SlideShare a Scribd company logo
1 of 52
Download to read offline
Mokita Training

                  ZAHN Consulting, LLC
                        2012


“Know-How is not Enough”
Presentation Agenda
•   Concept of Mokita
•   How did we get here?
•   Expectations
•   What To Do
    – Importance of “Story”
    – Return to Conversations
“The truth we all know, and agree not to talk about”

      CONCEPT OF MOKITA


Mokita is a Papua New Guinean word in the Kivila language,
spoken on the largest of the Trobriand Islands Kiriwina,
How Much Longer?

          • Will we ignore what is obvious?
          • Can we pretend the smell does
            not exist?
          • Can we continue to spend on
            “peanuts” before we add up the
            cost?
          • Until we stop having to carry a
            shovel and mop with us?
Break the Cycle
Examples

1.   Much of our marketing doesn't work (we just don’t know which – or
     CHOOSE not to find out).

2.   Most departments have people who have retired on the job and at
     least one or two who have lost their usefulness (or are crazy).

3.   The impact of training programs vanish before a week has passed.

4.   Senior Management says they want to hear from subordinates – and
     then keep their door closed or debate the feedback they receive.

5.   People who are inept are rewarded with less work.
Examples
6.    The first-line supervisors are the most under-valued resource and
      often the most-blamed.

7.    The HR Department is frequently regarded as more of a hindrance
      than a help.

8.    Middle managers are afraid of those above and those below.

9.    Frequent reorganizations are used to disguise poor management.

10.   And yet; Despite all of the hassles, most of us love our jobs.
We Meant Well, Didn’t We?

HOW DID WE GET HERE?
The Road to Hell is Paved with
      Good Intentions
               •   Management techniques
               •   Data ubiquity
               •   Perception of professionalism
               •   Drinking the Kool-Aid
Management Techniques



          Vs.
Data Ubiquity

•   Fact-based Selling
•   Objectivity
•   Data-driven decision-making
•   Rationality
•   Fair and equitable




“Drowning in a sea of data, thirsty for insight.”
Perception of Professionalism




We believe we should take the “High Road” as circuitous as it may be; as if
that is preferable to the “Direct Road” that gets us where we want to go.
Drinking the Kool-Aid




•   Accept what we are told           •   Challenge assumptions
•   Stop critically analyzing         •   Question beliefs
•   Believe our own press             •   Ask questions
•   Rely on what once was,      Vs.   •   Verify sources
    not what currently is             •   Seek confirmation rather
                                          than “it has always been
                                          that way.”
Cyrano de Bergerac x
        Organization Size
• We have become
  replicas Cyrano de
  Bergerac
  – Regurgitating data, facts,
    trends, report findings
  – So busy with our Excel,
    pivot tables, charts, and
    graphs, but -
  – We are missing the
    business opportunities!
How We Spend Our Days
• We spend our days arguing about TRUTH,
  when we need to recognize truths




• We defend our point of view because we
  would rather BE right, than DO right
If Not Careful
• Our reliance on data for data sake
  becomes a pornographic pursuit
                            • We have lost the
                              “art” in pursuit of
                              “science”
                            • We suffer from
                              “paralysis by
                              analysis”
What is it we seek?

EXPECTATIONS
What We Seek
•    Corporate culture
•   Organizational Change Management
•   Business Transformation
•   Management/Leadership Initiatives
•   Training on Skill Development
•   And, importantly – the establishment of
    DIFFERENTIATED relationships with
    customers/suppliers/associates to drive
    performance
Time to Pause
•   80/20              83/17
•   Yet we have:
     – Better training
     – Improved tools and resources
     – Focus on compensation and
       incentives
     – BUT, we are getting worse@
•   Why? What prevents the
    company from having better
    success?
•   How do you
    introduce/reinforce those
    efforts?
•   How do you “institutionalize”
    success?
Why It Won’t Work
• You Can’t There From Here
“Classic” Organizational
             Hurdles
            Pragmatic Concerns

No time nor budget to develop skills – need people to
be productive!

Training viewed as “X” day(s) program (and done).

Skills are not reinforced “on the job” (and thus are
extinguished).

Management does not embrace/coach/
monitor/enforce/ counsel based on trained concepts.

Performance rarely changes dramatically.

Varying levels of competence (and selection of
trainees and training initiatives frequently fails to
account for differences).

Needs are “assumed,” not known.
“Classic” Organizational
         Hurdles (Continued)
                        Pragmatic Concerns
Increased pressure to reduce time away
from field.

Unsure of how to justify training expense
(but want to ensure “value-received”).

