-step roadmap to using the program in your own company, department or team.

In this short Facilitator's Guide, you'll discover how you can take your team on a unforgettable journey, unlocking the potential of each team member, and instilling in them new thinking, attitudes and behaviours.

Enterprise LEADER in 25 words:

Change / Performance / Results / Collaboration / Communication / Teamwork / Engagement / Alignment / Motivation / Goals / Focus / Creativity / Entrepreneurship / Self-Belief / Leadership / Morale / Cooperation / Ownership / Accountability / Commercial-Awareness / Sales / Vision / Customers / Competitiveness / Growth

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Enterprise LEADER Team Development Program - Facilitator's Guide

  1. 1. 1
  2. 2. 2 Enterprise LEADER Team Development Program Step-by-Step Facilitator’s Guide A Step-by-Step Guide For CEOs, VPs, Directors, Executives and HR Professionals To Develop High Performance Business Teams Using Enterprise LEADER Tools and Methodology to Build High Performance Business Teams in Just 4 x ½ Day Sessions Change / Performance / Results / Collaboration / Communication / Teamwork / Engagement / Alignment / Motivation / Goals / Focus / Creativity / Entrepreneurship / Self-Belief / Leadership / Morale / Cooperation / Ownership / Accountability / Commercial-Awareness / Sales / Vision / Customers / Competitiveness / Growth www.EnterpriseLeaders.com
  3. 3. 3 By Richard Parkes Cordock Copyright © Richard Parkes Cordock 2014 First Published 2014 by ELW Publishing Bath, UK Thank you for downloading this free ebook. You are welcome to share it with your friends. This book may be reproduced, copied and distributed for non-commercial purposes, provided the book remains in its complete original form. If you enjoyed this book, please return to Smashwords.com to discover other works by this author. Thank you for your support.
  4. 4. 4 Table  of  Contents   To navigate this ebook, please us the dedicated ‘Table of Contents’ menu option in your ebook reader. 1. Introduction Part 1 - Introducing Enterprise LEADER 2. About You 3. Do you Face These Challenges and Frustrations as a Business Leader? 4. Real Life Examples of Business Challenges and Frustrations 5 . What is Enterprise LEADER Team Development Program? 6. Creating Enterprise Leaders - ‘Enterprising Employees’ 7. How Does Enterprise LEADER Work? 8. A Word on Team Sizes 9. Functional or Cross-Functional Teams 10. Using Video Chat or Skype to Run Group Sessions 11. The Creation of the 4 x ½ Day Methodology 12. What Materials Do you Receive with Enterprise LEADER? 13. The Workbook 14. CEO for a Day Ideas (Workbook Exercise) 15. MP3 Introduction Session 16. Business Upgrade (Optional MP3 Audiobook) 17. 20 MP3 Mentoring Sessions 18. 20 MP3 Summary Sessions 19. Foundation Series Plus+ (Optional MP3 Audio Sessions) 20. Final Presentations 21. The Importance of Facilitation 22. Internal or External Facilitator 23. Kick-off Letter/E-mail 24. Why Enterprise LEADER works 25. The Benefits of Enterprise LEADER 26. The Impact of Enterprise LEADER on your Business Results Part 2 - Step-by-Step Guide 27. 10 Step Summary Methodology 28. How to Facilitate Group Face-to-Face Sessions. 29. Group Session 1 - The Customer (THEY Believe) 29.1 - Session 1: Growth Through Innovation, Creativity and Change 29.2 - Session 2: Gaining New Customers Through 'Word of Mouth Marketing' 29.3 - Session 3: How To Maximise The Lifetime Value of Your Customers 29.4 - Session 4: Why Everybody In Your Company Must Be A Salesperson 29.5 - Session 5: The Six Fundamentals of Business That You Must Master 29.6 - Summary and Wrap Up
  5. 5. 5 30. Group Session 2 - The Team (WE Believe) 30.1 - Session 6: People! The Key To Unlocking Your Profit Potential 30.2 - Session 7: 7 Essential Steps To Make Your Team Believe 30.3 - Session 8: How To Maximise Your Results Through Communication 30.4 - Session 9: 7 Proven Strategies To Get The Most From Your Team 30.5 - Session 10: Motivation! How To Get Your People To Go The Extra Mile 30.6 - Summary and Wrap Up 31. Group Session 3 - Personal Leadership 1 (I Believe) 31.1 - Session 11: Half-Way Review and Introduction To Personal Leadership 31.2 - Session 12: How To Develop Unshakable Confidence & Self Belief 31.3 - Session 13: The Unstoppable Twin Force of Passion & Desire 31.4 - Session 14: How To Eliminate Your Fears, Doubts and Limiting Beliefs 31.5 - Session 15: How To Create Endless Opportunity and Make Luck Work For You 31.6 - Summary and Wrap Up 32. Group Session 4 - Personal Leadership 2 (I Believe) 32.1 - Session 16: How To Achieve Extraordinary Results Through The Power of Goals 32.2 - Session 17: The 5 Advance Payments You Must Make To Reach Your Goals 32.3 - Session 18: How To Achieve Any Goal You Set For Yourself 32.4 - Session 19: Why Experiencing Failure Is Essential For You To Succeed! 32.5 - Session 20: Your Role as an Enterprise Leader 32.6 - Summary and Wrap Up 33. The Business Impact of Enterprise LEADER 34. Getting Started with Enterprise LEADER 35. Additional Reading
  6. 6. 6 Chapter  1.  Introduction   Welcome to the Facilitator’s Guide for Enterprise LEADER Team Development Program. I’m Richard Parkes Cordock, the creator of Enterprise LEADER and I’ve written this short step-by-step facilitator's guide, so that you -- as an internal manager/executive or external coach/consultant -- can use Enterprise LEADER to get the best from your team(s) in just 4 x ½ day sessions. This guide is intended for business leaders, who have no prior knowledge of Enterprise LEADER, and who want to find fresh new ways to drive change and improve the performance and results of their teams and/or entire organisation. This guide is divided into two parts. In Part 1, I explain what Enterprise LEADER is, the challenges and frustrations companies face (in terms of people and teams) and illustrate how Enterprise LEADER can overcome these frustrations by creating high performance business teams. I also talk about how and why Enterprise LEADER was created, why it works, how it works and I provide more background detail which will help you understand why Enterprise LEADER can help you grow your business. In Part 2 of this guide, I give you the step-by-step methodology and explain precisely how you can use Enterprise LEADER within your own company, department or team. I explain how to run team development sessions (in 4 x ½ day sessions), the questions you should ask, the timings of each session, the objectives for the sessions and much more to ensure that you -- as a facilitator -- can easily run a series of four stress free half-day workshops to help you transform the results of your team/organisation. Finally, in this guide, I wrap up with a list of action steps you can take right now, which will help you get started with Enterprise LEADER and help you transform the performance and results of your team/organisation. Keep reading to discover how you can use Enterprise LEADER to: • Get your team goal-focused • Foster collaboration and cooperation • Improve communication • Help team members understand each other • Build motivation • Build confidence • Improve accountability • Create a team spirit • Foster creativity • Introduce a new language and commercial way of thinking
  7. 7. 7 • Put your customer at the centre of your business • Deliver improved business results. ** Please note, this facilitator’s guide was designed to be read on your smartphone, Kindle, Nook, iphone, iPad, tablet or any other mobile device. Although it can be read straight through from start to finish, you can also jump from chapter to chapter, going directly to the content that is relevant to you.
  8. 8. 8 Part 1 About Enterprise LEADER
  9. 9. 9 Chapter  2.  About  You   If you are reading this facilitator’s guide for Enterprise LEADER, it is very likely that you have a strong interest in the development of people and teams within your business. You’ll be somebody who clearly understands that the results you achieve within your organisation are driven by the performance of the people within in it. You’ll see yourself as a leader who is responsible for getting the best from your people and teams, and will continually be on the look-out for new ways to do this. It is very likely that you are a CEO, VP, Director, manager or executive and have P&L responsibility. You are definitely a leader of people, either a seasoned leader, or new to the role. You might be the manager of a small publishing team in the US with just ten people, or the CEO of an entire financial services division in the UK with several hundreds or even thousands of employees. You might be an external coach/consultant who works with companies to improve their performance and results. You could even be a HR executive looking for ways to develop your teams. Either way, you will be charged with delivering results through people. Regardless of your company size, team size, industry, location or turnover -- it is very likely you share the same frustrations and challenges of virtually every other leader in business; namely, how to get the best from the people you lead, so they deliver the greatest results for you and your business. In this short facilitator’s guide, you’ll learn how you can improve the performance and results of your people and teams using Enterprise LEADER, and you’ll discover the exact steps you need to take.
  10. 10. 10 Chapter  3.  Do  you  Face  These  Challenges  and  Frustrations  as  a   Business  Leader?   As a leader of a team, department, division or entire company, how often do you find yourself thinking, "I've got good people in my team... but I know I can get more from them.” Perhaps you are clear about the goals you want to achieve as a leader, but recognise you need to develop your team to reach your goals. You're not alone with these thoughts. Most business leaders/managers/executives feel they have good people in their teams, but still believe they can do more as leaders to help their team perform at a higher level and achieve greater results. You may feel the same way too. Business leaders around the world who use Enterprise LEADER typically face a common set of team challenges and frustrations. You might relate to one (or more) of these: • You know you can get your team working better together and achieve higher levels of performance and results. You know you need to improve the cooperation, communication and collaboration between team members. You want to make your team gel so they can achieve more. • You need to get your team re-focused on your customer and create a new language which is 100% customer-focused. You need to make your team more commercially aware. • You need to close the gap between the boardroom and employees. You know that your employees are not in tune with the vision and goals of the company and need to get everybody on the same page. • You need to get your team aligned behind common goals and get your team tuned into the wider vision and purpose of your company. You need to get everybody facing in the same direction, working towards the same goals. • You need to improve the engagement, morale and motivation of your team. You need to inspire your team! • You need to get your team to be more accountable, and take more ownership and responsibility for their work. • You need to make your team more creative, innovative and entrepreneurial.
