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My Presentation given to NSA-North Florida last September called: "Getting to the Heart of the Matter" it is my call for all Speakers, Trainers, Facilitators, Consultants and Coaches to ...

My Presentation given to NSA-North Florida last September called: "Getting to the Heart of the Matter" it is my call for all Speakers, Trainers, Facilitators, Consultants and Coaches to figure out how to go deeper not wider!

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    ! Art And Science Ppt ! Art And Science Ppt Presentation Transcript

    • Getting to the Heart of What YOU Do The Art & Science of Success as a Professional Communicator… Which one are you? Rod Jurado Sept 18, 2009 For the NSA North Florida Chapter Speaker, Trainer, Consultant, Coach.
    • A Box of Tools … By R. L. Sharpe Isn’t it strange that princes and kings, And clowns that cavort in sawdust rings, And common people like you and me, Are builders for all eternity. Each is given an hourglass, a book of rules, a shapeless mass, and a box of tools, And each must make, ere life is flown – A Stumbling Block, Or A Stepping Stone
    • Tools for your toolbox How do we measure up?
    • Super Kid 1985 Boys and Girls Clubs of Tampa Bay
    • What business are you in?
      • First things first!
      • “ Show Business” – there’s the show part, & more importantly there’s the business part!
      • *This is a business first*
      • I’m in the business of marketing “performance improvement”
    • The Science (& Art ) of our Business …
      • Stage 1: Making A Leap …
      “ It’s just a Bag of M & M’s …”
      • Motive – why (intent)
      • Message – what (content)
      • Method – how (present)
      • Stage 2: Making A Living …
      The Science (& Art ) of our Business … Mission Message Managing the Business Marketing the Business Maintaining the Business Marketplace Mechanics Mastery “ Memorability” Stage 3: Making A Life … “ It’s just a Bag of M & M’s …” Materials for the Business
    • Professional Certifications
      • CMC – awarded by IMC
          • International Management Consultants
      • CPT – awarded by ISPI
          • International Society for Performance Improvement
      • CPLP awarded by ASTD
          • American Society for Training & Development
      • CSP – awarded by NSA
          • National Speaker’s Association
      • SPHR, PHR, GHR – awarded by SHRM
          • Society for Human Resource Management
      • PMP – awarded by PMI
          • The Project Management Institute
    • Communicating to the different Management Levels STRATEGIC – Why we do “it” OPERATIONAL – How we do “it” TACTICAL – What to do 15% 35% 50%
      • “Client” is the one who pays … Decision Maker/ Sponsor / Owner …
      • “Customer” is the one who participates …
      • Sometimes the client is a customer … but not always!
      • D.
      • R.
      • E.
      • A.
      • M.
      Getting to your “DREAM” Decision Maker D.esire (understands the need) R.eady (understands the value) E.xcited (wants the GAPS gone) A.uthority (can make decision) M.oney (has the ability to pay!)
    • Getting to your “DREAM” Decision Maker
      • Think strategically! Big picture, main point (best practice type) bottom-line, result-oriented, measurable delivery …
      • Identify existing clients internal contacts and prospects who you have a good relationship with, and arrange a meeting with them first (scout) …
      • Ask questions about the strategic challenges the organization is facing… “What keeps you awake at night?”, “Tell me about…”, “Why do you think this is an issue?”, “How much ground are you losing?”, “What happens if nothing changes?”, “etc …” …
      • Critical Sales strategy & plan: “Dig a hole, push em in, offer em a ladder!”
      • Sell the client money! What’s the R.O.I. of this transaction? …
      • Focus in on those needs that indicate a need to change the culture or environment …
      • Ask them “What Kinds of People do You Need?” and take them through the Essential Elements of Accountability model, then link back to the needs identified …
      • Assuming a positive reaction, ask who else at a senior management level would be interested in seeing this information …
      • Ask them to set up a meeting with these people, then back to tip 3 asking them the same questions …
      • Try a direct mail campaign with personalized letters to CEO’s of small to medium sized businesses in your area …
    • Different Levels … Different Needs
      • CEO Profits – Increased, improve share price …
      • COO Production – Reduce operational costs, increase efficiencies …
      • CFO Principal & Payroll – Budgets … monitor costs evaluate expenses …
      • CIO Parameters – Improving Networks & Enhancing Communications …
      • VP Mktg. Positioning – Increase market share …
      • VP Sales Pursuit – Hit sales targets & margins …
      • VP Ops. Production – Improve Product & Process …
      • VP HR. People – Provide the right people to achieve all of the above …
      • CLO / Trg Dir. Presentation – Deliver appropriate training for all the other departments …
    • Communicating to the different Management Levels STRATEGIC – Why we do “it” OPERATIONAL – How we do “it” TACTICAL – What to do 15% 35% 50%
      • What is your organization trying to achieve … what are your company’s mission, vision and values? Why?
