Bristol Business College blog

2009-09-10T03:12:00.000-07:00

Vital Negotiation Skills

What is your image of a skilled negotiator? Someone with ice in her veins? The poker player, playing his cards close to his chest and never revealing to the other side what he is feeling or thinking? Inscrutable, stony-faced?If that's your image of a skilled negotiator you may be surprised to hear that Bristol Business College’s research into what skilled negotiators actually do in face-to-face negotiations shows the opposite! Skilled negotiators frequently reveal their feelings to the other side. In fact, the skilled negotiators that we studied disclosed their thoughts and feelings to the other side at least 55% more than average negotiators.

But why would they be doing that? There are at least two possible explanations.Firstly, revealing feelings says to the other side, "Look at me, I'm human too and I have feelings just like you".

Think of an iceberg. All you see is the tip, sticking out of the water, while the biggest part is out of sight, below the waterline. Now think of the tip as a person's behaviour. This is all we can observe but we all know that beneath the outward expression of behaviour lie feelings, attitudes, motives and beliefs - all the things that make up the personality of the person. Revealing inner thoughts and feelings presents some of this to the other side and invites them to do the same. And the more that is revealed, the more the relationship will develop and the more likely it is that the sides will start to see common ground.

Secondly, it is an alternative to agreeing and disagreeing. Typical phrases used by skilled negotiators are:"I'm concerned that we aren't making any progress on this issue.""I'm very pleased with your proposal."

Imagine you're playing in a tennis tournament and you're drawn to play a match against a total stranger. The first service comes zooming over the net in excess of 100 mph, pitches in and hits the back of the court before you can move a muscle. How do you feel? Intimidated, outclassed? Your expectations have probably changed. Winning the game is no longer an issue. You'll be glad to win a few points to save face.The same thing can happen in negotiations. Skilled negotiators will reduce the expectations of the other side, tilting the power balance in their favour. They will do this in a number of ways.

Firstly, before they negotiate, they will sell. Selling means changing the perception of the other side by building value for their solution. The more the other side values the solution that I am offering, the more they will be willing to pay, and the better position I will be in to negotiate. Skilled negotiators will also use their persuasion skills in the negotiation itself to make sure that the other side is willing to accept proposals.

Secondly, the skilled negotiator will prepare and plan more effectively. This does not mean spending more time in getting ready to negotiate, just being more effective. For example, looking at their own and the other side's strengths and weaknesses and, if possible, taking action to correct any power imbalances before getting to the negotiating table. They will also look at what fallbacks they and the other side have. A fallback is the alternative that is available to either party if they fail to get a deal. For example, the fallback for a buyer may be to use another supplier and take action to compensate for any shortcomings in the alternative supplier's product or service.

Thirdly, using the appropriate mix of behaviours in the negotiation. For example, skilled negotiators ask more questions and use them more effectively than average negotiators. In many cases the power balance has been shifted from one side to the other through skilled questioning.

Finally, skilled negotiators will trade one issue against another rather than conceding. Again, this will only be possible because the skilled negotiator has built value for the issues in the perception of the other side.In the end though, power is all about perceptions. In the tennis example, that first serve could have been luck but, without adequate preparation, you won't know that and you won't be prepared to handle whatever your opponent throws at you and you will quickly lose confidence.

At Bristol Business College we say "Power is in the head" but I'll leave the final word to negotiation author and commentator, Herb Cohen, who said, "Power is a matter of perception. If you think you've got it then you've got it. If you think you don't have it, even if you've got it, then you haven't got it."

Bristol Business College deliver a 1 day Training Workshop on ‘Vital Negotiation Skills’
For Further Information http://www.bristolbusinesscollege.com/quickinforequest
T: 0845 555 1030

THE NEXT STEP - Redundancy and Changing Career

2009-06-05T06:01:00.000-07:00

Every day we hear and read stories that we are in the depths of a massive recession and unemployment is on the up. Mass redundancies are becoming common place, have you thought about your prospects? How would you cope if it happens to you or how best to keep your job?