Shifting responsibilities (cross-
functional/business management/
financial/etc.).

Greater embedded base of technology
users (laptops, software applications, etc.)
and ever increasing complexity of
applications.
But Here is the Biggest Issue
• We are focused on the WRONG things –
  but do them better and better!
Not Always Sane in the Brain




Reptilian Brain – Fight or Flight Limbic System –
Emotions NeoCortex – Thoughts and logic
Thalamus – Gateway to other parts of brain
Amygdala – Regulates emotions and memories
So, What Do We Do?
• We expect our Managers/Salespeople to:
  – Know more than the subordinate/prospect
  – Control the relationship (all the while talking
    about engagement and collaboration)
  – Emphasize facts, logic, data, objectivity
• We believe in:
  – Cover up weakness, emphasize strengths
  – Follow the “script”
  – Hide/remove our “humanness”
Reap What You Sow
• How would any of us react to being
  interrogated/discovered/profiled?
• How comfortable are you with a manager who is
  interested in your quantifiable scores over your
  qualitative concerns?
• When offered “logic” and “factual proof,” we ALL
  look to refute, debate, discount, or explain
• Can anyone be “that smart” and care so little?
Do Different Things to Get Different Results

WHAT TO DO
Back to the Future
• What is a key role of a Manager/
  Salesperson – manage relationships!
  – Do we interrogate people we want to form
    relationships with?
  – Do we propose marriage on a first date?
  – Do we act as if “we know it all?”
  – Do we hide our weaknesses, vulnerabilities,
    dreams, hopes, and aspirations?
• A story as old as time…
Have We Forgotten?
• The importance of trust
  – Caring
  – Communication
  – Competence
  – Character
  – Commitment
  – Clarity
• Removing barriers
Stop, Continue, Start



• Filling out templates,   • Understanding me/my    • Speak WITH me, not
  forms, reports             business                 TO me
• Focusing on your needs   • Helping me solve my    • Listening to me
• Leading with               issues                 • Share your mistakes
  data/facts/science/      • Appreciating how I     • Tell me the story
  features/                  reach decisions          (Harvard uses business
• Being overly logical     • Follow protocol (but     cases to teach
                             differently)             concepts)
The Steps




  Alignment
Power of Story
•   Once upon a time…
•   Caveman drawings
•   Music
•   Art
•   Novels
•   Movies
Story Components
•   Goal
•   Setting
•   Crossroads
•   Conflict
•   Resolution/Outcome
How to Have a Conversation
•   Confirm/Challenge Reality
•   Be Genuine
•   Be Present
•   Tackle the Tough Stuff
•   Don’t Deny Instincts
•   Accept Ownership
•   Allow Silence a Turn
Alignment




*Buyer may be employee or anyone being communicated with about a solution
Who I Am
• How do you react when someone is smug,
  a know-it-all, and seems too perfect?
• How do you react when someone is
  imperfect, hurt, or shows “fallibilities?”
How I Help – Creating the
             Vision
• Recognizing WHO is to do the
  task
• Identifying the WHAT people
  are to do
• Designing the HOW they are to
  do it
• Determining the WHEN they
  are to do it
• Explaining the WHY it needs to
  be done
Assembly Lines are for Cars!
• Kick Henry Ford to the curb!
• The “one experience fits all” mentality is a
  death knell!
What is a Mokita Mirror?
• A chance for employees to REFLECT
  back on what they know professionally
• Begin where they are
  and build from there to
  the objective.
• Use Workshop360SM
   to assess current performance
   level
http://www.zahnconsulting.com/preworkshop.htm
What is a Mokita Mirror?
• An opportunity to OBSERVE who
  they are now
 http://www.zahnconsulting.com/classroom.htm
What is a Mokita Mirror?
• A time to PEER into who they will
  become http://www.zahnconsulting.com/postworkshop.htm
When We See A Mirror
• What do we do?
  – Assess and analyze ourselves
  – Make self-corrections
  – Seek advice from experts to improve
• Our Mokita Mirror allows for the same
  – Identify current processes, skills, styles,
    approaches, etc.
  – Focus attention towards strengths and
    performance opportunities
  – Provide CONTINUAL reinforcement, direction,
    and insight.
Mokita Mirror Has Five
             Components
•   Organizational Assessment
•   Department/Function/Assessment
•   Review of Available Tools
•   Workshop360SM
    – Individual Assessment
       • Qualitative
       • Quantitative
    – Training
       • Classroom
       • Self-paced/Web-based
    – Follow-Up/Reinforcement
• Coaching and mentoring
• Evaluation and ROI
What Are the Goals?
•   Educate
•   Excite
•   Explain
•   Entice
•   Reinforce
•   Motivate
What Are the Goals?
• Form a Community
  – Don’t emphasize it is a place you work, but
    rather as a place you belong
  – Legacy, heritage, history
  – Demonstrations
  – Sharing of examples, testimonials, case
    studies
  – Advice or benefit discussions – what we stand
    for/who we work with (and who we do not),
    etc.
What Are the Goals?
• Tell A Story (and then LIVE it)
  – What is it about you/your company that compels
    others to WANT to work with you?
  – How are you/your company better than others?
  – How are your products/employees better than others?
  – How is the person better for having interacted with
    you/your company?
Change Acceleration Process
Initiating Mokita Training Will
           Lead From Yawns to
           Unbridled Enthusiasm

