Training Or Education
Training Or Education
Every month I conduct several public automotive seminars, to which automotive employees have purchased tickets to attend. I am always amazed that a dealership can have their employees attend my seminar but not have one of their managers attend. What kind of message does that send to the employees? Is the manager too good to learn more? Is the manager too smart to learn more? Is it okay as a manager to say your too busy to go, but that the employee should take the time? Is it okay to tell your employees that they must invest in themselves, without the managers doing the same? When there is a lack of manager involvement in any formal learning session, the learning process is hindered.
Whenever I conduct a one day seminar, a typical comment or reaction from the attendees is that they received a ton of good information and it seems a little overwhelming at first. The end of the seminar should not be the end of the learning, but rather the beginning of the implementation process. If a manager attended a workshop with their employees, they can take back the information gathered and begin to discuss it with their employees, decide what and how to implement it, break it down into small modules to be reviewed in training meetings, role play sessions, and one on one or group discussions. I know that a manager could leave a one day session of mine or many other trainers and have enough training material to last a year. When I do follow up phone calls to a dealership that has had attendance at one of my programs, I am always amazed to hear that none of their managers attended or that the people who attended are really excited, but the managers have not had a chance to discuss the program with the attendees. Another typical comment from mangers, is that they have not had time to do anything with the information or they are waiting to see which one of the salespeople implement the information. Most salespeople will implement 10% or less of the information if it is not discussed, reinforced and reviewed on a continual basis. "Repetition, is the mother of all skill", and "Inspect what you expect", are both valid phrases.
In the book, Seven habits Of Highly Effective People, by Dr. Steven Covey, Mr. Covey wrote of the four quadrants of time and how the majority of people spend most of their time in the least effective quadrants. Education is always the most effective quadrant of time. Education pays dividends in both short and long terms. When managers become too wrapped up in the day to day process and put education on the back burner, they have tied themselves down to one of the least effective quadrants of time and have hindered future growth. If the managers are too busy, they must rearrange their schedule, or must delegate their more menial tasks to others. Managers should spend most all of their time with either customers, employees or planning. Time spent in other areas are time wasters and ineffective usage of some of the highest paid people in the dealership. As a Dealer, or General Manager, when is the last time you have asked to see the day planners of your managers? Do they have planners? Do they have a training schedule and long term plan for the week, month, year? Who is responsible for the planning and what do you want to focus on?
Employee involvement is the most effective way to increase retention of learning. One of the most effective ways to get involvement is to start a rotating schedule of training to be done by the employees. Let the employees train a twenty minute module on any subject from sales skills, people skills, or life skills. Items such as meet and greets, handling objections, proper dress, nutrition or exercise. Managers should not do all the training or the employees begin to tune them out. The training process must run both ways between management and employees.
When employees are shown that there will be an ongoing emphasis on training and that their involvement is needed and wanted, employee satisfaction will increase, which will in turn increase sales, gross profit and customer satisfaction. When the aforementioned happens you will then know that you have made the transformation from training to education at your dealership.
Training Or Education - To learn more about this author, visit Mark Tewart's Website.
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I once heard a professional speaker by the name of Nido Quebin, ask, "Would you want your daughter to go to school and receive sex education, or sex training?" That question vividly points out the difference between education and training. Training merely shows someone how to do something and usually is a short term solution. Education is permanent and helps the employee understand the process and allows them to use their best judgment in making decisions on how to implement the information or techniques. Training is a buzzword in the automotive industry today. Most everyone believes they must either begin to train or continually increase or improve their training of all employees. The biggest challenge is how to make the training become effective, results oriented education.
Every month I conduct several public automotive seminars, to which automotive employees have purchased tickets to attend. I am always amazed that a dealership can have their employees attend my seminar but not have one of their managers attend. What kind of message does that send to the employees? Is the manager too good to learn more? Is the manager too smart to learn more? Is it okay as a manager to say your too busy to go, but that the employee should take the time? Is it okay to tell your employees that they must invest in themselves, without the managers doing the same? When there is a lack of manager involvement in any formal learning session, the learning process is hindered.
