MMM Consulting provides customizable project management and development solutions for companies. Their consolidated team offers clear competencies in areas such as project management, communication, and methodologies. Available programs from 2011-2012 can be tailored for individual company needs.

1. MMM Consulting
development solutions
Available programs at date, customizable for
your company
2011 - 2012

2. Not
knowledge Harmonizing
but solutions
OUR
Consolidated
offer
team
Project Clear areas of
management competencies

3. Persona Global
Methodologies

4. Persuasive
Communicator

5. Persona TRUST Model

7. Approach
• A communication training course based on Persona model of communication
social styles and building trust- a 20 years course with “a successful carrier”,
being one of the communication training courses most efficient (has more
then 1,3 participants on 5 continents, program available in 39 languages)
• Persuasive Communicator (PC) acts on our abilities of creating trust,
positively influence people and get results win-win as quick as possible.
• During the training, the participants will find out how they are perceived by
their collegues and business partners, which impact create and how they
gain trust, how flexible they are in the interpersonal relationships and how
they can use empathy. Starting form here, during the training, people build
personalized action plans which allows them to increase the communication
efficiency with others.
• Unique feature: use the aplication after course, on a 30 days period for
fixing and continuing the exercise from course  lifetime ability!

8. Performance
SCA MAP PLP LDC OEA

9. Alignment and organizational productivity
OAS – organizational alignment
OEA _ organizational and team engagement
M@GIC© -
team processes
SCA – strategy and efficacy in sales
MAP© -
leadership act assessment

10. Managament Action profle

11. Approach
• MAP is an innovative performance management instrument
which offers global feedback, being expressly conceived to
measure managers performance in key domains of activity, of
which depend their managerial success and team efficiency.
• Dimensions measured by MAP
– Leadership
– Personal organizational abilities
– Team work and motivation
– Information and communication
– Continues processes improvement
– Potential and competences development
– Using power and authority
– Interdepartmental cooperation

12. Sales Competency
Assessment

13. Approach
• A methodology to evaluate the selling competencies under a solid
measurable research, type 180 (from coordinator/selling manager
to sales agent).
• Unique feature: The client opinion may be requested
• It involves 13 development and competences areas of a sales agent
that include all selling stages, but also the product and industry
knowledge.
• The sales managers will be able to evaluate its people and give
them feedback, by improving the relationship.
• Applied to the selling force allows the revision of the processes
that lead to sales results.
• Adjustment of the development investment: issues through
training, issues through procedures and organization procedures,
issues through coaching and personal feedback, issues through soft
skills area, issues in the selling/training area specific for
products/services.

14. Organizational
Alingnment Survey

15. Approach
• The Organizational Alignment Survey is a personalized diagnosis
instrument, by which the organization is evaluated in 13 key areas which
have been demonstrated for becoming conclusive and the best in
industry. OAS evaluates the entire oraganization and compares it with the
best organization from our database, offering an internal or external
refference.
• Method
OAS can be administrated as a self questionaire, but also as a primary
analysis element in a major organizational changing intervention that may
take months or years. OAS allows a visual scanning, which makes it
available to all people in the company (so the results be more credible for
the employees). Based on OAS results and recommandations specifical
interventions may be realized; OAS can be readministrated systematically
to measure improvements and see the following necessary steps.

16. M@gic

17. Approach
• M@gic is an evaluation instrument emerged from the examination
model of B. Tuckman regarding the team development stages.
• M@gic helps the team and its manager to determine the maturity
level as well as to determine corporate or individual actual actions
for bonding team cohesion and coherence so they could get the
best results.
• Due to the fact that the management systems emphasizes more
the individual performance and the globalization spreads the teams
in different locations, banging to cultural barrier, M@gic offers
specific information to the team managers and members for
knowing how they can perform better as a team and deliver
business results.
• The instrument is easily integrated in a team-building process,
consultancy and training for team work efficiency and helps the
consultant to determine the real actions and activities which will
increase the team cohesion based on its maturity level.

18. Talent
management

19. Approach
• A talent management program in organizations
addressed to middle and top managers.
• We propose ourselves to aware managers
regarding their role in identifying, forming and
keeping talents within organization.
We propose ourselves to offer practical working
instruments in identifying and using organization
human potential so the company could keep the
most qualified employees.