  11. 11. 11 • You need to turn around an underperforming team. • You want to create a high performance team which can achieve stretch goals. • You want to develop the leadership ability of key people, or turn your managers into leaders. • You need to get two or more cross-functional teams to work closer together (i.e. Marketing and IT, Sales and Operations, Customer Support and Sales). You need to get each team to understand the challenges of each other and work towards shared outcomes. • You want to drive change in your business or team. If you relate to any of these challenges and frustrations, or are simply looking for new ways to grow your business, Enterprise LEADER and the methodology outlined in this facilitator’s guide can help you.
  12. 12. 12 Chapter  4.  Real  Life  Examples  of  Business  Challenges  and   Frustrations   In the previous chapter, we looked at the types of challenges and frustrations business executives around the world face -- especially in relation to their people and teams. Let’s take a closer look at those challenges and frustrations with a few ‘real life’ examples. You may relate to one or more of these, or you may have a slightly different, but similar challenge. If you do, Enterprise LEADER will help you. 1. Poor communication, collaboration and cooperation: David is the CEO of a 200 person insurance company. The company has recently been through a merger and acquisition and he needs to find a way to improve the level of communication, collaboration and cooperation between the various ‘old and new’ teams. With the help of Enterprise LEADER David is able to get his teams talking with each other, sharing ideas, communicating and working closer together as a collective unit. Common themes: Poor communication and cooperation, lack of collaboration and teams working together or sharing ideas. 2. Lack of focus on your customer: Jane is a SVP of a manufacturing company. She feels that there are too many people in her company who never come into contact with the customer, and therefore the customer becomes an afterthought. She feels this is harming the company’s performance in the market place. With the help of Enterprise LEADER, Jane and her team are able to get every employee in the company re-focused on their customers, prospective customers, competitors and wider market place. She is able to transform the various teams in the company, so that each team member is much more commercially aware and in tune with the business and its customers. Common themes: Lack of contact and consideration of customers. Your customers are falling into cracks between different departments. Lack of ownership by employees for your customer’s experience. Poor customer experience. 3. Gap exists between the boardroom and employees: Simon is the CEO of a 60 person call center in the financial services sector. Simon and the senior management team feel there is a gap between the vision, goals and ambitions of the SMT and the wider workforce.
  13. 13. 13 Using Enterprise LEADER, Simon and his team are able to close the gap between the workforce and the boardroom, getting every employee tuned into the vision, goals and direction of the business. Common themes: Disconnect between your employees and boardroom (senior management team). Management have a clear vision, but your employees do not buy into it. 4. Team not aligned behind common goals: Dana, the CEO of a ‘stalled’ 300 person technology company feels her organisation is not fully aligned behind a common set of goals. She feels no one is facing in the same direction, or buying into her wider vision for growth (including introducing new products to market). She feels this disconnect is hurting the company’s growth prospects and profitability. By using Enterprise LEADER to help align her team, Dana is able to get everybody on-board with the shared goals and vision of the company. This renewed energy and cohesiveness helps give Dana a springboard for growth. Common themes: Employees do not buy into (or understand) your company, department or team vision and goals. Lack of buy-in or alignment is hurting your organisation. 5. Poor engagement, morale, motivation of your team: Josh is the manager of a small 20 person team within a large multinational company. Josh feels the team is unengaged, morale is poor and the motivation of the team is low. Josh needs to find a way to turn his team around. By taking his team through Enterprise LEADER, Josh is able to reinvigorate all 20 employees, getting them to believe in the company once more, and understand how they can make a valuable contribution to the wider company. Every team member now feels inspired, motivated, engaged and excited about the future. The new attitude of Josh’s team soon translates to improved business performance and results. Common themes: Poor engagement, morale, attitude, thinking and mindset of your employees and team members. Negative attitudes are hurting your business. 6. Team members need to be more accountable: Mary runs a small marketing team of just 10 people within a 300 person retail group. The company is doing well, but Mary feels the people in her marketing team do not take enough ownership and responsibility for their work -- and do not feel accountable for their actions and results. She turns to Enterprise LEADER to help take her team on a development journey, and explore the three core themes of customers, teams and personal leadership. By facilitating the group face-to-face sessions herself, Mary is able to leverage the
  14. 14. 14 content in the program, and help her team think differently, and become more accountable. Common themes: Your team members do not take enough ownership and responsibility for their actions. Need to be more accountable. 7. Company suffers from poor levels of creativity, innovation and entrepreneurship: David is the owner/manager of a small specialist publishing company. The company has suffered in recent times and is lagging behind other companies who are embracing the change which technology brings. David’s teams are ‘stuck in the mud’ and have a distinct lack of creativity, innovation and entrepreneurial thinking. Using Enterprise LEADER, David is able to change the way his team members think, making them more entrepreneurial, innovative and creative. As a result of going through Enterprise LEADER, the company has come up with 50 new ideas on how it can change and compete in this dynamic market. More importantly, the attitude, behaviour and mindset of his team has changed, and he now has the team members to help him compete again. Common themes: Lack of entrepreneurial thinking within your organisation. Lack of creativity and innovation is stifling the growth of your company. 8. Need to turn around an underperforming team: Louise has recently been appointed the manager of a poorly performing customer support team. Morale is low, absenteeism is high, customers are unhappy. She needs to find a way to turn their team around -- and fast. Enterprise LEADER gives Louise the tools and methodology to turn her customer support team around, in a fast, fun and enjoyable way and is able to get her team thinking, acting and behaving differently. Interesting enough, as a result of going through the program, several team members have decided to leave the company, as they do not buy into the new future. Louise sees this as a good thing as the team is stronger for only having people on board who believe and want to be there. Common themes: Your company, department or team is underperforming. Need to turn around your business results and improve performance. 9. Need to create a high performance team: Will is ambitious and wants to grow his own company. He knows with the same team, he can double the revenues and profits of the business, but to do that, he needs to get more from each person. Without taking his team to a higher level, he will never be able to reach his lofty growth goals. Using Enterprise LEADER to take his team on a journey of personal and business development, Will is able to transform their performance, helping double the revenues and profits of the company within just 10 months.
  15. 15. 15 Common themes: Desire of your executives to grow your business, and the need to get your team to perform at a higher level to reach your growth goals. 10. Key people need to develop their leadership ability: Harry is CEO of a small fast-growing marketing company. The company aims to grow 10x in the next three years. Harry currently has a small team of about 30 people, and is looking for 10 of these people to step up as leaders who can help him as his company grows. With the help of Enterprise LEADER, Harry is able to develop his people, so that they become ‘Enterprise Leaders. These are people who have an enterprising, customer focused and commercially minded attitude. They are people who understand how to work well as a team, and how to get the best from their fellow colleagues. In short, they are people who think, act and behave like the CEO Harry. Common themes: Your company needs to get people to step-up as leaders. You need to build confidence into future leaders and give them the capability to lead. 11. Need to get two or more cross-functional teams to work closer together: Alex is the CIO of a mid-sized online retailer. Alex feels there is a disconnect between his IT department and the Marketing department. Who really owns the customer, now that the main interaction with the customer is through the web? Alex and the Chief Marketing Officer decide to work together and take both the IT and Marketing team through Enterprise LEADER. By getting the two cross-functional teams to work together, each team is able to understand each other’s challenges and frustrations. This shared understanding makes a massive difference to the operations and especially the customer’s experience. The net result is an increase in sales and profits, driven by happier customers who repeat buy more often, and recommend the company and its products to their friends, family and business associates. Common themes: Your company has two or more different cross-functional teams who need to work closer together. 12. Need to drive change: Val is the CEO of a mid-sized software house which has fallen on hard times. Its products are no longer relevant to customers and it needs to change. The problem for Val is that many of the employees are resistant to change, and seem content to keep doing the same thing. Val knows this is not an option, and within 12 months, the company will run out of cash -- unless they do something different. With the help of Enterprise LEADER, Val is able to ‘open the eyes’ of the team, so that they see the severity of the situation, and change their thinking, attitude and behaviour. By taking her team through Enterprise LEADER, Val is inundated with new business growth ideas, as team members value being part of the change process.
  16. 16. 16 The next 12 months are tough, but the company comes through much stronger than before, and soon returns to profitability. Common themes: Your company needs to drive change in order to survive or grow. Standing still is not an option. Enterprise LEADER in 25 words: Change / Performance / Results / Collaboration / Communication / Teamwork / Engagement / Alignment / Motivation / Goals / Focus / Creativity / Entrepreneurship / Self-Belief / Leadership / Morale / Cooperation / Ownership / Accountability / Commercial-Awareness / Sales / Vision / Customers / Competitiveness / Growth
  17. 17. 17 Chapter  5.  What  is  Enterprise  LEADER  Team  Development   Program?   Enterprise LEADER is a business focused team development program which managers and executives (or external coaches/consultants) use to build and strengthen their teams in the workplace, at a time and pace which suits them. Built around 20 MP3 team development sessions (which you work through together with your team over 4 x ½ day group sessions), Enterprise LEADER explores three core themes of customers, teams and personal leadership. It's these three core themes that all high performing business teams and business leaders excel in. Enterprise LEADER was built from the principles of NLP (neuro-linguistic programming) and is based on interviews with over 50 leading UK CEOs, entrepreneurs and business leaders. Through the tools, methodology/framework and rich ‘story based’ engaging content of Enterprise LEADER, you can take your team on a unforgettable journey, unlocking the potential of each person, and instilling new thinking, attitudes and behaviours into your team. As a result of using Enterprise LEADER you can expect to build a high performance teams who are more in tune with your company and customers -- and are better equipped to deliver results and growth for you. This change in results comes from developing higher levels of engagement, motivation, communication, collaboration, goal alignment, accountability, ownership, customer focus and overall team performance. You can learn more about Enterprise LEADER at www.enterpriseleaders.com.
