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3 principles of people management
- 1. The One Minute Manager 3 simple principles of people management Speaker Name
- 2. The best minute you spend is the one you invest in people.
- 3. Improving Productivity • As Managers we are trying to make our Consultants more productive. • We also want to improve the quality of what they do.
- 5. People Who Feel Good About Themselves Produce Good Results!
- 6. 3 Principles of People Management 1. Goal Setting 2. Praise 3. Feedback
- 7. 3 Principles of People Management 1. Goal Setting
- 8. What is a goal? The S.M.A.R.T Principle • Goals should be: –S pecific –M easurable –A ttainable –R ealistic –T imely
- 9. A General Goal I want to get in shape!
- 10. A S.M.A.R.T Goal “My New Years resolution for 2009 will be to start an exercise program by joining a Gym for 3 months, where I will work out 3 days every week. The reason for this is for general health and wellbeing and to loose the extra 5 kilos I put on last year so I can fit back into my bikini for summer."
- 11. Summary • Agree on your goals • Write out each of your goals • Read and re-read each goal, which requires only a minute or so each time you do it • Revisit your goal with your downline at each one-on-one.
- 12. 3 Principles of People Management 1. Goal Setting 2. Praise 3. Feedback
- 13. Praise helps People Reach their full Potential Catch them doing something right!
- 14. Praise Approximates Behaviours How to get to the “perfect” behaviour
- 15. How to Praise • Ask permission from Consultant from the outset so you can give them Feedback on how they are going. • Praise immediately when you catch them doing something you like • Tell people specifically what they did right • Stop for a moment to reflect • Encourage them to do more of the same • Physically Touch people in a way that makes it clear that you approve of their behaviour
- 16. 3 Principles of People Management 1. Goal Setting 2. Praise 3. Feedback
- 17. Feedback • Why is it so important? • Why don’t we do it? • Are we overdoing it?
- 18. How to Give Feedback • Always get permission in advance to give Feedback. • Give them Feedback as soon as you become aware of the need
- 19. How to Give Feedback • Remind them how much you value them • Express that you think highly of them • Give them the Feedback • Help them to diagnose the situation • Help them to work out what to do • When the Feedback is over, its over.
- 21. Scenario 1 • Consultant has sponsored several people in the last 6 months, all of whom have not re-ordered. It’s clear that this Consultant is not following through with her new Sponsors • One of her goals was to develop a team. • What would you do?
- 22. Scenario 2 • A Consultant has been complaining to other Consultants about not making enough money. She is creating feelings of negativity within the group. • One her goals were to keep a positive frame of mind. • What would you do?
- 23. Scenario 3 • Nutrimetics Head Office receive a complaint from one of your downline’s Hostesses saying that “The Consultant was very pushy and delivered the products to her two weeks after the arranged date” • One her goals was to give outstanding customer service • What would you do?
- 24. Scenario 4 • One of your Consultants is developing a new Consultant of her own. Her new Consultant has not been performing even though your Consultant has set some goals with her, she is finding it hard to challenge her. • One of her goals was to develop new Consultants with the view to becoming a Manager herself. • What would you do?
- 25. Scenario 5 • You’re having a group discussion with your team and one of the Consultants suggests something inappropriate in front of the group. You don’t want to reprimand her publically but you don’t want the other Consultants to think that you approved of her suggestion. • Goal not applicable • What would you do?
- 26. Feedback Do’s / Don'ts • DO refer back to the Goal • DO listen • DO focus on what instead of who – • DO offer constructive suggestions • DO ask lots of questions to encourage self-diagnosis • DON’T make it personal – remember its what they did, not who they are.
- 27. 3 Principles of People Management Recap 1. Goal Setting 2. Praise 3. Feedback
Editor's Notes
- The One-Minute Manager: 3 simple principles of people management that are effective and efficient methods for busy managers to improve Productivity of our consultant.
- Concepts taken from the One Minute Manager Books by Ken Blanchard and “Nutri-fied” to suit our culture Tag line: The best minute you spend is the one you invest in people.
- As Managers we are tying to enable our Consultants to be more productive. This does not mean that we just want them to produce more! We also want them to improve the quality of what they do… As Nutrimetics Managers we need to coach our Consultants in how to be productive in the most effective way. Improved Productivity means improving quantity and quality. Ideally you want a higher quantity of new Consultants but also of a higher standard….follow the Some Will, Some Won’t, So What, Who’s Next. Usually the 80 / 20 rule applies, that is 80% of productivity comes from 20% of your Consultants. Again this business is about numbers numbers numbers. To increase the number BEHIND the 20% you need numbers. Eg 100 Consultants at 20% is 20 Consultants, 500 Consultants at 20% is 100 Consultants.