20. Performance Leadership Profile
• The training uses the 360 methodology-
Performance Leadership Profile based on
the behavior research which leads to
performance, started more than 40 years
ago.
• First used to improve the efficiency of the
training processes, the research results
have been subsequent applied in a larger
area for improvement of the human
performance in general.
• As against to other approaches regarding
increasing of productivity and leadership
development, this technology is based on
a real case business and hard working
empirical research .

21. Approach
• BENEFITS for the participant: development of dimensions that generate
performance.
– SETTING OBJECTIVES: Setting organizational/group and individual objectives, as well as the
expectations which are flip, tangible, realizable in time and provocative.
– OPTIMIZING CONDITIONS: Measure if a person selects efficiently and establishes right people
at the right positions, offer the necessary training, has the key managerial competences and
offers support through optimum working organization.
– MEASURMENT:. The established performance indicators aligned to the organization, objectives,
precise, that measure time and are under control of the person whose performance is being
measured.
– FEEDBACK: Information in respect with performance that is regulated, takes place in an
established timeframe, specific, easy to understand and communicated in different styles.
– POSITIVE SETTING . Systematic information on the positive consequences which rise from a
better performance in organization, in team work as well as positive appreciation from the
manager that must keep the performance live in the other person
– COACHING/TEAMBUILDING: Methodic information in a constructive and supporting manner of
the elements that must be corrected or improved to help the group or the persons to reach
their maximum potential.

22. Developing engagement in your team
• The potential payoffs for enhancing employee engagement
are considerable.
• The evidence indicates that there are at least four
communities, of engagement and that what it takes to move
employees into what we call the Achiever community, those
that are actively engaged, depends on which of the other
three engagement communities the employee find
themselves.

23. Approach
• A two days workshop to equip managers with tools
in order to develop, maintain and increase the level
of engagement in their teams
• Each manager receives a report about the level of
engagement in their team and what they specifically
should do, based on a 15 min on-line survey
completed by their direct reports
• Not only a training but a real life case study
developed for and with each participant
• Practical tools for work

24. Engagement at organizational level
• The company organizing the workshop may benefit
by a second survey to understand the level of
engagement at company level, understand tactics for
improvement, area for interventions and best ways
for implementation

25. Integrated programs
Business strategy: alignment
and vision in practice (OAS)
• Diagnosis, action planning assist in
implementation
Integrated development
programs
• Design, training, assist in
implementation
Focus on clients: changes in
attitudes for committed clients
• Design, training, assist in
implementation
©Copyright Persona Global and Shaun Smith & Co., April 2009

26. Trust
Personal
development
Emotional Performance
Capability (leadership)

27. Strategic development – for learning
organizations

28. Train of trainers
• Participants: 714
• Companies: 76
• Training days: over330
• Programs for trainers development:
• BCR-45, Nestle-15, Romstal-38,
Unicredit-18, Apa Nova-12, Saint
Gobain-14, RZB – 7, Metro – 11
• Or specific in-house programs
developed for:
• Tarom-22, Pirelli-18, Interbrands-
15,Bancpost-14, Carrefour-75
• Available at 15 May 2011

29. Approach
• The course is based on experiential learning and exercises- each
participant will work at least 30-40 minutes in front of the class as a
trainer, coordinating an exercise, leading a debrief session, a
debate or demonstrating the use of an exercise known by him.
• Feedback is permanent and continuous conservative
• The most important resource is the wealthy experience of
participants- even if they are not experienced trainers- their role
and our artistry is to reveal and use all this wealthy.
• Learning partnerships- a similar principle to coaching, in which each
participant supports its fellow to reach the development objectives.
• Permanently work on two plans: the classroom is an experimental
and analyzing arena

30. Powerful training
• Management and
Strategy for Training
and Development- a
program designed for
HR specialists that
manage, buy, organize
and design training and
development programs
and projects.
• Guest speaker

31. Approach
• Powerful TRAINING is a program for developing and
training of knowledges and abilities of those activating in
the Training Departments or for those have responsabilities
concerning training programs management, such as:
– Diagnosis for training needs starting from the performance
management systems and company competences.
– Delivering training programs to answer real needs
– Preparing and coordinating activities concerning the training
program acquisition
– Relation with the internal training supplier, development of
internal trainer
– Relation with the external training supplier, training brief
– Performance indicators in training

32. Talent modeling workshop
• In order to teach and model upon them, the
managers should posses a series of methodologies
for a more efficient work. Knowledge, Mentoring
abilities
• They should work with : attitudes
Situational
Leadership
For making all these Coaching
things efficient, they Learning
styles Kolb
must be placed at the cycle
right place in the right
order
How do we do this?

