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Customized Training, Coaching and Consultation for High Value Employees and High Impact Issues

Learning 4 Performance

August 4, 2010

Volume III, Issue XIII

Employee Engagement:
A Leadership Series

The Grand Finale!

Approximate reading time: 2 minutes

In This issue:

  1. Managing Involvement - The Time Factor
  2. Lessons from Sales, II
  3. More FSTD Content: Blog Posts
  4. Upcoming Public Workshops

Over the past 11 weeks we looked at involvement in a fair amount of detail.  Let’s tie everything together. Below is Vroom & Yetton’s “Involvement Scale”.

Vroom and Yetton Involvement-Leadership Behaviors scale
Click for a larger image

When we look at the 7 guidelines, we can rule out the leadership behaviors that do not make sense.

Guideline Rules Out
Information If you lack the information to make a quality choice, avoid AI. Ask at least one team member at least one good question.
Speedy Analysis If you do not know what information is missing and / or how to get it, avoid AI, AII & CI. Consult the team as a whole.
Commitment without Participation If the team will not commit to your solution without being involved, avoid AI & AII. Get at least one team member’s opinion (analysis of the situation).
Conflict within the Team If there is likely to be conflict within the team about the solution, avoid AI, AII & CI. Have the team resolve the conflict before implementation
Equal Solutions If there are many equal solutions, any behavior is acceptable. Use these situations to develop your team.
Goal Agreement If there is lack of Goal Agreement between the team and the organization relative to this issue, avoid GII. The team may select a solution which the organization can not or will not implement.
Commitment as THE Most Important Consideration If the team’s commitment to the solution is critical and the team will not commit without being actively involved, avoid AI, AII, CI & CII, assuming there is Goal Agreement. If Goal Agreement is lacking, use CII.


Three Variables

Last week we looked at time as the “third” variable. Because time is so important, it is critical that your team has the skill and knowledge it needs to adequately perform in the CII & GII modes. When the Equal Solutions guideline applies, you can use it to develop your team’s ability to function in the GII mode. Learning to do GII well also improves your team’s CII capabilities. Our Reality Based workshop Choice Analysis is “perfect” CII, GII training.

If you follow these guidelines, you WILL become a better leader.

Lead On!

George Loyer George

George posts regularly to the blog at


Lessons in Sales, III:
It Begins with You

Why Change?

Let’s face it: we are creatures of habit. We like what we like, we’ve built our routines, we know what to expect. Why change?

You took our advice last week and looked at your “sales problem.” You’ve concluded that now is the time to re-examine your approach and get everyone on board around sales.

Real change begins with you. Start by doing some soul searching and clarify your motive(s) for change. If you’re like many businesses emerging from the recession, you’re now running a leaner ship than you were. Your people are running as fast as they think they can, just to manage day-to-day operations. Now you’re going to ask them to assume new responsibilities around a company-wide sales effort. How on earth can you expect them to listen to you?

  • For many companies still working to regain business, it’s a necessity. With continued soft demand, they will be looking at more layoffs.
  • For others, there are significant business opportunities that they are simply not capturing. They become aware of opportunities only when a formal bid is announced, and then it is too late in the curve for them to compete on any basis other than price.
  • For some, it’s about the exit strategy. They know that if they leave, there is no business to sell or pass on.

Be Honest. Clarify the need for change. Determine how your people will benefit and be ready to communicate this message.

Finally, are you ready to lead by example? Are you personally willing to change? Are you willing to assume a more active role in the sales process? Are you willing to be transparent to the rest of your (now larger) sales team about your efforts? Will you allow your people to hold you accountable?

Through the good graces of Elizabeth Allen, CODE's creator, we adopted the CODE Sales process in mid-2009 because the recession dealt our sales a severe hit. We had a burning platform, and we knew it. We realized that we would have to take an “All Hands on Deck” approach. That meant that each of us, individually, would have to assume new roles. One year later, we’re much better for it. Business is growing again.

Real change requires everyone to move beyond their comfort zone. We understood our real reasons, communicated them, and knew that we each had to change.

How about you?

All the Best,

RobRob Benson

PS. I will be presenting two workshops on the CODE sales process at the upcoming National Association of Women in Construction (NAWIC) Conference in Louisville, KY on September 2, 2010. If you are in the area, please consider joining us at that event. Email me if you'd like further details.

Current Blog Posts

At Your Mgt Matters


Register for an Upcoming Public Workshop

  • Trouble Shooting Logic
    • August 24-26, 2010, Atlanta, GA
    • September 20-22, 2010, Atlanta, GA
    • October 25-27, 2010, Atlanta, G
  • The Sales CODE, September 14-15, 2010, Atlanta, GA
  • Performance Coaching, September 23-24, 2010, Atlanta, GA
  • Mastering Involvement, October 28, 2010, Atlanta, GA
  • Trouble Shooting Logic Train-the-Trainer (T3), November 8-19, 2010, Atlanta, GA
  • Experiential Expertise Train-the-Trainer (T3) -  Openers, Initiatives and Low Elements - November 30-December 1, 2010, Utica, MS
  • Experiential Expertise Train-the-Trainer (T3) - Trust, Low Ropes, High Ropes and AlpineTower - December 2-3, 2010, Utica, MS


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