“Know-How is not Enough”
Who is ZAHN Consulting, LLC
       • David Zahn
          –   Instructional Designer
          –   20 years corporate and consulting experience (Symbol
              Technologies, IRI/Neo, Inc., and now ZAHN Consulting, LLC.)
          –   Published author of two books (“How To Succeed As An
              Independent Consultant” and “The Quintessential Guide To
              Using Consultants”), syndicated weekly columnist for
              Connecticut MediaGgroup and frequent contributor to trade
              publications and e-zines (T&D, Grocery Headquarters,
              Brandweek, Airline Revenue News, Kenosia Report, IRI
              Publications, www.connpost.com, www.businessweek.com,
              www.entrepreneur.com, www.retailwire.com,
              www.morningnewsbeat.com)
          –   Interviewed on many business radio shows addressing CPG
              issues, Consulting Skills, and Entrepreneurship
          –   Co-moderator of Category Management Share Group
          –   Adjunct faculty member at University of New Haven
       • ZAHN Consulting, LLC Consultants
          –   ZAHN Consulting, LLC maintains relationships with specialists
              in Brand Marketing, Retailing, Information Systems, Sales,
              Operations and other functional areas.
          –   Consultants have a combined 110 years of industry experience
              across multiple channels, manufacturers, categories and
              initiatives.
We have collaborated with many of the best resources driving
 innovation within the industry to complement our expertise

            •   Primary source for client training (Data Detective, Category Management, New Item
                Launch, and other programs)
            •   Frequently asked to contribute to strategy sessions for new product training, curriculum
                development, and training delivery options.


            •   Combines ZAHN Consulting, LLC’s extensive category management training
                expertise with Interactive Edge’s decision support tools to enable Retailers/Mfrs. to
                identify opportunities through analysis of price, promotion, assortment, demographic,
                clusters, shopper segments, and store specific data variables.


            •   Winston Weber & Associates, Inc. provides strategic overlay to accomplishing many
                of the initiatives within the industry and relies upon ZAHN Consulting, LLC in
                collaboration to develop appropriate competency enhancement programs and
                training prescriptions.

            •   David Zahn is the developer and facilitator for conducting all Apollo Designer
                Workstation optimization workshops as part of Aldata Apollo curriculum


            •   Working in conjunction with Coogan Partners, ZAHN Consulting, LLC often co-
                facilitates industry share groups of SMEs and CPG/Retail professionals addressing
                common issues and initiatives.
Our client roster includes recognizable
    CPG companies and retailers
For Additional Information
• ZAHN Consulting, LLC can be reached at
  203.269.9290 or at
  www.zahnconsulting.com to discuss how
  to make it happen!

More Related Content

What's hot

Eo inside business event 2012
Eo inside business event 2012Eo inside business event 2012
Eo inside business event 2012sdowns44
 
Restarting at 50: Moving Forward from an Unexpected Job Loss Later in Life
Restarting at 50: Moving Forward from an Unexpected Job Loss Later in LifeRestarting at 50: Moving Forward from an Unexpected Job Loss Later in Life
Restarting at 50: Moving Forward from an Unexpected Job Loss Later in LifeSociety of Women Engineers
 
Secure an ROI on Professional Development
Secure an ROI on Professional DevelopmentSecure an ROI on Professional Development
Secure an ROI on Professional DevelopmentDaila Boufford
 
Starting your venture
Starting your ventureStarting your venture
Starting your venturebathsparks
 
Insights From the Lean Startup Conference 2016
Insights From the Lean Startup Conference 2016Insights From the Lean Startup Conference 2016
Insights From the Lean Startup Conference 2016Jeffrey Tobias
 
Crash course on delivering value to a startup
Crash course on delivering value to a startupCrash course on delivering value to a startup
Crash course on delivering value to a startupFirewerks
 
