Launching & Leading Virtual Teams (online course)
Launching & Leading Virtual Teams (LLVT) is a time-tested recipe for jump-starting and managing successful global teams and virtual project teams. We provide the meeting agendas for your first three sessions, 15 group process leadership tools you can use to run them, as well as tips and tricks needed to launch and lead even the most challenging virtual business teams. In addition, we bookmark the biggest hurdles, when they are likely to occur, how they are likely to emerge and, most importantly, how to handle them when they do. We keep you on track with real-time coaching from the sidelines whenever you have questions, feel stuck or get derailed. Leading virtual and global teams exposes the holes in your arsenal of team leadership skills. LLVT provides the armor to win the battle.
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Transitioning to Leadership (online &
on-site courses)
Transitioning to Leadership, whether delivered as a live class at your site with a seasoned facilitator or as an engaging, online leadership course (vTransitions), delivers the critical leadership skill sets to fill your talent pipeline and make your leadership team hum. Transitions provides customized training which fits your customers, your business culture and your people. You select the leadership skill sets you want developed, e.g., performance management and giving feedback, influencing customer decisions, leading teams, consultative selling, planning and priority setting, whatever is important to your business. We blend in leadership assessment, teach the in-depth skills, provide individual feedback and coaching to ensure behavior change and dramatically beef up your leadership bench. People walk away with the core insights for a personal career development plan along with a discussion format to share with their management.
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Provider of Choice (on-site)
Everyone wants to be the "preferred" vendor. Whether you have only internal customers who "must use" your services and often feel "stuck," or you have external customers who have many choices … everyone wants to be the Provider of Choice. But how does one become and stay the Provider of Choice? Over 90 percent of Engineers and SEs have never been exposed to the science of consulting skills. Yet it is this skill set that sells, designs and implements your products and services. It anchors both you and your customers' businesses. So how does one acquire these skills?
Consulting firms, who are often the competition, teach their people when they come on board. In corporations some learn "piece meal" by working with seasoned engineers or by emulating those deemed successful. To become the Provider of Choice, everyone who interfaces with customers needs to have skills appropriate for their role. But no role is more critical than that of the Engineer or SE. They have a unique level of credibility with customers. Customers listen to them differently. Customers trust them. You keep or lose business based on their customer-facing skills. Provider of Choice gives "your" people that edge.
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Selling Complex & Advanced Technical Solutions (SCATS) (on-site)
We've heard our clients say over the years, "Just let engineers do what engineers do best" … good engineers don't sell … they design and test … someone else sells." But then there are great engineers. Great engineers have learned how to sell. They are usually called chief engineers. Selling skills are often what make them the chief. And it usually has taken 20 plus years.
Whether you are a consulting engineer trying to sell a new product to external customers or an SE attempting to move a new idea with internal clients … selling today's leading edge technologies can be tough and slow. Most engineers are not prepared or trained for the task. They didn't get the skill set as part of their engineering curriculum. The few who have it are self-taught or learned through trial and error. Learning by mistake is expensive.
The most effective engineers are consultative. They are bilingual; they can speak both business and technology. They tailor their presentation to the level of the customer. They build their value proposition with real customer data. They set clear and realistic expectations on outcomes and support. They deliver on both. If you have great innovations and products in the pipeline but need more chiefs … SCATS.
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