  18. 18. 18 Chapter  6.  Creating  Enterprise  Leaders  -­‐  ‘Enterprising   Employees’   Enterprise LEADER has its DNA firmly rooted in the world of business and entrepreneurship. Many of the business leaders and CEOs who were interviewed for the program were entrepreneurs, and their unique way of looking at business is reflected in the program. In Enterprise LEADER, you'll hear about the concept of an ‘Enterprise Leader’. An ‘enterprise leader’ is not an entrepreneur, but somebody who embodies the enterprising spirit and attitude of an entrepreneur. This spirit includes traits such as passion, belief, courage, desire, commitment and communication, as well as total dedication and focus on the customer. An enterprise leader is somebody who thinks differently to most employees and is prepared to step up as a leader. Look at any high performing team, and you will see people who are the embodiment of ‘enterprise leaders’. Enterprise leaders (i.e. employees with an enterprising spirit) can help turn around an underperforming or stalled company, department or team, or help take an already successful organisation to an even higher level. Enterprise LEADER helps develop 'enterprise leaders'. Whatever your growth ambitions, having ‘enterprise leaders’ within your organisation will help you reach your goals faster, easier and with fewer resources.
  19. 19. 19 Chapter  7.  How  Does  Enterprise  LEADER  Work?   Enterprise LEADER uses a combination of MP3/Workbook team development materials and group face-to-face team building sessions. Ahead of meeting together as a group, team members first listen (individually by themselves) to a series of ‘story based’ MP3 development sessions and complete the relevant workbook exercises. Once together as a group, team members discuss and apply the learning in the MP3 sessions and workbook to their own work environment. It is this blend of ‘out of the room learning’ and ‘in the room discussion’ which enables Enterprise LEADER to deliver transformational results. In total, there are 20 MP3/Workbook development sessions which are broken down into three core themes of Customers, Teams and Personal Leadership. These development sessions are: Sessions 1 to 5: Focus on CLIENTS and CUSTOMERS • Session 1: Growth Through Innovation, Creativity and Change • Session 2: Gaining New Customers Through 'Word of Mouth Marketing' • Session 3: How To Maximise The Lifetime Value of Your Customers • Session 4: Why Everybody In Your Company Must Be A Salesperson • Session 5: The Six Fundamentals of Business That You Must Master Sessions 6 to 10 : Focus on TEAMS • Session 6: People! The Key To Unlocking Your Profit Potential • Session 7: 7 Essential Steps To Make Your Team Believe • Session 8: How To Maximise Your Results Through Communication • Session 9: 7 Proven Strategies To Get The Most From Your Team • Session 10: Motivation! How To Get Your People To Go The Extra Mile Sessions 11 to 20 : Focus on EMPLOYEES and PERSONAL LEADERSHIP • Session 11: Half-Way Review and Introduction To Personal Leadership • Session 12: How To Develop Unshakable Confidence & Self Belief • Session 13: The Unstoppable Twin Force of Passion & Desire • Session 14: How To Eliminate Your Fears, Doubts and Limiting Beliefs • Session 15: How To Create Endless Opportunity and Make Luck Work For You • Session 16: How To Achieve Extraordinary Results Through The Power of Goals • Session 17: The 5 Advance Payments You Must Make To Reach Your Goals • Session 18: How To Achieve Any Goal You Set For Yourself • Session 19: Why Experiencing Failure Is Essential For You To Succeed! • Session 20: Your Role as an Enterprise Leader
  20. 20. 20 The 20 sessions are designed to be listened to independently by team members, preparing them for the time they spend together during the 4 x ½ day group face-to- face sessions. Typically team members listen to the MP3 audio on their smartphones or MP3 Players. Occasionally one or two people will prefer to listen on their computer or even on a CD. Team members usually listen to the audio whilst travelling to work, relaxing at home, at the gym or even in bed. One of the main benefits of the MP3 audio development sessions is that they can be experienced at a time and place which suits your team members, and team members do not have to be tied to a computer. They can listen ‘on the go’. Each MP3 session is around 15 minutes long, and the workbook exercises take another 15 minutes to complete. However, listening to the MP3 audio and completing the workbook exercises is only part of the Enterprise LEADER methodology. The real transformational change in terms of mindset, attitude and behaviour comes from the team getting together as a group to discuss the learning from the MP3 sessions, and explore ways to apply the learning element back to your own business or team. We recommend your team meets 4 times (4 x ½ days). In Part 2 of this guide, you’ll see exactly how you -- as an executive/manager or coach/consultant -- can facilitate the group sessions. Here is a suggested format for the 4 group sessions: • Group Meeting 1: MP3 Sessions 1 to 5 - The Customer • Group Meeting 2: MP3 Sessions 6 to 10 - The Team • Group Meeting 3: MP3 Sessions 11 to 15 - Personal Leadership (Part 1) • Group Meeting 4: MP3 Sessions 16 to 20 - Personal Leadership (Part 2) Typically, companies complete the entire Enterprise LEADER program within 2 to 4 months (meeting as a group for 4 x ½ days within that timeframe). However, some companies will complete the program in a shorter timeframe, whilst others may take longer. There is total flexibility in how long you take to journey through Enterprise LEADER. You choose a schedule which works for you.
  21. 21. 21 Chapter  8.  A  Word  on  Team  Sizes   Enterprise LEADER is a highly scalable team development program and can work for companies with as few as five employees, through to those with many hundreds or even thousands. The key however is to create many small groups of people who can journey through the program together. A typical group size would be between five and ten employees. If for example, you have 24 people in your company, you might create three groups of eight. If you have 300 employees in your company, you might create 30 groups of 10 people with potentially 30 different facilitators (who would each require a copy of this facilitator's guide). The perfect group size is one which can fit around a table and talk. Too large a group and it is hard for everybody to have an input; too small and you do not have enough of a group dynamic to stimulate ideas, thoughts and conversation. Each group will have a leader/facilitator. This person may lead/facilitate many groups, or each group might have its own unique facilitator. Again, there is total flexibility, so you can choose the structure which works best for your own team or organisation.
  22. 22. 22 Chapter  9.  Functional  or  Cross-­‐Functional  Teams   Companies who use Enterprise LEADER have a choice to make when dividing up teams to work in small groups of five to ten people. If for example, the CEO of a 100 person company wants every employee to experience Enterprise LEADER, they first have to decide how to divide up the 100 employees, and how to structure the smaller groups. The two most obvious approaches are functional or cross-functional teams. There are pros and cons for each approach. A functional team may include everybody from the same department -- i.e. all of finance, all of marketing, all of customer services, etc. Whereas a cross-functional team might include two people from finance, two people from marketing and two people from customers services. There is no right or wrong approach, but here are a few points to consider. Functional Teams: Advantages: • Great team bonding opportunity as everybody works together in the same department • Can focus conversations around your own areas of work • Can be led/facilitated by the manager of the team Disadvantages: • Can be too narrow in thinking, and could benefit from input from outside the department. Cross functional Teams: Advantages: • Brings people from different areas of the business together • Helps different departments understand each other Disadvantages: • Could be harder to organise schedules to get everybody together at the same time • Need to get buy-in from different department heads.
  23. 23. 23 Chapter  10.  Using  Video  Chat  or  Skype  to  Run  Group  Sessions   The group face-to-face sessions within Enterprise LEADER are a critical component of the program and help change the attitudes, thinking, mindset and behaviour of team members. Much of this change comes from the frank and open discussion between the people ‘in the room’. Clearly, having everybody in the same room, sitting face-to-face is the best way of conducting these half-day sessions. However, there are instances where it is difficult to get everybody in a single place. One or two people might be travelling, working from home, or based too far away to attend the group session. In these instances, video chat can be very useful. However, we would advise that the majority of people still meet face to face in a room and only one or two team members join on video chat. ** Some companies have tried to run group sessions via ‘conference call’. These ‘phone only’ sessions have not been successful, as team members need to see each other and spark off each other. We do not recommend using conference calls to run group face-to-face sessions.
  24. 24. 24 Chapter  11.  The  Creation  of  the  4  x  ½  Day  Methodology   The creation of the Enterprise LEADER methodology, and specifically the 4 x ½ days facilitated group face-to-face session has been a process of evolution. Originally when Enterprise LEADER was first created, it was built as a personal development program which team members experienced themselves over a period of 20 days (4 working weeks). You’ll see this reflected in the 218 page workbook, particularly in the study schedule on pages 15 and 16. Although this ‘self-study’ approach worked well, it soon became evident that team members wanted to talk about the ideas in the program, and started to meet in small groups to discuss how they could apply the learning back to their own company/work environment. Initially, teams would meet together for an hour or two to discuss each session. This meant that teams were meeting 20 times to discuss the 20 sessions of the program and Enterprise LEADER became a team development program, instead of a pure personal development program. Whilst this increased level of discussion and team bonding delivered excellent results, practically it was a ‘big ask’ for any company to get their team (or multiple teams) together for 20 x 2-hour sessions (40 hours). Therefore, the methodology has been refined over time, so that teams meet just 4 times to discuss the ideas in the program and apply the learning back to their own team/organisation So rather than meeting for 40 hours, teams can meet for four ½ days (or a total of roughly 16 hours).
  25. 25. 25 Chapter  12.  What  Materials  Do  you  Receive  with  Enterprise   LEADER?   At the heart of Enterprise LEADER, are 20 MP3 development sessions. Each session is approximately 15 minutes long and typically team members listen to five sessions in a week, ahead of meeting together the following week as a group. In addition to the 20 MP3 sessions, team members also receive an Introduction Session and 20 Summary Sessions. Also included with Enterprise LEADER is an MP3 spoken word version of the book, Business Upgrade. Business Upgrade is the precursor to Enterprise LEADER and is optional for team members to listen to. Here are the materials (Intellectual Property) you receive when you purchase a license of Enterprise LEADER. 1. Start Here (Introduction MP3) 22mb 2. Business Upgrade (MP3 Audio Book) 168mb (Optional) 3. Enterprise LEADER (MP3 Version) 380mb 4. Enterprise LEADER (Flash Version) 129mb (Optional) 5. Summary Sessions (MP3 Summary) 127mb 6. Foundation Series Plus+ (MP3 Bonus material) 169mb (Optional) 7. Workbook (PDF Workbook) 1mb 8. Workbook Covers (PDF) 1mb Once downloaded, these files should be copied to the smartphones or MP3 players of team members, or hosted on an internal server for team members to access. Some companies prefer only to distribute the files team members need ahead of the next group session (i.e. for the first session, they would distribute the Introduction, plus Sessions 1 to 5), whilst other companies prefer to distribute all the program files at once. There is no right or wrong approach here. You choose the distribution method which works best for you. Starting in the next chapter is more explanation about each element of Enterprise LEADER, beginning with the all important workbook.