Startup University - How to Start and Grow your Startup
Startup University - How to Start and Grow your StartupStartup University - How to Start and Grow your Startup
Startup University - How to Start and Grow your StartupStartup University
 
Computers In Libraries - Innovative Funding Alternatives
Computers In Libraries - Innovative Funding AlternativesComputers In Libraries - Innovative Funding Alternatives
Computers In Libraries - Innovative Funding AlternativesBrian Pichman
 
Show Me The Money - The Ying and Yang of Entrepreneurial Finance
Show Me The Money  - The Ying and Yang of Entrepreneurial FinanceShow Me The Money  - The Ying and Yang of Entrepreneurial Finance
Show Me The Money - The Ying and Yang of Entrepreneurial FinanceJohn Landry
 
Mentored by a millionaire- The Law of Extraordinary Success
Mentored by a millionaire- The Law of Extraordinary Success Mentored by a millionaire- The Law of Extraordinary Success
Mentored by a millionaire- The Law of Extraordinary Success Jason Kwan
 
Rock the tech interview january 2015
Rock the tech interview   january 2015Rock the tech interview   january 2015
Rock the tech interview january 2015Infusionmarketing
 
Sales enablement presentation
Sales enablement presentationSales enablement presentation
Sales enablement presentationDavid Zahn
 
Performance Cubed
Performance Cubed Performance Cubed
Performance Cubed Brian Downes
 
Critical Non-Technical Skills: The Essentials That Can Make or Break Your Ac...
Critical Non-Technical Skills: The Essentials That Can Make or Break Your Ac...Critical Non-Technical Skills: The Essentials That Can Make or Break Your Ac...
Critical Non-Technical Skills: The Essentials That Can Make or Break Your Ac...bapadmin
 
How To Get Published Technical Subjects Isaca Presentation July 2009
How To Get Published    Technical Subjects    Isaca Presentation July 2009How To Get Published    Technical Subjects    Isaca Presentation July 2009
How To Get Published Technical Subjects Isaca Presentation July 2009William Yarberry
 
TCUK 2012, Bryan Lade, How to sell yourself as a Technical Author
TCUK 2012, Bryan Lade, How to sell yourself as a Technical AuthorTCUK 2012, Bryan Lade, How to sell yourself as a Technical Author
TCUK 2012, Bryan Lade, How to sell yourself as a Technical AuthorTCUK Conference
 
5 skills of modern produtc managers wren ludlow
5 skills of modern produtc managers wren ludlow5 skills of modern produtc managers wren ludlow
5 skills of modern produtc managers wren ludlowPiyush Bansal
 
Winning New Business
Winning New BusinessWinning New Business
Winning New Businesssknightnwvm
 

What's hot (19)

Eo inside business event 2012
Eo inside business event 2012Eo inside business event 2012
Eo inside business event 2012
 
Lead Gen Clinic
Lead Gen ClinicLead Gen Clinic
Lead Gen Clinic
 
Restarting at 50: Moving Forward from an Unexpected Job Loss Later in Life
Restarting at 50: Moving Forward from an Unexpected Job Loss Later in LifeRestarting at 50: Moving Forward from an Unexpected Job Loss Later in Life
Restarting at 50: Moving Forward from an Unexpected Job Loss Later in Life
 
Secure an ROI on Professional Development
Secure an ROI on Professional DevelopmentSecure an ROI on Professional Development
Secure an ROI on Professional Development
 
Starting your venture
Starting your ventureStarting your venture
Starting your venture
 
Insights From the Lean Startup Conference 2016
Insights From the Lean Startup Conference 2016Insights From the Lean Startup Conference 2016
Insights From the Lean Startup Conference 2016
 
Crash course on delivering value to a startup
Crash course on delivering value to a startupCrash course on delivering value to a startup
Crash course on delivering value to a startup
 
Startup University - How to Start and Grow your Startup
Startup University - How to Start and Grow your StartupStartup University - How to Start and Grow your Startup
Startup University - How to Start and Grow your Startup
 
Computers In Libraries - Innovative Funding Alternatives
Computers In Libraries - Innovative Funding AlternativesComputers In Libraries - Innovative Funding Alternatives
Computers In Libraries - Innovative Funding Alternatives
 
Show Me The Money - The Ying and Yang of Entrepreneurial Finance
Show Me The Money  - The Ying and Yang of Entrepreneurial FinanceShow Me The Money  - The Ying and Yang of Entrepreneurial Finance
Show Me The Money - The Ying and Yang of Entrepreneurial Finance
 