- So how do we improve productivity in our business? This requires strong leadership from us as Managers. Essentially you are trying to modify the Consultants’ behaviour, although sometimes you can’t change a Dalmatians spots, so we continue to be on a replacement program. How do Managers go about changing behaviour? 5% of your Downlines will be superstars that won’t require a lot of management, and want success 10% of your Downlines are not interested and no amount of training will help them – sometimes we need to let them go with love. The other 80% (home buyer base) will have the great potential to be outstanding, but they need a little help. Contact them over time to keep them in the picture if their situation ever changes Remember Don’t Pre-Judge! Share stories of if you have ever prejudged someone and been wrong.
- It’s a fact, “People Who Feel Good About Themselves Produce Good Results!” Trainer can encourage discussion: Have you noticed how self confidence is a great motivator? Nothing succeeds like success. Trainer to give an example or tell a story to demonstrate. Most people that under-perform usually have poor self esteem often due to being criticised their entire life. These people you can help with solutions such as: Reading positive books Affirmations Self talk Surrounding themselves with positive people etc
- There are 3 principles of People Management. They are: Goal setting Praise Feedback
- What is the importance of Goal Setting? Goals begin behaviours. There is not much point watching a soccer match if there wasn’t such a thing as goals Goals also focus the mind. As a Manager the first and most important thing to establish with your downline Consultants are ‘goals’ – remember to always establish life goals as well as business goals. Once you know their life goals it can help you to show them how Nutrimetics can be the solution for what they want. The reason for this is because a goal establishes gives you a reference point and is an inspirational tool to help keep Consultant on track. Tell the group that you will explain this in more detail shortly
- So what is a goal? Lets have a look at how to set a goal the S.M.A.R.T way. If goals are to be set they need to be SMART S - Specific A specific goal has a much greater chance of being accomplished than merely a general goal. To set a specific goal you must answer the six "W" questions: *Who: Who is involved? *What: What do I want to accomplish? *Where: Identify a location. *When: Establish a time frame. *Which: Identify requirements and constraints. *Why: Specific reasons, purpose or benefits of accomplishing the goal. M - Measurable When you measure progress, you stay on track, you reach your targets, and experience the exhilaration of achievement that spurs you on to the continued effort required to reach your goal. To determine if your goal is measurable, ask questions such as......How much? How many? How will I know when it is accomplished? A - Attainable When you identify goals that are most important to you, begin to figure out ways you can make them come true. You need to develop the attitudes, abilities, skills, and financial capacity to reach them. You begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals. You can attain most any goal you set when you plan your steps wisely and establish a time frame that allows you to carry out those steps. Goals that may have seemed far away and out of reach eventually move closer and become attainable, not because your goals shrink, but because you grow and expand to match them. When you list your goals you build your self-image. You see yourself as worthy of these goals, and develop the traits and personality that allow you to possess them. R - Realistic To be realistic, a goal must represent an objective towards which you and your downline are both willing and able to work. A goal can be both high and realistic; you are the only one who can decide just how high your goal should be. But be sure that every goal represents substantial progress. A high goal is frequently easier to reach than a low one because a low goal exerts low motivational force. Some of the hardest jobs you ever accomplished actually seem easy because they were a labor of love. Your goal is probably realistic if you truly believe that it can be accomplished. Another ways to know if your goal is realistic is to determine if you have accomplished anything similar in the past or ask yourself what conditions would have to exist to accomplish this goal. T - Timely A goal should be grounded within a time frame. With no time frame tied to it there's no sense of urgency. If you want to lose 10 kilos, when do you want to lose it by? "Someday" won't work. But if you give it a timeframe, EG "by May 1st", then you've set your unconscious mind into motion to begin working on the goal.
- Example of a general goal would be, “I want to get in shape."
- An example of a specific goal would be, “My New Years resolution for 2009 will be to start an exercise program by joining a Gym for 3 months, where I will work out 3 days every week. The reason for this is for general health and wellbeing and to loose the extra 5 kilos I put on last year so I can fit back into my bikini for summer." What would be a good example of a goal we could set together with a Consultant? Other examples? Invite class to offer suggestions.
- Summary- read slide Using these principles discuss, conduct the following activity.. Activity with group (10 minutes): Set a SMART Goal. Ask the group to pair up with the person next to them Person A to be the Manager, Person B the Consultant The Manager helps the Consultant work out her SMART Goals Allow time for them to write down goals and then swap roles.
- We have covered Goal Setting- now the importance of Praise
- Read from slide Goals begin Behaviours, consequences Maintain Behaviours
- (Dolphin analogy) Have you ever seen how a dolphin is trained to jump through a hoop? At first the hoop is kept low and the dolphin merely swims through the hoop, but the trainer rewards the dolphin by giving it a fish. The trainer keeps working with the dolphin by raising the hoop a little each time. Each time the dolphin jumps through the hoop the dolphin is again rewarded. This continues until the dolphin is jumping high into the air to pass through the hoop. By praising and rewarding you’ll have greater chance of eliciting the results you want from your downline.