      • What challenges and problems are preventing you from fulfilling the purpose (mission), and operating by these values and achieving this vision? Why?
      • Describe your organizational SWOT – Strengths, Weaknesses, Opportunities, Threats … Why?
      • Describe the kinds of people do you need to achieve this? Why?
      • What kind of environment or culture do you need to attract and retain these people? Why?
      • What are your recruitment objectives, retention strategies, developmental goals, motivational strategies, & turnover ratios? Why?
      • How will you develop the talents of the managers and employees to create and maintain this culture? Why?
      • How will you communicate these plans and goals? Why?
      • How will you allow for a sense of ownership of these plans? Why?
      • What factors will you employ to insure the most effective use of your resources? Why?
      • How will you measure progress (effort, effectiveness, and efficiency) toward your goals and against your plan? Why?
      • How will you insure satisfaction and accomplishment among your team? Why?
      • How will you insure satisfaction and brand insistence among your customers? Why?
      We must be strategic.
    • Learning to Justify the ROI
      • What’s the return if I can improve the time management of my employees? …
      • Let’s begin with an assumption – “my employees misuse or waste at least 12 minutes of time each day.”
      • If each employee is consistent, then 12 x 5 equals 60 minutes a week.
      • If each employee worked 50 week per year then over one week per year is lost!
      • So, if an employee is paid $30,000.00 ($15.00/hour), the lost 50 hours of productivity is $750.00/year … if only 12 minutes a day were lost !
      • If 10 employees lose $750.00/year (just 12 minutes a day) that’s $7,500.00 a year!
      • Sadly, research tells us the average executive loses over an hour a day searching for lost things – papers, people, etc. and employees waste even more!
    • Learning to Justify the ROI
      • Study after study demonstrate that over 50% of the typical workforce doesn’t want to be there – they are not “engaged”! …
      • When an employee is working at less than capacity there is usually another employee or two with them!
      • If a 20 person enterprise has an average payroll of just $15.00/hour or $30,000.00 (50 x 40 = 2,000 x $15.00) per person, with half working at 50% capacity…
      • Then the cost to the company (if only half the team is working at 50% capacity) can easily be $300,000.00 , (assuming that the other 10 are working at 100% capacity)!
      • If this intervention refocuses only half of the poor performers to perform at 75% of capability the resulting productivity boost is about $7,500.00 per person!
      • If only 5 of the 10 employees are impacted, the resulting value to the company is still at least $37,500!
      • If the others are impacted even slightly (10% productivity increase of $30,000 + $3,000.00x 15) is another $45,000.00 …
      • Then ROI is well over $80,000.00 … even if the process cost $25,000, the return ends up being 3 to one in less than a year! -- So is it worth the intervention?
      Learning to Justify the ROI
    • What Kinds of People do They Need?
      • Willing to learn
      • Receptive to change
      • Committed
      • Creative
      • Innovative
      • Self-starters
      • Self-motivated
      • Team players
      • Competent
      • Talented
      • Responsible
      • Open-minded
      • Proactive
      • Honest
      Each of these issues are legitimate training issues, but it takes a consulting approach to operationalize the characteristics!
    • Professional Communicators … Counselor Conductor Coach Cop Speaker Influences Coach Inspires Trainer Instructs Consultant Instigates Low Task/ High Touch Low Task/ Low Touch High Task/ High Touch High Task/ Low Touch High Will/ High Skill High Will/ Low Skill Low Will/ Low Skill Low Will/ High Skill Situational Leadership Relat ionship T a s k Install new Patterns
    • The Professional Communicator Continuum Strategic Tactical Consulting Coaching Speaking Training Operational Level 4 Level 2 Level 3 Level 1
    • Coaching Tips … www.coachville.com What … Who … How … Clarification Creation Discovery Coaching Remember the focus is on the Clients …
    • Training Tips … www.ASTD.org , www.ISPI.org
      • Design
        • Development
          • Delivery
            • Discovery
      Remember the focus is on the Content …
    • Training Tips … www.ASTD.org , www.ISPI.org WHAT ? SO WHAT ? NOW WHAT ? Design
    • Training Tips … www.ASTD.org , www.ISPI.org 1 8 3 7 5 6 2 4 9 Source: Broad & Newstrom’s Transfer of Training Development Trainer Participant Manager After During Before
    • Training Tips … www.ASTD.org , www.ISPI.org Unconsciously Incompetent – Don’t know they don’t know Consciously Incompetent – Know they don’t know Consciously Competent – Know they know Unconsciously Competent – Forgot they know Consciously Unconscious Competent “ Teach Me” “ Help me learn” “ Remind Me” “ Let me teach you” “ I’m not ready” Training Coaching Speaking Consulting Development Level 5 Level 4 Level 3 Level 2 Level 1
    • Training Tips … www.ASTD.org , www.ISPI.org Participative vs. Reflective Informative vs. Practical Specific vs. General Source: www.BobPikeGroup.com , www.InscapePublishing.com 50% 50% 50% 50% 75% 25% Delivery
    • Training Tips … www.ASTD.org , www.ISPI.org Kirkpatrick’s Evaluation Level’s 1. Butts in seats, smile sheets 2. Learning takes place 3. Learning is used on job 4. Performance is measured (ROI) % Courses Evaluated at Each of Kirkpatrick’s Four Levels What Trainers Measure … Source: ASTD report: ASTD Helps Make the Case for Training (2002) Discovery
    • Consulting Tips … SPAN the GAPS www.IMCusa.com
      • Ask the Right questions!