Mentored by a millionaire- The Law of Extraordinary Success
Mentored by a millionaire- The Law of Extraordinary Success Mentored by a millionaire- The Law of Extraordinary Success
Mentored by a millionaire- The Law of Extraordinary Success
 
Rock the tech interview january 2015
Rock the tech interview   january 2015Rock the tech interview   january 2015
Rock the tech interview january 2015
 
Sales enablement presentation
Sales enablement presentationSales enablement presentation
Sales enablement presentation
 
Performance Cubed
Performance Cubed Performance Cubed
Performance Cubed
 
Critical Non-Technical Skills: The Essentials That Can Make or Break Your Ac...
Critical Non-Technical Skills: The Essentials That Can Make or Break Your Ac...Critical Non-Technical Skills: The Essentials That Can Make or Break Your Ac...
Critical Non-Technical Skills: The Essentials That Can Make or Break Your Ac...
 
How To Get Published Technical Subjects Isaca Presentation July 2009
How To Get Published    Technical Subjects    Isaca Presentation July 2009How To Get Published    Technical Subjects    Isaca Presentation July 2009
How To Get Published Technical Subjects Isaca Presentation July 2009
 
TCUK 2012, Bryan Lade, How to sell yourself as a Technical Author
TCUK 2012, Bryan Lade, How to sell yourself as a Technical AuthorTCUK 2012, Bryan Lade, How to sell yourself as a Technical Author
TCUK 2012, Bryan Lade, How to sell yourself as a Technical Author
 
5 skills of modern produtc managers wren ludlow
5 skills of modern produtc managers wren ludlow5 skills of modern produtc managers wren ludlow
5 skills of modern produtc managers wren ludlow
 
Winning New Business
Winning New BusinessWinning New Business
Winning New Business
 

Similar to Mokita training

RICHARDLUCAS_2022_IANBURRA.pdf
RICHARDLUCAS_2022_IANBURRA.pdfRICHARDLUCAS_2022_IANBURRA.pdf
RICHARDLUCAS_2022_IANBURRA.pdfRichard Lucas
 
Social Enterprise Challenges and Top Tips
Social Enterprise Challenges and Top TipsSocial Enterprise Challenges and Top Tips
Social Enterprise Challenges and Top TipsWavelength
 
Normal career or your own business ? 2017
Normal career or your own business ? 2017Normal career or your own business ? 2017
Normal career or your own business ? 2017Richard Lucas
 
Startup Secrets - Vision, Mission, Culture
Startup Secrets - Vision, Mission, CultureStartup Secrets - Vision, Mission, Culture
Startup Secrets - Vision, Mission, CultureMichael Skok
 
Be next webinar ten steps to your new job
Be next webinar   ten steps to your new jobBe next webinar   ten steps to your new job
Be next webinar ten steps to your new jobJenni Proctor
 
Neron India Values Introduction
Neron India Values IntroductionNeron India Values Introduction
Neron India Values IntroductionNeron
 
Values amplification | Onefish Twofish | 2015
Values amplification | Onefish Twofish | 2015Values amplification | Onefish Twofish | 2015
Values amplification | Onefish Twofish | 2015OnefishTwofish
 
Kellogg VC CEO Summit
Kellogg VC CEO SummitKellogg VC CEO Summit
Kellogg VC CEO SummitDave Kellogg
 
Employee engagement during change
Employee engagement during changeEmployee engagement during change
Employee engagement during changeCharityComms
 
How to deliver a really effective pitch
How to deliver a really effective pitchHow to deliver a really effective pitch
How to deliver a really effective pitchJames Cracknell
 
Best Uses For Disc
Best Uses For DiscBest Uses For Disc
Best Uses For DiscDave Clough
 
Caroline Hynes. Hiring & growing teams that love their product: Zendesk exper...
Caroline Hynes. Hiring & growing teams that love their product: Zendesk exper...Caroline Hynes. Hiring & growing teams that love their product: Zendesk exper...
Caroline Hynes. Hiring & growing teams that love their product: Zendesk exper...Octopus Events
 
7 habits of successful people
7 habits of successful people7 habits of successful people
7 habits of successful peopleMichael Xavier K
 
Session 2 a103_iae
Session 2 a103_iaeSession 2 a103_iae
Session 2 a103_iaeAlex Kinder
 
Student to future leader: Why learning about entrepreneurship is crucial to e...
Student to future leader: Why learning about entrepreneurship is crucial to e...Student to future leader: Why learning about entrepreneurship is crucial to e...
Student to future leader: Why learning about entrepreneurship is crucial to e...University of Southern Queensland
 