  26. 26. 26 Chapter  13.  The  Workbook   The 218 page Enterprise LEADER workbook is an essential part of the team development program. The workbook will be used extensively during the group face-to-face sessions, and it is critical that team members complete all the relevant exercises in the workbook ahead of the group sessions. If team members attend the group face-to-face sessions without having first listened to the MP3 audio or completed the workbook exercises, they will not be able to contribute to the discussions and the group sessions will be ineffective. Therefore it is imperative that every team member completes the relevant workbook exercises (and listens to the audio) before the group sessions. The workbook contains 20 chapters, and summaries each of Enterprise LEADER’s 20 sessions. Additionally, the workbook contains a series of exercises which help personalise the MP3 learning. Typically these exercises get team members to think about other companies or people they interact with on other, non-work, related areas of their lives, and help them draw parallels to their own work environments. For example, in exercise 1.2 (Are you relevant or irrelevant to your customers?), team members are asked to think about changes they have seen in technology over the past five years, and think about changes they expect to see in the next five years. This helps them to think how much technology has changed in recent times and how companies need to adapt and change to stay relevant to customers. They do the same exercise with global and social changes, before thinking about the changes they have seen (or expect to see) in their own industry. During the group face-to-face sessions, team members will have their workbooks in front of them and will refer to them during the discussions. Typically the facilitator will open a session asking for people to contribute their answers to one of the questions (i.e. Question 1.2 -- “tell me, what did you write down for the changes in technology you have seen over the past five years?”). The responses to the questions are the start of discussions, but very quickly, it is the responsibility of the facilitator to turn the conversation to the company’s/team’s own business (i.e. “let’s now talk about the changes we have seen in our own industry, and the changes we might expect to see in the next five years”). Keeping the conversation flowing and focused on the business, its teams and customers is the primary role of the facilitator. ** Please note: when downloaded, the workbook is provided in PDF format and we recommend each team member receives a fully printed and bound workbook.
  27. 27. 27 We provide the front and back covers as part of the download. The 218-page PDF workbook and front/back covers can be emailed to a local print shop who can print and ‘spiral bind’ the workbooks for you. It is suggested you do this ahead of embarking on the program.
  28. 28. 28 Chapter  14.  CEO  for  a  Day  Ideas  (Workbook  Exercise)   One of the most important questions in the workbook are the ‘CEO for a Day Ideas’. At the end of each session, the question is asked, “based on what you have learnt in today’s sessions, what five changes would you make if you were CEO for a day?” This is a very powerful question, and gives team members the permission and framework to put forward their own business growth, cost saving and process improvement ideas. During the course of Enterprise LEADER, many hundreds of ideas can be generated, and it is important that the best ideas are collated, reviewed and actioned. To manage this process we recommend that each team member submits their best five ideas during each group session (a total of 20 suggestions for the entire program) rather than the 100+ they would have written down in their workbook (20 sessions x 5 CEO ideas per session). We also recommend that the group facilitator collects the ‘CEO ideas’ on email after each group session and puts them in one central document. This document should then be emailed back to team members for them to review, comment on, and recommend ideas to action. A copy of the CEO for a Day ideas should also be shared with senior management, including your CEO. It is important your senior management understands how your wider employee base think, and the ideas they put forward.
  29. 29. 29 Chapter  15.  Introduction  MP3  Session   The MP3 Introduction Session is designed to set the scene for Enterprise LEADER. In this 15-minute session, team members are introduced to the three core themes of Customers, Teams and Personal Leadership, and they learn for the first time what Enterprise LEADER is and how it works. They are also introduced to Lucy, Tom, Michael, Charlie and Stephen. These will be their guides and mentors during the MP3 audio element of the program. Lucy, Tom, Michael, Charlie and Stephen all work for a Amroze Technology, a company which has fallen on hard times. It is through the story and narrative of Amroze Technology and its five employes that much of the learning in the MP3 sessions is communicated. During the MP3 sessions, Amroze Technology will be an important part of the team members’ experience. However, as soon as team members work together in the group face-to-face sessions, their focus will quickly switch away from Amroze to their own company, department or team.
  30. 30. 30 Chapter  16.  Business  Upgrade  (Optional  MP3  Audiobook)   Business Upgrade is an optional MP3 audio book which team members can listen to. Business Upgrade was written several months before Enterprise LEADER was first created and lays out many of the ideas and concepts which are explained in more detail in the full program: namely the three core themes of Customers, Teams and Personal Leadership. In the book these three core themes are referred to as I BELIEVE (The Leader), WE BELIEVE (The Team) and THEY BELIEVE (The Customer). Business Upgrade tells the full story of Amroze Technology and introduces Lucy, Tom, Michael, Charlie and Stephen. It is not essential that team members listen to this 4-hour audio book, but many choose to do so, either before embarking on the full Enterprise LEADER program, or afterwards as a recap. From the Book Cover of Business Upgrade: "If you believe one person can make a difference, shouldn’t that one person be you?" Whilst some companies are able to stay close to their entrepreneurial roots, most do not. This is a major challenge as it is invariably those entrepreneurial beginnings that make a business great in the first place. Too often they are lost in the mire of corporate inefficiency. Passion is swapped for process. Systems replace energy and ideas. Complacency wins over competence. Businesses begin to stagnate and wonder why. What businesses must learn to do is stay as close as possible to the fundamental set of ideas that first made them successful. Richard Parkes Cordock’s first book, Millionaire Upgrade introduced the I BELIEVE model to those ready to learn the secrets of being a successful entrepreneur. Now in the follow–up story we see how corporations and businesses of all sizes simply cannot afford to disregard the principles of great entrepreneurship if they want their company to sustain growth and success. Join Lucy as she begins her voyage of discovery through the apathy of Amroze Technology and beings the process of re–igniting the entrepreneurial fire that is threatening to burn itself out. Could this be your business? If so, it’s time to do something about it!"
  31. 31. 31 Chapter  17.  20  MP3  Development  Sessions   The 20 MP3 development sessions are the core of Enterprise LEADER. The MP3 sessions expand on the story of Amroze Technology which is first introduced in the book Business Upgrade. Each session lasts around 15 minutes long and with the help of Lucy, Tom, Michael, Charlie and Stephen explores the subjects of Customers, Teams and Personal Leadership in much greater detail. For example, the actual sessions for the ‘Customer’ element of Enterprise LEADER are: • Session 1: Growth Through Innovation, Creativity and Change • Session 2: Gaining New Customers Through 'Word of Mouth Marketing' • Session 3: How To Maximise The Lifetime Value of Your Customers • Session 4: Why Everybody In Your Company Must Be A Salesperson • Session 5: The Six Fundamentals of Business That You Must Master It is recommended that team members listen to a different session each day of the week (usually on their smartphone or MP3 player), ahead of meeting together the following week as a group. The MP3 sessions are designed to be short, accessible and listened to at a time and place which suits each team member. Once they have listened to one MP3 session, they then complete the relevant workbook exercises, before moving on to the next audio the following day. A typical schedule to complete the ‘Customer’ audio sessions might look like this: Week 1 • Mon: Session 1: Growth Through Innovation, Creativity and Change • Tue: Session 2: Gaining New Customers Through 'Word of Mouth’ • Wed: Session 3: How To Maximise The Lifetime Value of Your Customers • Thur: Session 4: Why Everybody In Your Company Must Be A Salesperson • Fri: Session 5: The Six Fundamentals of Business That You Must Master Week 2 • Tuesday 1pm - 5.30pm: Group Face-to-Face session to discuss the learning from sessions 1 to 5 (The Customer) and apply the ideas in the program back to your own company, department or team. Having completed the first five sessions of Enterprise LEADER (The Customer / THEY BELIEVE), many companies choose to take a break for a few weeks, or even months, before picking things up again to work through the next section of Enterprise LEADER (The Team / WE BELIEVE).
  32. 32. 32 They repeat this process twice more as they complete the Personal Leadership / I BELIEVE sections of the program. As mentioned earlier in this guide, you can choose the schedule which works for you and your team. You might choose to complete Enterprise LEADER in four weeks, four months, or even longer. The schedule is totally flexible to meet your needs.
  33. 33. 33 Chapter  18.  20  MP3  Summary  Sessions   Included with Enterprise LEADER are 20 summary MP3 audio sessions. Each audio session is 2-3 minutes long, which means the entire program can be revisited in about 1-hour. These summary sessions are set to a musical backdrop, which makes them easier to listen to many times. It is recommended that team members listen to the summary sessions once they have completed the entire program, or after completing an entire section (i.e. Customers, Teams or Personal Leadership).