      • Needs and Wants:
        • Needs – Logical
        • Wants – Emotional
      • Create Pain & Offer Gain
      5 W’s …, and How! Remember the focus is on the Crisis …
      • S ituations
      • P roblems
      • A nalysis
      • N egotiated Outcomes
        • A variation from Neil Rackham’s SPIN Selling
      • G o for the “Shoulds”
      • A nalyze the “Is”
      • P in down the causes
      • S elect the right solution
      • from Blanchard & Robinson’s Zap the Gaps
      Consulting Tips … SPAN the GAPS www.IMCusa.com Remember the focus is on the Crisis …
    • Consulting …getting to the pain
      • What is the organization trying to achieve… what is the MV 2 P 3 :
      • Mission, (Vision, Values), (Priorities, Plans and Projects)?
      • What issues are preventing them from fulfilling the purpose, operating by their values and achieving their vision?
      • How much capital is being used ineffectively if this continues?
      • What will be the projected results?
      • What kinds of people do they need to be able to achieve this?
      • What kind of environment or culture do they need to attract and retain those people?
      • How will they develop the talents of their managers and employees to create and maintain this culture?
      • What are the metrics currently employed?
      • How will they measure the change?
    • Trainer or Consultant? Why the different perceptions?
      • Consultants are perceived as working at the strategic level, helping the decision makers determine what the real issues are, and identifying the most appropriate solutions .
      • (Like doctors making diagnostic decisions)
      • Trainers are perceived as working at the tactical level, delivering the solutions and training that were decided at the strategic level.
      • (Like nurses carrying out the doctors orders)
      • Consulting is often brought in during tough times, while training (usually external) is the first to go in those tough times (internally usually handled by a hiring freeze).
      • The perception is: consulting is usually focused on ROI and toward increasing the “bottom line” income, while training is usually focused on cost reduction and attempting to lower “top line” expenses.
      • The Consultant is often thought of as a is a problem solver, having a macro focus that is objective and strategic, while the trainer is thought of as a deliverer of requested content.
      • By understanding how speaking, training, coaching & consulting, interact, organizations benefit more and people work better together.
      Training/Speaking vs. Consulting/Coaching
      • Sailing the High C’s …
      • Paint the Picture
        • Call
          • Characters
        • Crucible
        • Crisis
          • Courage
        • Completion – Champion emerges either way
      Speaking Tips … www.Toastmasters.org , www.NSAspeaker.org Source: Joseph Campbell’s The Hero with a Thousand Faces Remember the focus is on the Connection …
    • Speaking Tips … www.Toastmasters.org , www.NSAspeaker.org Remember the focus is on the Connection … A S I V V ignettes I nstuction & (Pedagogy) I llustrations (Androgogy) S tories A ctivities & A nalogies / A llegories
      • Sailing the High C’s …
      • Point/ Promise/ Premise
        • Create
        • Carve
        • Challenge
      Speaking Tips … www.Toastmasters.org , www.NSAspeaker.org Remember the focus is on the Connection …
      • Sailing the High C’s …
      • Payoff
        • Communicate
        • Challenge
      Speaking Tips … www.Toastmasters.org , www.NSAspeaker.org Remember the focus is on the Connection …
    • Tools for your toolbox
    • Kitty’s Florist …1963
    •  
    • The Art & Science of Success … as a Professional Communicator… Which one are you? Rod Jurado Speaker Consultant Trainer Coach