Building a Human Resources Program for Veterinarians
Building a Human Resources Program for VeterinariansBuilding a Human Resources Program for Veterinarians
Building a Human Resources Program for VeterinariansOculus Insights
 
Measuring outsourced services for your success
Measuring outsourced services for your successMeasuring outsourced services for your success
Measuring outsourced services for your successConformato
 
Business Etiquette Prep School: Learn the game, rules, and strategies to WIN ...
Business Etiquette Prep School: Learn the game, rules, and strategies to WIN ...Business Etiquette Prep School: Learn the game, rules, and strategies to WIN ...
Business Etiquette Prep School: Learn the game, rules, and strategies to WIN ...Career Communications Group
 

Similar to Mokita training (20)

RICHARDLUCAS_2022_IANBURRA.pdf
RICHARDLUCAS_2022_IANBURRA.pdfRICHARDLUCAS_2022_IANBURRA.pdf
RICHARDLUCAS_2022_IANBURRA.pdf
 
Social Enterprise Challenges and Top Tips
Social Enterprise Challenges and Top TipsSocial Enterprise Challenges and Top Tips
Social Enterprise Challenges and Top Tips
 
Normal career or your own business ? 2017
Normal career or your own business ? 2017Normal career or your own business ? 2017
Normal career or your own business ? 2017
 
Startup Secrets - Vision, Mission, Culture
Startup Secrets - Vision, Mission, CultureStartup Secrets - Vision, Mission, Culture
Startup Secrets - Vision, Mission, Culture
 
Be next webinar ten steps to your new job
Be next webinar   ten steps to your new jobBe next webinar   ten steps to your new job
Be next webinar ten steps to your new job
 
Neron India Values Introduction
Neron India Values IntroductionNeron India Values Introduction
Neron India Values Introduction
 
Values amplification | Onefish Twofish | 2015
Values amplification | Onefish Twofish | 2015Values amplification | Onefish Twofish | 2015
Values amplification | Onefish Twofish | 2015
 
Kellogg VC CEO Summit
Kellogg VC CEO SummitKellogg VC CEO Summit
Kellogg VC CEO Summit
 
Employee engagement during change
Employee engagement during changeEmployee engagement during change
Employee engagement during change
 
How to deliver a really effective pitch
How to deliver a really effective pitchHow to deliver a really effective pitch
How to deliver a really effective pitch
 
People over profit
People over profitPeople over profit
People over profit
 
35 part 2 - earthsoft-path ahead - guidance to professionals
35 part 2 - earthsoft-path ahead - guidance to professionals35 part 2 - earthsoft-path ahead - guidance to professionals
35 part 2 - earthsoft-path ahead - guidance to professionals
 
Best Uses For Disc
Best Uses For DiscBest Uses For Disc
Best Uses For Disc
 
Caroline Hynes. Hiring & growing teams that love their product: Zendesk exper...
Caroline Hynes. Hiring & growing teams that love their product: Zendesk exper...Caroline Hynes. Hiring & growing teams that love their product: Zendesk exper...
Caroline Hynes. Hiring & growing teams that love their product: Zendesk exper...
 
7 habits of successful people
7 habits of successful people7 habits of successful people
7 habits of successful people
 
Session 2 a103_iae
Session 2 a103_iaeSession 2 a103_iae
Session 2 a103_iae
 
Student to future leader: Why learning about entrepreneurship is crucial to e...
Student to future leader: Why learning about entrepreneurship is crucial to e...Student to future leader: Why learning about entrepreneurship is crucial to e...
Student to future leader: Why learning about entrepreneurship is crucial to e...
 
Building a Human Resources Program for Veterinarians
Building a Human Resources Program for VeterinariansBuilding a Human Resources Program for Veterinarians
Building a Human Resources Program for Veterinarians
 
Measuring outsourced services for your success
Measuring outsourced services for your successMeasuring outsourced services for your success
Measuring outsourced services for your success
 
Business Etiquette Prep School: Learn the game, rules, and strategies to WIN ...
Business Etiquette Prep School: Learn the game, rules, and strategies to WIN ...Business Etiquette Prep School: Learn the game, rules, and strategies to WIN ...
Business Etiquette Prep School: Learn the game, rules, and strategies to WIN ...
 