Whenever I conduct a one day seminar, a typical comment or reaction from the attendees is that they received a ton of good information and it seems a little overwhelming at first. The end of the seminar should not be the end of the learning, but rather the beginning of the implementation process. If a manager attended a workshop with their employees, they can take back the information gathered and begin to discuss it with their employees, decide what and how to implement it, break it down into small modules to be reviewed in training meetings, role play sessions, and one on one or group discussions. I know that a manager could leave a one day session of mine or many other trainers and have enough training material to last a year. When I do follow up phone calls to a dealership that has had attendance at one of my programs, I am always amazed to hear that none of their managers attended or that the people who attended are really excited, but the managers have not had a chance to discuss the program with the attendees. Another typical comment from mangers, is that they have not had time to do anything with the information or they are waiting to see which one of the salespeople implement the information. Most salespeople will implement 10% or less of the information if it is not discussed, reinforced and reviewed on a continual basis. "Repetition, is the mother of all skill", and "Inspect what you expect", are both valid phrases.
In the book, Seven habits Of Highly Effective People, by Dr. Steven Covey, Mr. Covey wrote of the four quadrants of time and how the majority of people spend most of their time in the least effective quadrants. Education is always the most effective quadrant of time. Education pays dividends in both short and long terms. When managers become too wrapped up in the day to day process and put education on the back burner, they have tied themselves down to one of the least effective quadrants of time and have hindered future growth. If the managers are too busy, they must rearrange their schedule, or must delegate their more menial tasks to others. Managers should spend most all of their time with either customers, employees or planning. Time spent in other areas are time wasters and ineffective usage of some of the highest paid people in the dealership. As a Dealer, or General Manager, when is the last time you have asked to see the day planners of your managers? Do they have planners? Do they have a training schedule and long term plan for the week, month, year? Who is responsible for the planning and what do you want to focus on?
Employee involvement is the most effective way to increase retention of learning. One of the most effective ways to get involvement is to start a rotating schedule of training to be done by the employees. Let the employees train a twenty minute module on any subject from sales skills, people skills, or life skills. Items such as meet and greets, handling objections, proper dress, nutrition or exercise. Managers should not do all the training or the employees begin to tune them out. The training process must run both ways between management and employees.
When employees are shown that there will be an ongoing emphasis on training and that their involvement is needed and wanted, employee satisfaction will increase, which will in turn increase sales, gross profit and customer satisfaction. When the aforementioned happens you will then know that you have made the transformation from training to education at your dealership.
Training Or Education - To learn more about this author, visit Mark Tewart's Website.
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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John AlexanderJohn has taught keyword research and SEO skills to small groups of business owners and Webmasters from over 80 different countries world wide since 2002. John is also the Director of Search Engine Academy ; Co-director of Training at Search Engine Workshops offering live, SEO Workshops with his partner SEO educator Robin Nobles, author of the very first comprehensive online search engine marketing courses at SEO Training Online and the SEO Workshop Resource Center. I look forward to hearing from you! - Visit John Alexander's Website |
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Staging DivaDebra Gould, aka The Staging Diva®, is President of Six Elements Inc., an internationally recognized home staging company. Inspired by many requests from aspiring home stagers wanting to start similar businesses, Gould created the Staging Diva Home Staging Business Training Program. Gould has trained over 1000 Staging Diva Graduates worldwide to start staging businesses. Buying decorating and selling six of her own homes in four years lead to an interest in real estate staging which she turned into a career with the launch of sixelements.com in 2002. Since then she has staged hundreds of homes in addition to teaching home staging training. Gould is the author of several home staging resources including a series of popular ebooks made up of a Design Guide, Color Guide and Portfolio Guide. For more information about Debra Gould visit stagingdiva.com. - Visit Staging Diva's Website |
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Jay Kubassek(Jay's Full Bio: EvanCarmichael.com/jaykubassek) In five years, Canadian-born entrepreneur Jay Kubassek went from selling mufflers at a Midas franchise to revolutionizing Internet marketing with the 2004 launch of CarbonCopyPRO, a online marketing education company, now worth over $20 million with customers in over 160 countries.
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Jay's entrepreneurial spirit is irrepressible. He’s the owner of five companies, a professional speaker and trainer, international real estate developer/investor, extreme sport enthusiast and emerging philanthropist. Jay resides in NYC with his wife Jamie, son Milo and dog Cooper. Visit Jay's official website: www.JayKubassek.com - Visit Jay Kubassek's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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