Organizational Development Topics
Strategic Organizational Change
How is strategic organizational and cultural change achieved for a company or a department within a company? What is “Strategic Change”? And why is this terminology relevant? Where is your organization at now, and where is it headed in the future? How can you inject new life into seemingly stagnant structures? If you have a known destination, what organizational markers will indicate you have arrived? In this talk, Norm shares the classic models for achieving intentional change while sharing from his own personal experiences and classic case studies.
High Performing Teams: Assessment & Development
Does your Team need a tune-up? How self-aware is your team as a whole? When was the last time a gap analysis was completed on your entire team so that you could benchmark and clearly articulate your team’s collective strengths and weaknesses? Does your team suffer from an over-or-under emphasis on certain roles? From the honeymoon phase untoward maturity, Norm will discuss the journey of team development, barriers, and a number of psychological and behavioral tools that can help diagnose the next best developmental challenge for your team.
Talent & Employee Life-Cycle Management
Ever hired someone you wish you hadn’t? Or conversely, ever lost someone that you wish you could have retained? How did either happen? Selection, competency modeling, onboarding, development, succession planning and employee separation are the elements and key componentry to a finely tuned talent management process. Omit any of these and your organizational processes are sub-optimized and can potentially be rendered toxic. Put the right people in the right roles and have confidence that you are asking the right questions in the interview. De-select the wrong people up-front to spare your company the time, heartache, and cash.
Emotional Intelligence, Leadership & Management Development
What models do your managers rely upon for developing their teams and personnel? Awareness of various Leadership, Management and Coaching Styles is imperative to understand which style is best for achieving desired outcomes. But it should also be recognized that all leadership first begins with self-awareness. Models selected should account for managerial self-awareness, stage of development, and for the intervening variables of context and individual preference. A “one-size fits all” approach is dangerous. Managers are empowered when they have a menu of options to choose from in terms of understanding which style is most appropriate for their personal style and the situation at hand.
High-Performance Organizational Learning Systems
How are best practices being captured and shared to help your company win? In the context of a highly competitive marketplace where new market entrants are the norm, the organization of today must continually learn. Market intelligence gathered from frontline personnel needs to be shared so that the entire organization can nimbly and tactically adapt. How is this info codified? Are your best practices captured and categorized? But more importantly, how are these best practices shared, transferred, and systematically deployed across your organization so that competitive threats are minimized and your value proposition is maximized? New technology enables the above.
Sales Effectiveness & Business Development Topics
Importance of Having a Selling System
Why do college coaches insist on teaching their team having an offense, a defense, and a known set of plays? Because they share something that is in very much in common with Business Owners, Investors, and Business Development executives---that is, they desire predictable growth outcomes that are both manageable and measurable. In the absence of a system when creating demand generation, your team is automatically relinquishing marketplace position and is thereby played as the pawn of an existing system imposing its will on your organization. Whose system will win out? The team that has and can execute a superior system. In this talk, Norm highlights the importance of having a system for recapturing precious seed capital, attain positive cash flow and growing a business to attain targeted and desirable outcomes.
Contracting, Qualification & Disqualification Skills
How fast is your fledgling company failing? We all know failing faster is better in the start-up world. But how equipped is the leadership team of your nascent start-up practically empowered to daily qualify the right opportunity, but more importantly disqualify the wrong opportunities?—thus accelerating success or failure? These same set of questions not only apply to your executive team, but also to your sales & business development teams. The unrecoverable assets of energy and time are at stake, and of course although it is sometimes recoverable, cash is at stake too!
Equal Business Stature, Bonding, & Rapport
First impressions are powerful. How well do the executives and business development teams stewarding your investment carry themselves? Can they lead a meeting with equal business stature and confidence? Do they have the moxie to attract a deal unto your investment? Do they have knowledge of the fundamental psychology that facilitates the development of trust? More importantly, do they have the self-awareness to modify their styles and elevator pitch to match their targeted investor or audience? Business is about relationships. Relationships are not built without competence in bonding and rapport. Skip over this step or not do it well, and the ship will sink before ever leaving the harbor.
Why do People Buy & How do They Buy?
Can your team explain or articulate the basic psychology behind the question “why people buy”? If not, they might not be able to help an investor, prospect, or tech partner purchase your product, technology, or services. We all agree a technology can have multiple value propositions. But telling isn’t selling, and so why does a customer buy? In short, people buy because of pain. But not the pain which is expressed at the surface. Pain that moves people to buy is typically hidden. Unless you can facilitate understanding on the need to take action toward resolving their deep pain, they may not and most likely will not, make a purchase. Thus the need for understanding the hidden psychology behind why people buy.
Accelerate Topline Growth with Practical Lead Generation Tactics
Have a great technology but dwindling revenue stream? Entrepreneurs sometimes have to dig deeper before they can build higher. Like all solid construction projects, such an effort requires a sophisticated and robust architecture. But architecture alone isn’t sufficient. It must be accompanied by a solid interpersonal skill set and resilient mindset that requires multiple, subtle and powerful prospecting competencies. Smart is good and necessary. But finding and developing revenue streams requires grit. No guts. No gain.
Need a Sales Assassin? Train your Engineers, Technicians, & Introverts into Revenue Snipers
If you subscribe to the notion “that everyone is in sales”, why isn’t everyone selling? Your engineers and technicians are often intimately acquainted with your customers problems, yet lack a system for converting those problems into revenue. The opportunities to go deeper and wider within a current account are there, they just need to be captured. If empowered with a model that would allow an introvert/technician to understand that selling isn’t about persuasion as much as it is problem solving, how much more revenue might your tech teams yield? In this talk, Norm teaches that great sales are already on your team. They just need a system and philosophy to help them understand what to do when an opportunity arises.