Recently uploaded

ROLES IN A STAGE PRODUCTION in arts.pptx
ROLES IN A STAGE PRODUCTION in arts.pptxROLES IN A STAGE PRODUCTION in arts.pptx
ROLES IN A STAGE PRODUCTION in arts.pptxVanesaIglesias10
 
Concurrency Control in Database Management system
Concurrency Control in Database Management systemConcurrency Control in Database Management system
Concurrency Control in Database Management systemChristalin Nelson
 
Narcotic and Non Narcotic Analgesic..pdf
Narcotic and Non Narcotic Analgesic..pdfNarcotic and Non Narcotic Analgesic..pdf
Narcotic and Non Narcotic Analgesic..pdfPrerana Jadhav
 
Mental Health Awareness - a toolkit for supporting young minds
Mental Health Awareness - a toolkit for supporting young mindsMental Health Awareness - a toolkit for supporting young minds
Mental Health Awareness - a toolkit for supporting young mindsPooky Knightsmith
 
Team Lead Succeed – Helping you and your team achieve high-performance teamwo...
Team Lead Succeed – Helping you and your team achieve high-performance teamwo...Team Lead Succeed – Helping you and your team achieve high-performance teamwo...
Team Lead Succeed – Helping you and your team achieve high-performance teamwo...Association for Project Management
 
Q-Factor General Quiz-7th April 2024, Quiz Club NITW
Q-Factor General Quiz-7th April 2024, Quiz Club NITWQ-Factor General Quiz-7th April 2024, Quiz Club NITW
Q-Factor General Quiz-7th April 2024, Quiz Club NITWQuiz Club NITW
 
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptx
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptxINTRODUCTION TO CATHOLIC CHRISTOLOGY.pptx
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptxHumphrey A Beña
 
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnv
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnvESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnv
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnvRicaMaeCastro1
 
Mythology Quiz-4th April 2024, Quiz Club NITW
Mythology Quiz-4th April 2024, Quiz Club NITWMythology Quiz-4th April 2024, Quiz Club NITW
Mythology Quiz-4th April 2024, Quiz Club NITWQuiz Club NITW
 
Q4-PPT-Music9_Lesson-1-Romantic-Opera.pptx
Q4-PPT-Music9_Lesson-1-Romantic-Opera.pptxQ4-PPT-Music9_Lesson-1-Romantic-Opera.pptx
Q4-PPT-Music9_Lesson-1-Romantic-Opera.pptxlancelewisportillo
 
Transaction Management in Database Management System
Transaction Management in Database Management SystemTransaction Management in Database Management System
Transaction Management in Database Management SystemChristalin Nelson
 
ICS2208 Lecture6 Notes for SL spaces.pdf
ICS2208 Lecture6 Notes for SL spaces.pdfICS2208 Lecture6 Notes for SL spaces.pdf
ICS2208 Lecture6 Notes for SL spaces.pdfVanessa Camilleri
 
Man or Manufactured_ Redefining Humanity Through Biopunk Narratives.pptx
Man or Manufactured_ Redefining Humanity Through Biopunk Narratives.pptxMan or Manufactured_ Redefining Humanity Through Biopunk Narratives.pptx
Man or Manufactured_ Redefining Humanity Through Biopunk Narratives.pptxDhatriParmar
 
Oppenheimer Film Discussion for Philosophy and Film
Oppenheimer Film Discussion for Philosophy and FilmOppenheimer Film Discussion for Philosophy and Film
Oppenheimer Film Discussion for Philosophy and FilmStan Meyer
 
Unraveling Hypertext_ Analyzing Postmodern Elements in Literature.pptx
Unraveling Hypertext_ Analyzing  Postmodern Elements in  Literature.pptxUnraveling Hypertext_ Analyzing  Postmodern Elements in  Literature.pptx
Unraveling Hypertext_ Analyzing Postmodern Elements in Literature.pptxDhatriParmar
 
Student Profile Sample - We help schools to connect the data they have, with ...
Student Profile Sample - We help schools to connect the data they have, with ...Student Profile Sample - We help schools to connect the data they have, with ...
Student Profile Sample - We help schools to connect the data they have, with ...Seán Kennedy
 
DIFFERENT BASKETRY IN THE PHILIPPINES PPT.pptx
DIFFERENT BASKETRY IN THE PHILIPPINES PPT.pptxDIFFERENT BASKETRY IN THE PHILIPPINES PPT.pptx
DIFFERENT BASKETRY IN THE PHILIPPINES PPT.pptxMichelleTuguinay1
 

Recently uploaded (20)

ROLES IN A STAGE PRODUCTION in arts.pptx
ROLES IN A STAGE PRODUCTION in arts.pptxROLES IN A STAGE PRODUCTION in arts.pptx
ROLES IN A STAGE PRODUCTION in arts.pptx
 
Concurrency Control in Database Management system
Concurrency Control in Database Management systemConcurrency Control in Database Management system
Concurrency Control in Database Management system
 