  34. 34. 34 Chapter  19.  Foundation  Series  Plus+  (Optional  MP3  Audio   Sessions)   Foundation Series Plus+ is an optional audio program which team members can listen to once they have completed the main Enterprise LEADER program. Enterprise LEADER was developed after interviews with over 50 successful UK based entrepreneurs, CEOs and business leaders, including Duncan Bannatyne (Dragon’s Den), Simon Woodroffe (YO! Sushi), Lord Harris (CarpetRight), Lord Bilimoria (Cobra Beer), Sir Tom Hunter (Serial Entrepreneur and Investor), Luke Johnson (Serial Entrepreneur and Investor, former Chairman of Channel 4), Julie Meyer (Investor and CEO), Professor Sir Christopher Evans (Merlin Bioscience/Excalibur), Stuart Wheeler (Founder and former CEO of IG Index), Nick Wheeler (Charles Tyrwhitt), Chrissie Rucker (White Company) and many more. In interviewing the CEOs, entrepreneurs and business leaders, we wanted to find out exactly how they think and act, and why they and their teams are high performing. Using NLP (Neuro Linguistic Programming) modelling principles, we asked each business leader the same set of 25 questions, delving deeper and deeper into their mindset and approach to leading a business. Their responses formed the basis of Enterprise LEADER. However, in Foundation Series Plus+, team members get to hear first hand from the CEOs, entrepreneurs and business leaders who were interviewed, and discover how their thoughts, ideas and views found their way into Enterprise LEADER. Foundation Series Plus+ is an optional extra, and it is the team members’ own choice whether or not they wish to listen to it. There are eight 30-minute sessions in Foundation Series Plus+ which include: 1. Confidence and Self Belief 2. Fears, doubts and Limiting Beliefs 3. Goals 4. Advance Payments 5. Persistence 6. Failure 7. Risk 8. People and Teams
  35. 35. 35 Chapter  20.  Final  Presentations   Once team members have completed the 20 MP3 audio development sessions, and the team has met for 4 x ½ days, we recommend the program is brought to a close with ‘final presentations’. These are presentations which team members make back to their fellow colleagues and senior management. This final presentation step helps consolidate much of the learning from the program, and gives team members the opportunity to present their main ‘takeaways’ from the course. There are no hard and fast rules about how the final presentations are made, but here are a few suggestions for team members: • Work individually or in small groups of 2-3 people. • Recap key learning points • Summarise main CEO for a day ideas • Make formal or informal presentations • Use PowerPoint if you prefer, or not! • Be creative in how you express yourself - some teams have sung songs, created quiz shows, and acted out scenarios. Team members have a free reign and total creative licence regarding how they make their final presentations. The final presentations should be fun! However, they can be a source of nervousness for team members, and the group facilitator should be sensitive to this, and give them all the necessary support they need. Because of the unexpected creative and fun aspect of final presentations, it is worth considering filming them on a smartphone to capture these precious moments.
  36. 36. 36 Chapter  21.  The  Importance  of  Facilitation   A key element to the success of Enterprise LEADER is the role of the facilitator, and their drive and direction to get the most out of the program. The facilitator -- possibly you -- will steer the group face-to-face sessions, keeping the sessions on track and ensuring the discussions are relevant at all times. As a facilitator, you must be: • Good at leading a group and keeping it focused on its objectives • Good at listening and letting others talk • Good at encouraging others to contribute to the group discussion • Able to make connections between different ideas and stimulate conversation around them • Knowledgeable about your own business and competitive landscape • Good at drawing conclusions and summarizing • Able to hold people to account (it is important to ensure team members have completed all the MP3s and workbook exercises before attending the group face-to-face sessions). Often the facilitator for a group will be a senior person within the department or division. This might be a VP, director, manager or senior executive. In a smaller company it might be the CEO or business owner. Where more than one facilitator is required (because the team/department/company is too large), typically it will be other senior executives who lead the groups. Occasionally, once a group is established, other team members can step forward and facilitate part of all of the group face-to-face sessions. This is a good opportunity for team members to develop their own leadership and facilitation capabilities.
  37. 37. 37 Chapter  22.  Internal  or  External  Facilitator   Some companies prefer to work with an external coach/consultant who facilitates the group sessions, rather than having an internal executive lead the sessions. This can be a good decision and works well in certain companies. An external coach/consultant offers a level of objectivity and independence which an internal executive can never have. The role of an external facilitator is identical to the role of an internal facilitator, but sometimes an external person can achieve greater results than an internal one. Politics, bureaucracy and personal egos can sometimes get in the way when a team is brought together in a room, but an external person offers a relief to this and can cut through the atmosphere, or address the elephant in the room which internal executives often can’t. An external coach/consultant can also keep all team members accountable and drive the program forward. Sometimes work pressures can get in the way for scheduling a date for group face-to-face sessions, but it can often be easier to make a meeting happen with an external coach/consultant driving things forward. ** If you are an external coach/consultant reading this facilitator's guide and would like to know more about becoming an Approved Associate of Enterprise LEADER, please visit www.enterpriseleaders.com.
  38. 38. 38 Chapter  23.  Kick-­‐off  Letter/E-­‐mail   A recommended way to introduce Enterprise LEADER to your team or organisation is via a kick-off letter or email. In the letter, you should explain why you are introducing Enterprise LEADER, what to expect as a team member, and what outcomes you expect to see. The kick off letter will be different for every company, but below is a sample letter to give you some ideas. In this sample letter, the CEO is using Enterprise LEADER to make his team more customer focused, but in your company, your chosen area might be: • Driving change • Making your employees more aligned with management • Getting teams to work closer together • Reaching your growth goals Every executive who introduces Enterprise LEADER into their own company or team should be able to clearly articulate the problem they are trying to overcome. In the kick-off letter, this problem should be articulated and communicated to the employees. Sample Kick-off letter: Dear colleagues I'm excited to write to you about a new team development program we are introducing to <<company name>>. This program is called Enterprise LEADER and over the coming weeks and months, everybody in our organisation will have the opportunity to experience it for themselves. For sometime now, the senior management team has been looking at new ways to make <<company name>> even more customer focused, and make sure that every employee in our company puts the needs and wants of our customers first. I think we do a great job of this already, but in an increasingly competitive marketplace, we can never stand still and rest on our laurels. Often, we are all too busy doing our day-to-day work, and sometimes we don't allow ourselves time to step back and reflect on how we can make our company even greater. With the help of Enterprise LEADER we will each get time to do this. Here’s a few words on Enterprise LEADER:
  39. 39. 39 1. The program has 20 MP3 sessions, which you can listen to on your smartphone or MP3 player. Each session is typically 15 minutes long and explores subjects such as 'Gaining New Customers Through Word of Mouth Marketing', 'Growth Through Innovation, Creativity and Change', 'Why Everybody In Your Company Must Be A Salesperson' and a whole host of other useful business building sessions. Enterprise LEADER uses a ‘story based approach’ for learning, so I am confident you will find it engaging, interesting and relevant. 2. We plan to create small mastermind groups where teams of five to ten employees will meet four times to explore the ideas they learnt in Enterprise LEADER’s 20 MP3 sessions. One of the exercises in Enterprise LEADER is to suggest 'what changes you would make if you were CEO for a day'. We want to encourage you to put forward your own ideas for change, and tell us directly how you think we can better serve our customers. All ideas are welcome and we want to hear them. 3. Each group will be led by a senior executive or manager. The first group will be led by <<executive’s name>> and very soon he'll invite the first five team members to join this group. Not long after this, we'll create more groups and invite more people to go through the program. 4. Lastly, one thing to keep in mind is that at the end of the program we'll ask each of you to make a short 10 minute presentation back to me and other members of the senior management team. Here's your opportunity to share the best 'business growth and customer improvement' ideas you come up with during the mentoring program. Where possible, it is our ambition to implement as many good ideas as we can, so we can give our customers an even better experience. What we are about to embark on will be interesting, rewarding, challenging at times, but I hope always fun. Please embrace this program and get actively involved in your own groups. If you have any questions, just ask me or any member of the senior management team. Warm regards, CEO.
  40. 40. 40 Chapter  24.  Why  Enterprise  LEADER  works   There are many reasons Enterprise LEADER works. Here are five of them. You can see more at www.enterpriseleaders.com: 1. Focuses 100% on your business. Enterprise LEADER was built from the ground up to work in a business environment. It gets your entire team focused on your business, your customers, your goals. It improves communication and collaboration and gets team members talking about what is happening in your own company. 2. Uses a combination of ‘out of the room learning’ and ‘in the room discussion’. Team members first experience the ‘learning’ element of the program by listening to a series of 20 MP3 audio sessions and completing workbook exercises. Next, they meet as a group to discuss the ‘learning element’ and apply the learning back to their own business, department or team. This proven two-pronged approach helps keep the program fun, engaging, interesting and relevant. 3. Uses a ‘story based’ learning approach. The 20 MP3 audio development sessions tell the story of Amroze Technology, a company which has recently gone on to achieve extraordinary results by applying the principles of I, WE and THEY BELIEVE. With the help of mentors Lucy, Tom, Michael, Stephen and Charlie, your team will learn from Amroze Technology, and apply that learning to your own company, department or team. 4. Highly scalable for small teams through to large companies. Enterprise LEADER is a highly scalable program, working just as well with small teams of five people, through to larger organisations with many hundreds or even thousands of employees. 5. Highly flexible methodology Enterprise LEADER uses a highly flexible methodology. You can choose the pace which suits you (4 weeks, 4 months, or whatever suits you and your team).
  41. 41. 41 Chapter  25.  Benefits  of  Enterprise  LEADER   Enterprise LEADER is a team development program which will help you drive change and dramatically improve the performance and results of your team (and overall company). Enterprise LEADER works on the soft skills of your team members, getting everyone to work better together as a cohesive and competitive business team. A good way to understand the impact that Enterprise LEADER will have on your team (and overall company) is to examine the outcomes from each of the three core themes of the program. These core themes are customers, teams and personal leadership, and it is these same three core areas which all high performance business teams and business leaders excel in. Benefits from sessions 1 to 5 - Focus on CUSTOMERS • Get your team re-focused on your customers and prospective customers • Put your customer 100% at the centre of your business • Improve your customers’ experience • Create a new language in team members which is much more commercial and customer focused • Turn your workforce into your salesforce • Make your team members ‘marketing savvy’ • Make team members alive to new revenue opportunities • Get your team tuned in to the commercial side of your business Benefits from sessions 6 to 10 - Focus on TEAMS • Get team members to work better together as a team • Improve team collaboration, communication and cooperation • Get the right people in the right places • Get everyone to understand each other’s strengths and weaknesses, and the value each person offers to the team • Get the team aligned behind common goals and a shared vision • Make everyone more accountable and take more ownership and responsibility for their results and actions • Create a high performance team Benefits from sessions 11 to 20 - Focus on PERSONAL LEADERSHIP • Get team members inspired, engaged, motivated and passionate • Instill new levels of belief and confidence in team members • Break through personal limiting beliefs
  42. 42. 42 • Get everyone to step outside their comfort zone • Get everyone to turn past failures into future successes • Align personal goals with company goals • Develop the leadership ability of each team member • Spot hidden talents • Unlock the potential of each team member
  43. 43. 43 Chapter  26.  The  Impact  of  Enterprise  LEADER  on  Your   Business  Results   By developing the softer ‘intangible’ skills of your team, you’ll quickly see an improvement in hard ‘tangible’ business results. Companies who have used Enterprise LEADER to develop their teams have consistently seen this switch from soft, intangible results to hard tangible business results. Even when used by non-customer facing teams, companies have seen an: Increase in: • Revenues and profits • Attraction of new customers (lower marketing costs) • Retention of existing customers • Up-sell and cross-sell opportunities • Customer satisfaction and word of mouth referrals • Number of new cost saving / profit generation / process improvement ideas • More efficient processes • KPIs, targets, budgets, goals • Employee retention. Decrease in: • Customer attrition • Unhappy customers • Employee turnover (lower employment costs). Although it is impossible to give an exact figure for the ‘uplift’ you will see in financial results, it is safe to say if you follow the methodology in this facilitator's guide, you will certainly see a worthwhile (often dramatic) and meaningful improvement in business results and the competitiveness of your teams.