- Read slide Role Play Ask for a volunteer from the class to role play being a Consultant, whilst you play the Manager: You say, “Jane, Your goal was to book 3 spas for next week. You actually booked 4, that is a great result,” Touching the Consultant gently on the arm I would continue by saying, “I’m so impressed with your ability to stick to your goal and achieve such a fantastic result. With the bookings you make from these Spas I’m sure you’ll continue to keep your diary full” Important points to remember, The praise should follow as soon as you become aware of the good behaviour. Be sure to praise every time the Consultant meets or exceeds expectations. We want to encourage any positive behaviour no matter how small. “It’s important to catch them doing something right!”
- Thirdly, Feedback.
- Praise is a very powerful method, but what do you do when things haven’t gone to plan? Most managers “let it slide” because they don’t want the confrontation, Some Mangers believe that Feedback will cause resentment to creep in to their relationship. Often people get defensive when they have received some negative feedback, as Managers how do we deal with this? Invite group discussion. Feedback done in the correct way, is not only effective but necessary. Remember you are trying to mould your downlines into being productive Consultants that will eventually become Managers themselves! There are two parts to Feedback.
- How to Give Feedback Always get permission in advance to give Feedback Give them Feedback as soon as you become aware of the need. Try to get them to come up with solutions to the issue by using the mirror technique and asking lots of questions. The one on one is the perfect environment for this.
- Conduct a Role play with a group member. Scenario Example: Jane’s initial goal was to sponsor 3, to do this she need to book about 4 Spas and hold 3 “Jane in our one on one meeting today, let me say how impressed I was with the Spa you conducted on Tuesday you sold $500, that was great!. However I don’t think the result was inline with your goal. What was your thoughts on the week? Wait for her response Ask questions about what she did, what where her sponsoring efforts, would she do anything differently. The goal here is to let her ‘self-diagnose’ the problem and help and guide her to come to this conclusion. ACTIVITY: Divide room up into 5 sections, give each section on of the following scenarios and ask them to come up with ideas (either they can go together in one big group or in pairs within the groups) Allow 10 mins and once completed give time for feedback. .
- Allow group time to work through scenario and when time is up ask for ideas. If needed you could use below answers. Trainers answers: Start with a compliment Ask how she feels about what she has achieved and the results it has given her Ask questions to help HER to diagnose the issue Ask her how she could do it differently to help her get a better result What actions is she prepared to take to fix Re-establish her goal with her Reassure her she can do it!
- Allow group time to work through scenario and when time is up ask for ideas. If needed you could use below answers. Trainers answers: There are 2 issues within this scenario: 1- is the fact she is complaining to other consultants- it is important for her to know this is not how we work and to follow our motto of ‘whinging up not down or across’. Reassure if she is having negative feelings that you are the one that can help her through them. 2- is that she is saying she is not making any money Start with a compliment Ask how she feels about what she has achieved and the results it has given her Ask questions to help HER to diagnose the issue- look at her diary with her? Look at her 6 month historical analysis. Ask her how she could do it differently to help her get a better result What actions is she prepared to take to fix Re-establish her goal with her Reassure her she can do it!
- Allow group time to work through scenario and when time is up ask for ideas. If needed you could use below answers. Trainers answers: Start by asking her if everything is alright with her….explain you received this call and you didn’t think it sounded like her, give her the opportunity to explain what happened. Ask how she feels about what she has achieved and the results it has given her Ask questions to help HER to diagnose the issue Ask her how she could do it differently to help her get a better result What actions is she prepared to take to fix Give her a compliment and reassure her.
- Allow group time to work through scenario and when time is up ask for ideas. If needed you could use below answers. Trainers answers: Ask her how it is going Ask how she feels about what she has achieved and the results it has given her Ask questions to help HER to diagnose the issue- is it that she isn’t doing enough personal sponsoring, she has put her eggs in one basket?? Ask her how she could do it differently to help her get a better result What actions is she prepared to take to fix Give her a compliment and reassure her.
- Allow group time to work through scenario and when time is up ask for ideas. If needed you could use below answers. Trainers answers: Most importantly you don’t want to embarrass her. In the group setting you could see how the group responds to the question- you may not need to do anything Or you could say that’s an interesting concept, have you considered what could happen if??? If the issue was quite concerning you may need to pull her aside later and go through the system of asking lots of questions to help her to diagnose the issue etc.
- Summary of session and hope this has helped you in some way. This could be an excellent tool to train to your up and coming stars to get the most out of their people.