Narcotic and Non Narcotic Analgesic..pdf
Narcotic and Non Narcotic Analgesic..pdfNarcotic and Non Narcotic Analgesic..pdf
Narcotic and Non Narcotic Analgesic..pdf
 
Mental Health Awareness - a toolkit for supporting young minds
Mental Health Awareness - a toolkit for supporting young mindsMental Health Awareness - a toolkit for supporting young minds
Mental Health Awareness - a toolkit for supporting young minds
 
Team Lead Succeed – Helping you and your team achieve high-performance teamwo...
Team Lead Succeed – Helping you and your team achieve high-performance teamwo...Team Lead Succeed – Helping you and your team achieve high-performance teamwo...
Team Lead Succeed – Helping you and your team achieve high-performance teamwo...
 
Q-Factor General Quiz-7th April 2024, Quiz Club NITW
Q-Factor General Quiz-7th April 2024, Quiz Club NITWQ-Factor General Quiz-7th April 2024, Quiz Club NITW
Q-Factor General Quiz-7th April 2024, Quiz Club NITW
 
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptx
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptxINTRODUCTION TO CATHOLIC CHRISTOLOGY.pptx
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptx
 
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnv
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnvESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnv
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnv
 
Paradigm shift in nursing research by RS MEHTA
Paradigm shift in nursing research by RS MEHTAParadigm shift in nursing research by RS MEHTA
Paradigm shift in nursing research by RS MEHTA
 
Mythology Quiz-4th April 2024, Quiz Club NITW
Mythology Quiz-4th April 2024, Quiz Club NITWMythology Quiz-4th April 2024, Quiz Club NITW
Mythology Quiz-4th April 2024, Quiz Club NITW
 
Q4-PPT-Music9_Lesson-1-Romantic-Opera.pptx
Q4-PPT-Music9_Lesson-1-Romantic-Opera.pptxQ4-PPT-Music9_Lesson-1-Romantic-Opera.pptx
Q4-PPT-Music9_Lesson-1-Romantic-Opera.pptx
 
Transaction Management in Database Management System
Transaction Management in Database Management SystemTransaction Management in Database Management System
Transaction Management in Database Management System
 
ICS2208 Lecture6 Notes for SL spaces.pdf
ICS2208 Lecture6 Notes for SL spaces.pdfICS2208 Lecture6 Notes for SL spaces.pdf
ICS2208 Lecture6 Notes for SL spaces.pdf
 
Man or Manufactured_ Redefining Humanity Through Biopunk Narratives.pptx
Man or Manufactured_ Redefining Humanity Through Biopunk Narratives.pptxMan or Manufactured_ Redefining Humanity Through Biopunk Narratives.pptx
Man or Manufactured_ Redefining Humanity Through Biopunk Narratives.pptx
 
prashanth updated resume 2024 for Teaching Profession
prashanth updated resume 2024 for Teaching Professionprashanth updated resume 2024 for Teaching Profession
prashanth updated resume 2024 for Teaching Profession
 
Oppenheimer Film Discussion for Philosophy and Film
Oppenheimer Film Discussion for Philosophy and FilmOppenheimer Film Discussion for Philosophy and Film
Oppenheimer Film Discussion for Philosophy and Film
 
INCLUSIVE EDUCATION PRACTICES FOR TEACHERS AND TRAINERS.pptx
INCLUSIVE EDUCATION PRACTICES FOR TEACHERS AND TRAINERS.pptxINCLUSIVE EDUCATION PRACTICES FOR TEACHERS AND TRAINERS.pptx
INCLUSIVE EDUCATION PRACTICES FOR TEACHERS AND TRAINERS.pptx
 
Unraveling Hypertext_ Analyzing Postmodern Elements in Literature.pptx
Unraveling Hypertext_ Analyzing  Postmodern Elements in  Literature.pptxUnraveling Hypertext_ Analyzing  Postmodern Elements in  Literature.pptx
Unraveling Hypertext_ Analyzing Postmodern Elements in Literature.pptx
 
Student Profile Sample - We help schools to connect the data they have, with ...
Student Profile Sample - We help schools to connect the data they have, with ...Student Profile Sample - We help schools to connect the data they have, with ...
Student Profile Sample - We help schools to connect the data they have, with ...
 
DIFFERENT BASKETRY IN THE PHILIPPINES PPT.pptx
DIFFERENT BASKETRY IN THE PHILIPPINES PPT.pptxDIFFERENT BASKETRY IN THE PHILIPPINES PPT.pptx
DIFFERENT BASKETRY IN THE PHILIPPINES PPT.pptx
 

Mokita training

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