  44. 44. 44 Part 2 Step-by-Step Methodology
  45. 45. 45 Chapter  27.  10  Step  Summary  Methodology   In Part 2 of this facilitator's guide, we’ll look in closer detail at the exact methodology and procedure you will follow as the leader and facilitator of Enterprise LEADER. In the next chapter, we’ll look at how to facilitate a group face-to-face session. In the meantime, here are 10 steps to help you get started: Step 1. Get Management Buy-in. Whether you plan to use Enterprise LEADER with a small team or your entire company, having the support and buy-in at the senior management level is critical. Step 2. Identify your team(s) who will go through Enterprise LEADER. Teams should be made up of five to ten people who will meet together for the four group face-to-face sessions. Team members might be from the same department (functional teams), or made up of employees from different departments (cross- functional teams). Try to balance the personalities in the teams, so that people feel free and confident to contribute during the group discussions. Step 3. Send out a kick-off letter and bring team members together for an initial kick-off meeting. Make the kick-off letter/e-mail relevant to your own business challenges and goals. In the kick-off meeting, explain in person why you are embarking on this journey, what is expected of team members, and how the program will work (including MP3 Sessions, Workbook and Group Face-to-Face Sessions). Step 4. Distribute the MP3 audio files and workbooks. How you distribute the MP3 files depends on how your team members will listen to them. You may want to host the files on an internal server and have everybody download them from there. Some companies prefer to use ‘Dropbox’ to distribute the files. Get your IT department/expert involved in this as it is important that everybody has access to the MP3 audio. For employees who do not have smartphones or MP3 players, you can either provide them with a low cost MP3 player (you need one with a screen and menu system so they can choose the right audio to listen to), or you might want to make the program available on a PC or over the web. We provide a ‘Flash’ based multimedia version of Enterprise LEADER for these instances. Step 5. Set a schedule for each group to work through Enterprise LEADER. We recommend breaking the program down into four distinct blocks (Customers, Teams, Personal Leadership 1, Personal Leadership 2). Choose a timeframe which is realistic and works well for you. Here is a suggested ‘easy pace’ timetable which has two weeks of work, followed by a break of three weeks. • Week 1 - Monday to Friday: Listen to MP3 sessions 1 to 5. Complete workbook exercises • Week 2 - Tuesday 1pm to 5.30pm - Group face-to-face session. • Week 3 - Break
  46. 46. 46 • Week 4 - Break • Week 5 - Break • Week 6 - Monday to Friday: Listen to MP3 sessions 6 to 10. Complete workbook exercises • Week 7 - Tuesday 1pm to 5.30pm - Group face-to-face session. • Week 8 - Break • Week 9 - Break • Week 10 - Break • Week 11 - Monday to Friday: Listen to MP3 sessions 11 to 15. Complete workbook exercises • Week 12 - Tuesday 1pm to 5.30pm - Group face-to-face session. • Week 13 - Break • Week 14 - Break • Week 15 - Break • Week 16 - Monday to Friday: Listen to MP3 sessions 16 to 20. Complete workbook exercises • Week 17 - Tuesday 1pm to 5.30pm - Group face-to-face session. • Week 18 - Break • Week 19 - Break • Week 20 - Tuesday 1pm to 5.30pm - Final Presentations. Enterprise LEADER is designed to be fitted in around your business and schedule. You choose the pace and schedule which works best for you. Step 6. Get team members to listen to the MP3 audio and complete the workbook exercises. Typically, for companies following this four session methodology (i.e. groups meeting for 4 x ½ days), team members should listen to FIVE audio sessions and complete the workbook exercises in a week (i.e. Monday to Friday). Prior to listening to Session 1, team members should first listen to the Introduction Session. They also have the option whether or not they want to listen to Business Upgrade. Step 7. Bring the team together for a group face-to-face discussion. In these sessions, you should apply the learning and ideas in the MP3 audio sessions back to your own company, department or team. The next chapter of this facilitator's guide explains how to facilitate these sessions. Step 8. Repeat step 7 three times for the remaining audio sessions and workbook exercises. Step 9. Listen to the summary audio sessions (and possibly Foundation Series Plus+)
  47. 47. 47 Step 10. Close with final presentations. Schedule time for team members to make a 15 minute presentation. The final presentations are an important part of the program and help team members consolidate their learning (and ideas) and bring a fun, enjoyable close to the program.
  48. 48. 48 Chapter  28.  How  to  Facilitate  Group  Face-­‐to-­‐Face  Sessions.   The group face-to-face sessions are a critical part of Enterprise LEADER. It is in these sessions where the learning and ideas from the MP3 audio section of the program are applied back to your own company, department or team. Each group face-to-face session typically lasts for a half-day (i.e. 4.5-hours including a 30 minute break). Many companies choose to schedule the group sessions in the afternoon, starting at 1pm and finishing at 5.30pm (having had a 30 minute break at 3pm). This is a short amount of time to cover the amount of content, but is a realistic duration which companies can practically commit to. As the facilitator, it is your responsibility to help bring alive the story and content from the MP3 sessions and ensure the group discussions are relevant and focused on your own business, department or team. You need to tightly manage the time and stay on track. This will include letting people talk (and go off tack at certain times), and reigning in conversations when necessary to move things forward. The success of the group face-to-face sessions is very much in your hands as the facilitator. Over the duration of Enterprise LEADER, you will facilitate four half-day group face-to-face sessions. • Group Session 1: Customers • Group Session 2: Teams • Group Session 3: Personal Leadership 1 • Group Session 4: Personal Leadership 2 We recommend you reserve a meeting room where team members can comfortably sit around a large table and talk. Having a whiteboard and marker pens to hand is also a good idea. During discussions, you’ll talk about what makes your company great, why customers buy from you (or why they don’t). You'll uncover numerous truths about your company, your employees, your products and services -- both good and bad. You should endeavour to record these ‘truths’ on a whiteboard or in a shared document. Don’t let them slip away unrecorded as they will be useful as you start to drive change in your organisation. Turning off phones and eliminating distractions is clearly essential. Some executives even choose to hold the meetings off-site. Each team member must bring their workbook with them for the group sessions, as these workbooks will play an instrumental part of the direction of the discussions. (Naturally, team members should have listened to all the relevant MP3 audio sessions and completed the workbook exercises ahead of the group sessions).
  49. 49. 49 Your first job at a facilitator is to ensure everybody arrives on time, so clearly communicating the date and start/finish time well ahead of the each group sessions is paramount. Once everybody is in the room, your next job is to build rapport with the team, and ensure everyone is comfortable, confident and open to talk. A few opening questions which help build report are: • How did you find listening to the MP3 sessions? • What device did you listen on? • When did you listen to the MP3 sessions? • Where did you listen to the MP3 sessions? • Did you have enough time to listen to the audio and complete the workbook exercises? These questions have no purpose other than to build report, and allow people the opportunity to talk for a few minutes. You should spend no more than 5 minutes on this exercise. Opening Statement by the Facilitator Now everybody is comfortable, you should spend a few minutes setting the scene and touch on a few subjects such as: • Why the company wanted to introduce Enterprise LEADER (i.e. the business reason) • Why this team was selected to go through the program • What is expected over the coming weeks and months • What you’ll talk about today (i.e. Sessions 1 to 5 - The Customer) • The timeframe for today (2 hours + 30 minute break + 2 hours) • Set the expectation for the next session(s) • Answer any questions team members may have. Spend a few minutes on this exercise, before getting started properly on Sessions 1 to 5, The Customer (They Believe).
