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Pearson professional attitudes_and_behaviours_ws_nine sept14 without notes (2)
This document outlines a workshop on customer relationship management. It discusses the importance of developing good work relationships and provides a four-step process for managing relationships: 1) Planning, 2) Building rapport, 3) Taking action, and 4) Keeping the connection. For each step, techniques are described to understand the customer, build trust, share knowledge, communicate effectively, and maintain ongoing engagement. The goal is to provide guidance on developing strong, long-term business relationships.
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Pearson professional attitudes_and_behaviours_ws_nine sept14 without notes (2)
- 1. Professional Attitudes and Behaviours - Workshop 9 Customer Relationship Management
- 2. Review of ModuleOverview Workshop 3 Communicati on Skills and Interpersonal Behaviour Workshop 2 Time and Project Management Workshop 4 Team Working Workshop 1 The Commission Module overview Business Analysis Workshop 5 Report Writing Presentation Skills Workshop 6 (10% of final mark) Team Presentations on Workshops 1 – 5 Communications Project Management Business Analysis Workshop 9 Customer Relationship Management Preparation for Board Paper Workshop 7 Preparation for Charitable Activity PAVE fundraising activity Workshop 8 (20% of final mark) Observed Charitable Activity Video Blog (30% of final mark) 10 minutes – reflections on module and learning Workshop 10 (40% of final mark – 30% group 10% individual) Team Presentations to Client Board Based on Board Paper Board Paper to be submitted 750 words Readings to be advised Assessable content
- 3. Workshop Objectives Understandthe importance of developing good work based relationships Strive towards greater consistency in managing relationships, both internal and external Look at ways of approaching potential new relationships Provide hints tips and techniques around a four step relationship management process Consider ways of developing and improving your relationship management style
- 4. Relationships Who dopeople have work based relationships with?
- 5. Business Relationships andFriendships What actually is the difference? Where are they similar? Give some examples
- 6. Relationship Management andYOU Who do you currently have a good relationships with? Are they friendships or business relationships? How do you currently go about managing that relationship?
- 7. Relationship Triangle Customer Stakeholders You
- 8. Good Relationship Management • Trust Behave honourably and make credible commitments Understand your Customer’s needs and working to THEM • Exchange of Knowledge •Share perspectives/insight •Remove barriers • Communication •Speak the right language •Influence at all levels • Flexibility •Adapting your style
- 9. Four Steps toGreat Relationships 1. Planning 2. Building Rapport 4. Keeping the Connection 3. Taking Action
- 10. Planning A meetinghas been arranged with your supplier/donor/ sponsor/partner. What actions do you take prior to the meeting?
- 11. Do your Homework Give yourself time and space for important meetings How long is the meeting scheduled for? Make sure all the right people are there on both sides Do your research on the organisation and people Understand the history Plan HOW you meet as well as WHAT is on the agenda Be clear about what the meeting is to achieve Prepare the questions you want to ask in advance What stories do you need to tell? What will ‘wins’ look like – to both sides. However small? What objections might there be, - how will you deal with them? Rehearse, rehearse, rehearse!
- 12. Understand your Partner “You must genuinely understand my world, recognise what makes me special and focus on what I really need”
- 13. Seeing your Partner’sViewpoint ASPIRIN Aspirations Stakeholders Pressures Infrastructure Restrictions Influence Non negotiables
- 14. The initial meeting Arrive early to get orientated and find things to talk about Turn your mobile phone etc OFF! Show enthusiasm from the outset and respond to your partner’s enthusiasm Remember the obvious – Smile and make eye contact! Look immediately for opportunities to build rapport Consider what experiences you have that might map together
- 15. Never…. Use jargonor acronyms Bring huge decks of slides Push products, ideas, opportunities, proposals Assume understanding of the partner’s vision Keep saying we …we…we… (except when referring to you and the partner) Offer a canned solution Immediately disagree with the partner or dismiss their comments/lifestyle Do the lion’s share of the talking
- 16. The Customer’s World Observe it What is important to them and why? Look for clues – photos, ephemera, family Look for body language - positive? Meet them in THEIR world, show a genuine interest Disclose your experience of their world, use their words and phrases – be positive
- 17. Mirroring and matching Try to match their voice, posture, energy without mimicking Subtly mirror any positive body language signals Adjust aspects that you want to change gradually They won’t notice, they aren’t looking for it If you have developed rapport, they will follow
- 18. Listening and Reflecting Two eyes, two ears and one mouth Listen with your eyes and your head Get them talking and keep them talking Confirm back what you think you have heard Ask focused questions – open and closed Use humour – particularly self deprecating but carefully! Visual, auditory, kinaesthetic
- 19. The Partner’s Agenda Don’t force it Ask what your partner wants before stating your aims Listen, suspend judgement, reflect Be prepared to adjust and flex Invite disclosure Ask what your partner wants from a personal viewpoint, Keep the conversation general to start and respect their privacy “What is your perspective on this?”; “What is important to YOU” Build shared ownership Use ‘Us’ and ‘We’ rather than ‘I’ ‘Me’ and ‘You’ Make yourself useful to them Make sure everyone’s needs are met
- 20. Validate what youhave heard Share insight and demonstrate your credibility and credentials Test for reactions and understand any challenges they express Be honest about your own situation, goals, ambitions Tell stories – be flexible not linear
- 21. Keeping the Connection The meeting ends – what next?
- 22. Act Immediately Agreenext steps (issue – action – value) Agree the method of operation (next page) Personalised letter or email More substantive follow up Set up follow up meetings – introduce new players Clarify roles and timescales (RACI) Show you have listened and understood Do what you say you’ll do: “when do you need it?” Produce an update within EveryChild and circulate as appropriate Implement suggestions – and tell them!
- 23. Confirm working practices How much contact do you want? Discuss openly, it’s a two way process Agree how you will communicate Don’t agree things you don’t want Be prepared for polite rejection Keep the connection alive Manage actively to make sure contacts don’t die off Make diary notes, don’t let things drift Let them know you are thinking about them
- 24. Preparing for thepresentation - Take the rest of the time available to: - Finalise your presentation for next week - Finalise your report - Make some notes about your blog – even go and do it - Get some guidance from the tutor on any of the above