33. Approach
• Build systematically the abilities the managers
need.
• Set necessary methodologies to develop
people
• Offer the necessary tools
• Show the optimal order in which the concepts
should be applied and approached
• Show the context for people development

34. Top management…and not only
Organizational
development
Alignment in projects
Trust organizations
M@gic – your team
development stage?
Dysfunctionalities of a team

35. Executive Coaching and individual
development programs
• Understand the • Free your potential
mechanisms • Set your objectives
– In your team • Do your plan
– In your structure • Act
– In your relationships
• Know yourself and
understand the
leader impact

36. Project Toolkit
working in project teams
a personalized working concept for
proficiencies and abilities development in
project management

37. Abordare
Monitoring,
2nd day
Time
Simulation on a case study
especially developed for the
client company
Project management aptitudes: impact
and risk analyses, monitoring and
1st day
planning instruments
Subordinate applications:
communication, meetings management,
creating ideas, role plays, etc

38. Presentation skills…differently
• A program for
development and training
of the presentation skills
addressed to managers for
increasing their efficiency
and improve their
presentation impact in
front of internal and
external clients and to get
results more easily.

39. Approach
• One day of presentation technic: with business people - the
awareness of the individual capacity for improving their
impact presentation capacity, in the business area: meetings,
company presentations, clients presentations.
• Getting the elements of good practice regarding the
preparation and delivery of a successul presentation.
• One day of Speech techniques; with an excellent acting
teacher, actor at TNB- Exercising and enduring some key
elements for efficient presentations: working with your
emotions, critical situation management which diminish the
presentation impact, working your voice, gesticulation.

40. Orathory- speech about my speech!
• Set of on going flow
of exercises,
experiential learning
in order to offer the
opportunity to
experience and
learning public
speaking techniques.

41. Approach
• Consolidate the knowledge reffered to spech elements
• Develop the interpersonal communication abilities
• Awareness of the elements that may influence the message transmission.
• Develop the auto control habits in front of an audience less receptive
Competences
• Use the verbal and nonverbal language to deliver a message
• To recognize the communication types adapted to the audience
• To identify the nonverbal communication elements that support the active
listening
• To achieve voice usage technics
• To apply elements of emotion control
• To develop the result orientated attitude
• To achieve the attitude of being emphatic and asertive
• To inspire and encourage the positive thinking

42. Client on the first place!
•Original 100% concept
•Complex project
•Combined Methodology: Internal
communication through visuals, collection of
views and organizational stories, change
agents, follow-up tools designed specifically
for the project.
•Educational movie and internal made videos.
•MS
•Impact in all organizational levels (6000
employees)

43. Life-time clients, the future of the
business
• Tom Peters says that 70% of
our customers do not leave
because of price or product
quality problems, but because
they did not liked the human
aspect of interaction with
suppliers' product or service.
Studies made ​by The Forum
Corporation supports this and
shows that 45% of these
"deserted" customers said
they switched suppliers
because they have not receive
enough attention.

44. Approach
• Each participant will discover several simple ways to create customer
delight and to transform happy and unhappy clients in loyal clients.
• Each participant will leave the course being able to create a strategy and
approach that will lead to customer delight and loyalty.
From course agenda:
• Relationships scale – from unhappy clients to loyal clients. The value of a
client for our business
• The importance of loyalty
• What loyalty is and how to win it
• The importance of emotions in relationship with clients
• Client recovery – how can we treat an unhappy client in order to win him
for lifetime
• Unique moments in relationships with clients – UAU effect!

45. Work conflicts and litigations
• Feedback is permanent
and conservative: we
use feedback each time
a participant has been
involved in an exercise,
so each participant to
improve its performance
by using the vision and
experience of all others.

46. Approach
• The course is created based on the careful observations of
the market existing needs. This way is has been designed a
real necessity for all actors involved – a more complete and
detailed image referred to various implications and
consequences which the work conflicts may produce within
the company, conflicts which automatically- transform
themselves in work litigations.
• The participants will be able to manage in the future all
these conflicts, having the legislative perspective as well as
the judicial perspective. To these perspective, in a more
than innovated mode- it appears the new perspective of
conflict mediation.

47. www.mmmconsulting.ro
Delea Veche 51, bloc 46,
etaj 5, apartament 13.
021.320.32.34