  50. 50. 50 Chapter  29.  Group  Session  1  -­‐  The  Customer  (THEY  Believe)   In the first group face-to-face session, you will focus on the subject of The Customer, also known in Enterprise LEADER as THEY BELIEVE. Enterprise LEADER starts with this focus on ‘customers’, simply because business is all about the customer. Often this customer focus can get lost in the day-to-day hustle of company operations. The five MP3 audio sessions (and workbook exercises) which team members should have completed before joining the group face-to-face sessions are: • Session 1: Growth Through Innovation, Creativity and Change • Session 2: Gaining New Customers Through 'Word of Mouth Marketing' • Session 3: How To Maximise The Lifetime Value of Your Customers • Session 4: Why Everybody In Your Company Must Be A Salesperson • Session 5: The Six Fundamentals of Business That You Must Master Having studied these five sessions, completed the workbook exercises and explored this subject in the group face-to-face sessions, you should be able to: • Get your team re-focused on your customers and prospective customers • Put your customer 100% at the centre of your business • Improve your customers’ experience • Create a new language in team members which is much more commercial and customer focused • Turn your workforce into your salesforce • Make your team members ‘marketing savvy’ • Make team members alive to new revenue opportunities • Get your team tuned in to the commercial side of your business Assuming you have set aside 4 hours for this first group session, we suggest you allocate your time for discussions as follows: 1pm to 3pm • Introduction discussion and rapport building • Session 1: Growth Through Innovation, Creativity and Change • Session 2: Gaining New Customers Through 'Word of Mouth Marketing' 3pm to 3.30pm • Break 3.30pm to 5.30pm • Session 3: How To Maximise The Lifetime Value of Your Customers • Session 4: Why Everybody in Your Company Must Be A Salesperson • Session 5: The Six Fundamentals of Business That You Must Master • Summary and Wrap Up
  51. 51. 51 Chapter  29.1  -­‐  Session  1:  Growth  Through  Innovation,   Creativity  and  Change     1 hour session Session 1 is about being relevant to your customers. Conversations should be directed towards getting team members to articulate why customers buy from you, and how relevant your company and your products are to existing and prospective customers. Questions to ask: Pre question: • In your opinion, what is this session about? What are the core messages? (2 mins) Exercise 1.1 - Do your customers believe in you? Objective: To understand the basic principles of Enterprise Leadership which form the backbone of the Enterprise Leader Development Programme. • Skip this question. • If you need the answers, they are: 1. belief 2. results 3. buy, buy, lifetime, marketing, friends, family 4. creativity, change, adapt 5. cash, cash 6. ideas, ideas 7. customer. Exercise 1.2 - Are you relevant or irrelevant to your customers? Objective: To illustrate that change is constantly happening in your personal life, your business life and in the lives of your customers too. • Get team members to share their responses from Part 1 (Technological Changes) and Part 2 (Global and Social Changes) and discuss anticipated changes in these areas. Because of time constraints, you may only have time for 4-5 people to share their comments. (10 mins) • Get team members to share their responses from Part 3 (Industry Changes) and discuss anticipated changes in this area. Encourage everybody to share their ideas in this exercise. (15 mins) Optional Additional Discussion: (20 mins) • How relevant (or not) are your products and services to your customers? • What must you do as a company to adapt and change to your customers’ ever changing needs.
  52. 52. 52 • What role do team members play in ensuring your company is relevant to customers and prospective customers? Exercise 1.3 - Great companies are innovative, creative and adapt and respond to their customers’ changing needs! Objective: To illustrate that all companies are entrepreneurial companies and to show that the only way they can remain relevant to their customers is through innovation, creativity and change. • Get the group to quickly agree the founders and dates. Have one team member explain why this exercise is relevant in the context of today’s session. (2 mins) Exercise 1.4 - What changes would you make if you were CEO for a day? Objective: To identify five changes you would make to your company based on your learning in today’s session. • Get team members to share their ‘CEO for a day’ ideas. If time is limited, get them to share their best ‘CEO for a day’ idea. Ensure everybody contributes here. (10+ mins)
  53. 53. 53 Chapter  29.2  -­‐  Session  2:  Gaining  New  Customers  Through   'Word  of  Mouth  Marketing'   1 hour session Session 2 is about getting team members to understand why customers choose to recommend you. In order to recommend you, your products, services and company have to be excellent and relevant. Session 2 helps you get to the bottom of what makes your organisation great -- and identifies where you need to improve. Questions to ask: Pre question: • In your opinion, what is this session about? What are the core messages? (2 mins) Exercise 2.1 - When did you last recommend something to somebody? Objective: To show the power of personal recommendation and to illustrate how recommendations have been effective in your own purchasing decisions. • Ask team members to share their responses from Part 1 (Recommending something to someone) and Part 2 (Something recommended to you) and explain why they chose their answers. Because of time constraints, you may only have time for 4-5 people to share their comments. (10 mins) • Ask team members to share their responses from Part 3 (Do your customers recommend you to others?) Discuss why customers might (or might not) recommend you. Encourage everybody to share their comments in this exercise. (10 mins) Exercise 2.2 - Are your customer raving fans? Objective: To illustrate that customers will only recommend your company if they believe in you and are ‘passionate raving fans’ (or have experienced ‘excellence’ in your company). • Ask team members to share their responses from Part 1 (What are you a fan of and why?) and Part 2 (Excellent companies) and explain why they chose their answers. Because of time constraints, you may only have time for 4-5 people to share their comments. (10 mins) • Now apply this thinking to your company. When do you show excellence as a company and what could you improve on? Encourage everybody to share their comments in this exercise. (10 mins)
  54. 54. 54 Exercise 2.3 - Does your company take its customers for granted? Objective: To show that customers will not recommend a company they do not believe in or have had a poor customer experience with. • Ask team members to share their examples of poor customer service (Part 1). Because of time constraints, you may only have time for 4-5 people to share their comments. (5 mins) • Then look at where customers might have been disappointed with your company’s products or services (Part 2), and where they were thrilled! (Part 3). Ask the group how the customer experience could be improved in these incidences. (10mins) Optional follow-on questions about your own company. You may have different or extra questions to ask here: (20 mins) • Why do your customers ‘recommend you’? • Identify your company’s values which keep customers recommending you. • How you keep these values alive in your company? • Why do customers choose not to recommend you or why they might say negative things about you? Exercise 2.4 - Great companies understand the power of ‘word of mouth recommendation’! Objective: To show that word of mouth recommendation plays a vital part in the growth of any company - even great international brands. • Get the group to quickly agree the founders and dates. Have one team member explain why this exercise is relevant in the context of today’s session. (2 mins) Exercise 2.5 - What changes would you make if you were CEO for a day? Objective: To identify five changes you would make to your company based on your learning in today’s session. • Get team members to share their ‘CEO for a day’ ideas. If time is limited, get them to share their best ‘CEO for a day’ idea. Ensure everybody contributes here. (10+ mins) Take a 30 minute break at the end of this session.
  55. 55. 55 Chapter  29.3  -­‐  Session  3:  How  To  Maximise  The  Lifetime  Value   of  Your  Customers   45 minute session Session 3 is about maximising the lifetime value of your customers. Conversations in the group session should be focused on why customers choose to repeat buy from you, rather than switch to your competitors. Questions to ask: Pre question: • In your opinion, what is this session about? What are the core messages? (2 mins) Exercise 3.1 - Do you maximise the LTV of your customers? Objective: To show the value a customer can give your company over their lifetime— and to illustrate the impact of lost revenue if you lose that customer. • Ask the group to consider which companies they repeat buy from and why (Part 1) and share some examples. Then look at the LTV of your customers (Part 2). How knowledgeable is the team on these questions? (10 mins) ESSENTIAL follow-on questions about your own company: (20 mins) • Why do customers ‘repeat buy’ from you rather than buying from a competitor? • Describe exactly why customers buy from you in the first place? • Are you maximizing customers’ lifetime value? • Are there additional products or services you can offer customers to maximise their LTV? • What could you change as a company to offer your customers a better experience, service or product? • Why do customers choose to leave you for competitors? • What could you do to improve customer retention and stop customers leaving you in future? Exercise 3.2 - Do you maximise the ‘multiple LTV’ of your customers? Objective: To illustrated the deep-routed impact that 'brand' can have on your psychology and purchasing habits. • Skip this question
  56. 56. 56 Exercise 3.3 - Great companies know how to maximise the LTV of their customers! Objective: To show that repeat selling and maximising the lifetime value of a customer is how great brands are built. • Get the group to quickly agree the founders and dates. Have one team member explain why this exercise is relevant in the context of today’s session. (2 mins) Exercise 3.4 - What changes would you make if you were CEO for a day? Objective: To identify five changes you would make to your company based on your learning in today’s session. • Get team members to share their ‘CEO for a day’ ideas. If time is limited, get them to share their best ‘CEO for a day’ idea. Ensure everybody contributes here. (10+ mins)
  57. 57. 57 Chapter  29.4  -­‐  Session  4:  Why  Everybody  In  Your  Company   Must  Be  A  Salesperson   45 minute session Session 4 is slightly different from all other sessions, in that it requires team members to write two sales letters. These sales letters should have been written ahead of the group meeting. In this session you will talk about the two different letters. The outcome of this exercise will show how much more team members know and understand about their own ‘dream holiday’ compared to the company they work for. You’ll see how easy it is to articulate and sell something you understand (i.e. your dream holiday). See below for a sample ‘dream holiday letter’. Questions to ask: Pre question: • In your opinion, what is this session about? What are the core messages? (2 mins) Exercise 4.1 - Design your dream holiday! Objective: To show how much easier it is to write a sales letter if you’re writing about a subject you know and for a target customer you know. To illustrate the level of subject knowledge you need to talk or write with authority. • Ask 3-4 people to read out their dream holiday letter. Note how passionate, articulate, detailed and exciting their letters are. (20 minutes) Exercise 4.2 - Write a sales letter for your company! Objective: To highlight your level of knowledge about the company you work for and the products and services you offer to your customers. • Ask 3-4 people to read out their sales letter about your company. Note the difference between the holiday sales letter and the company sales letter. Talk about why this difference exists, and what you can do as a team to ensure you are as knowledgeable and passionate about your own company as you are about your dream holiday. (30 mins) Optional follow-on questions about your own company. You may have different or extra questions to ask here: (20 mins)
  58. 58. 58 • Why it is important that everybody in your company can articulate your company’s value proposition, and explain the benefits of your products and services? • Why it is important that everybody in your company is a sales person and feels accountable for giving customers an excellent experience (whether or not they are customer facing)? Exercise 4.3 – In great companies, everybody is a salesperson. Objective: To show that everybody in a company must be sales focused and that great brands did not achieve their level of success without continually selling to customer and making them believe! • Get the group to quickly agree the founders and dates. Have one team member explain why this exercise is relevant in the context of today’s session. (2 mins) Exercise 4.4 - What changes would you make if you were CEO for a day? Objective: To identify five changes you would make to your company based on your learning in today’s session. • Get team members to share their ‘CEO for a day’ ideas. If time is limited, get them to share their best ‘CEO for a day’ idea. Ensure everybody contributes here. (10+ mins) Sample ‘Dream Holiday’ Sales Letter “Japan. Not Another Country, But Another PLANET!” Take your family on a trip of a lifetime to the most wonderful, most bizarre, most different and most interesting country on earth. Two weeks in Japan for the price of one! An extraordinary offer to visit this extraordinary country. Dear Richard As somebody who loves Japan and has already visited Tokyo, you’ll know what an extraordinary place the land of the rising sun is.
  59. 59. 59 Nothing compares to Japan and especially to neon-light Tokyo. But you know this, as you’ve already been there. You’ve stayed right in the centre of Shibuya -- the epicentre of Japan’s weirdness. Your wife and children have started to show an interest in Japan too. It started with a few weird Youtube videos (remember the Japanese potty training video?), then visits to YO! Sushi, and then meeting your Japanese friends at your children’s school. Japan is starting to find its way into ALL of your family member’s hearts. So isn’t it time you took them there? With our ‘once in a lifetime’ special offer, you can now fly your family to Japan for an unforgettable two week Japanese extravaginza! (Get it? Not extravaganza, but ExtrvaGINZA -- named after the famous Ginza shopping district of Toyko). So, what does this two week trip look like? Well, because we know you so well, it is designed precisely around your needs -- that is… self-catering apartments, door to door transport, meet and greet tour guides, and plenty of time to explore Tokyo and Japan at your pace. Here’s how it starts… (with a Limo to the airport) You’ll be picked up from your house in Bath in a luxury Limo, packed full of entertainment for the kids, and plenty of space for you and your wife to relax (after the usual rush and frenzy of packing, you’ll enjoy winding down and being driven in luxury to the airport). As we’ll do the driving, there’s no stress of parking the car. We’ll even be there to pick you up when you return two weeks later. You’ll spend your first night in Japanese themed Yotel Hotel. This is where your Japanese experience starts. First thing the next day, you’ll fly direct to Toyko Narita airport. We’ve reserved ‘premium economy’ seats for all of you. Not quite business class or first class, but not those prices either! In premium economy, you’ll get extra leg room, a quiet cabin and first class entertainment to keep you and your kids entertained as you zoom 12,000 miles through the air to Narita. Week 1 - Shibuya Tokyo At the airport, we’ll be there to meet you, and take you in another limo to your five- star luxury 2-bedroom apartment in the Shibuya district, where you’ll spend your first week. We know you like Shibuya, and it is the perfect base to explore all that Tokyo has to offer. Shinjuku, Ginza, Electric City… watch the sumo wrestlers, visit the temples, explore the parks, ride the metro…. 7 days in central Tokyo will be perfect for you and your family to inhale all that is Tokyo.
  60. 60. 60 And because you are staying centrally, and self-catering, you can do it all at your own pace. The only thing we’ll arrange for you is a tour guide to show you a few of the key sights of Tokyo -- all at your pace and on your schedule. Week 2 - The rest of Japan! The next week, we’ve arranged for you to travel outside of Japan by train, following the cherry trail, seeing the beauty of rural Japan, staying with families as you explore the more natural side of this beautiful country. We’ve hand picked three different families for you to spend a night or two with, seeing first hand how Japanese families live. Don’t worry, you’ll have two luxury bedrooms with each family you stay with. And as well as tempting you with traditional Japanese food, they’ll also have plenty of western food on hand, just in case your children are not feeling so adventurous when it comes to dining. During this second week, we’ll make sure you are fully entertained as well as having plenty of time to relax. We’ve designed a rich itinerary for you, taking you to some of the most interesting places within 2 hours of Tokyo. On the last night, you’ll return to Tokyo and spend the night in one of the capital’s leading five star hotels. We’ve reserved a two bedroom suite for you, ensuring you are refreshed and relaxed, ready for your flight back to the UK the next day. Again, we’ve book premium economy seats for all of you. Back at Heathrow, you’ll be met by our driver in our luxury Limo, who’ll take you back home to Bath, where you’ll find the house fully cleaned, a fridge full of a food, and a bottle of wine waiting with your name on it. This really is an extraordinary holiday, and one which will stay with each of you for the rest of your lives. But as extraordinary as the holiday is, the price (we feel), is very ordinary. For an incredible £8,500, (you pay only for your self-catering food, we’ll take care of all the accommodation, flights, transfers, tour guides), you and your family can experience all that Japan has to offer. You know a luxury holiday like this should cost £17,000, but because of the special relationships we have in place, we get access to the best prices and deals. This means we can offer you two luxury weeks for the price of one. No more dreaming about Japan, you can now live the dream! You choose when you want to go, the price stays the same.
  61. 61. 61 And to make things even easier, you pay just 50% when you book the holiday, and the rest you can pay over the next 12 months, with no interest charges! Call us today to book this extraordinary holiday. This is a time limited offer, so please act fast. This offer expires in 30 days time. Warm regards Japanese Holidays Direct Ltd.
  62. 62. 62 Chapter  29.5  -­‐  Session  5:  The  Six  Fundamentals  of  Business   That  You  Must  Master   20 minute session In the MP3 audio of Session 5, team members listen to the original CEOs, entrepreneurs and business leaders who contributed to Enterprise LEADER. In the workbook exercises, team members note the main ‘take away’ messages from these business leaders. In the group face-to-face session, you should explore those ‘messages’ and examine how they relate to your own business. Questions to ask: Pre question: • In your opinion, what is this session about? What are the core messages? (2 mins) Exercise 5.1 to 5.22 - The fundamentals of business Objective: To learn first-hand from real-life entrepreneurs what they consider to be the fundamentals of business -- AND to apply them to your own business. • As a group, note down each person’s key points of advice. The common themes are: 1. Don’t run out of cash. 2. Know your margins. 3. Focus on what customers want. 4. Believe in your products and services. 5. Surround yourself with the best people who believe. 6. Be persistent and don’t give up (15 mins) Optional follow-on questions about your own company. You may have different or extra questions to ask here: (20 mins) • What are the fundamentals of business which are already important in your business today. • How well you are practising these fundamentals? • What you could do to make sure you practise them more thoroughly? • Why are these ‘fundamentals’ important to your business? • How do these fundamentals translate to your customers’ experience? Exercise 5.23 - All great companies practice the fundamentals of business
  63. 63. 63 Objective: To consider how the fundamentals of business are essential in all companies—and that even the largest world-wide brands must also follow these principles. • Get the group to quickly agree the founders and dates. Have one team member explain why this exercise is relevant in the context of today’s session. (2 mins) Exercise 5.24 - What changes would you make if you were CEO for a day? Objective: To identify five changes you would make to your company based on your learning in today’s session. • Get team members to share their ‘CEO for a day’ ideas. If time is limited, get them to share their best ‘CEO for a day’ idea. Ensure everybody contributes here. (10+ mins)
  64. 64. 64 Chapter  29.6  -­‐  Summary  and  Wrap  Up   • Spend 5 to 10 minutes wrapping up. Get everybody to summarize the main points they took away from the session. • Ensure everybody emails you their five best ‘CEO for a Day’ ideas. Collate their ideas in a central document. Email this document out to the team members and management for their review. You should meet again to discuss the ideas in the document, and see which ideas can be quickly implemented and which ideas need further attention by management. • Confirm the date for the next group session.
  65. 65. 65 Chapter  30.  Group  Session  2  -­‐  The  Team  (WE  Believe)   In the second group face-to-face session, you will focus on the subject of ‘The Team’, also known in Enterprise LEADER as WE BELIEVE. In business, if your team does not believe, you will not be able to make your customers believe. If customers don’t believe, they won’t buy! The five MP3 audio sessions (and workbook exercises) which team members should have completed before joining the group face-to-face sessions are: • Session 6: People! The Key To Unlocking Your Profit Potential • Session 7: 7 Essential Steps To Make Your Team Believe • Session 8: How To Maximise Your Results Through Communication • Session 9: 7 Proven Strategies To Get The Most From Your Team • Session 10: Motivation! How To Get Your People To Go The Extra Mile Having studied these five sessions, completed the workbook exercises and explored this subject in the group face-to-face sessions, you should be able to: • Get team members to work better together as a team • Improve team collaboration, communication and cooperation • Get the right people in the right places • Get everyone to understand each other’s strengths and weaknesses, and the value each person offers to the team • Get the team aligned behind common goals and a shared vision • Make everyone more accountable and take more ownership and responsibility for their results and actions • Create a high performance team Assuming you have set aside 4 hours for this second group session, we suggest you allocate your time for discussions as follows: 1pm to 3pm • Introduction • Session 6: People! The Key To Unlocking Your Profit Potential • Session 7: 7 Essential Steps To Make Your Team Believe 3pm to 3.30pm • Break 3.30pm to 5.30pm • Session 8: How To Maximise Your Results Through Communication • Session 9: 7 Proven Strategies To Get The Most From Your Team • Session 10: Motivation! How To Get Your People To Go The Extra Mile • Summary and Wrap Up
  66. 66. 66 Chapter  30.1  -­‐  Session  6:  People!  The  Key  To  Unlocking  Your   Profit  Potential   50 minute session In Session 6 you’ll explore what high performing employees and team members look like. You’ll be introduced to the concept of an ‘enterprise leader’, i.e. employees with an enterprising attitude and who are prepared to step-up as leaders. In the group face- to-face session, consider how you can get the people in your own company, department or team to have a more enterprising attitude. Questions to ask: Pre question for the group: • In your opinion, what this session about? What were the core messages it was conveying? (2 mins) Exercise 6.1 - Do your employees make your customers believe? Objective: To illustrate that unless your people fully believe in your products, services and company, they will not be able to make your customers believe in you (and hence buy from you). • Get team members to share their responses from Part 1 and Part 2 (Examples of passionate companies and teams) and explain why they chose their answers. Because of time constraints, you may only have time for 4-5 people to share their comments. (10 mins) • Get team members to share their responses from Part 3 and Part 4 (Examples of negative experiences) and explain why they chose their answers. • Now discuss the positive and negative beliefs about your company. Spend more time on this question as it is very relevant to your company. Encourage everybody to contribute to this exercise. (15 mins) Exercise 6.2 - Do you have great teams and great people in your company? Objective: To make you think about the common traits of outstanding teams—and to examine how many of these successful traits your own team has. • Ask team members to share their responses from Part 1 (Great historical teams) and explain why they chose their answers. Because of time constraints, you may only have time for 4-5 people to share their comments. (10 mins) • Then ask for responses to Part 2 (Traits of successful teams) and as a group, score your company on each of these traits. (15 mins)

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