There are many resources available which will help those made redundant or worried about their jobs in order to move on as quickly and as successfully as possible. Although of course everyone’s situation is different it is still essential to have a survival plan in place that works best for you.

We know there not that many job opportunities around at the moment; after all if your organization has ceased trading, many others are likely to have done so as well. What can make this situation even more difficult is, if you do not have the relevant skills required to get you back into the workplace.

We hear time and time again stories of people who wish they'd spent more time developing themselves and getting more recognized accredited qualifications than they have. It’s hard enough to get an interview, let alone an offer without certain skills. Here at Bristol Business College we have considered this situation and have a solution for you!

Demonstrating a commitment to your professional and career development can make a big difference when it comes to applying for jobs and getting job offers. Our courses are perfect for this. Why? Because they are in the evenings, so can fit around any job or job hunting you may need to do. Students can also study on an intensive basis or alternatively over the space of one year. Our courses are designed to improve on your skills and are very practically focused- great for when you go back into the workplace. Courses are also suitable for graduates and non graduates, so you can find a level that suits you! They are also fully accredited by ICM (The Institute of Commercial Management) so you know your qualification is worth while.

What courses are on offer and when?

Advanced Diploma in Business (Management) Studies
1 Evening per week on Tuesday (6.15pm-9.30pm)
Graduate Diploma in Management Studies
2 Evenings per week on Tuesday & Thursdays (6.15pm-9.30pm)
Diploma in Human Resource Management
1 evening per week on Tuesday (6.15pm-9.30pm)
Diploma in Marketing, Advertising and Public Relations
1 evening per week on Thursday (6.15pm-9.30pm)

Interested?

Then take a look on the website www.bristolbusinesscollege.com or CALL 0845 555 1030!

5 Ways to Stop Your Competitors Stealing YOUR Customers

2009-05-05T06:49:00.000-07:00

Typically businesses see 80% of their income from only 20% of their customers. Too many businesses neglect their loyal customer in pursuit of new customers.

However, they are a lot more difficult to attract and it’s a lot cheaper to maintain your relationship with existing ones, so put your efforts into building customer loyalty!

Communication is Key. Whether it is a newsletter, monthly flyer, a reminder card for new services, or just a Christmas card, reach out to your steady customers.

Go the extra mile for customers! Go the extra distance and meet customer needs. Train the staff to do the same. Customers remember being treated well.

1. You need your employees! Loyalty works from the top down. If you are loyal to your employees, they will feel positively about their jobs and pass that loyalty along to your customers.
2. Train, Train Train…. Train employees in the manner that you want them to interact with customers. Empower employees to make decisions that benefit your customer.
3. Always be Reliable. If you say a purchase will arrive on Tuesday, deliver it on Tuesday. Be reliable. If there is a problem then inform the customer immediately and compensate them for the inconvenience.
4. Flexibility! Try to solve your customer problems or complaints to the best of your ability. Sometimes you may need to go out of your way to do so, it’s worth it!
5. People over Technology. People want to speak to people – it’s that simple! The harder it is to do so, the less likely it is that you will see that customer again.

If you want more of these “strategies” on how to do more than “cope” in the recession then why not come along to our fully funded workshop on ‘Inspirational Leadership and Performance Management’ on the 20th May at Bristol Business College! Click the link for further information on the agenda, location and funding:

www.bristolbusinesscollege.com/quickinforequest
Tel: 0845 555 1030

Using leadership to create a motivated workforce

2009-04-27T06:21:00.001-07:00

To create a motivated workforce, you need to understand why workers may lack motivation in the first place!
The causes and effects of a de-motivated workforce are caused by:

· high staff turnover (a high probability in this economic climate)
· low productivity (can also result from a feeling of job insecurity)
· lack of training (with Train to Gain grants available there is no necessity to cut your training budget)
· a poor workplace atmosphere
· a lot of employee grievances to deal with
This could be caused by:

· predictable, monotonous work
· none or poor skills training
· lack of praise for achievements
· individuals feeling sidelined or ignored
· little opportunity for advancement
· a poor reward structure
Motivating a de-motivated workforce you will need to:

· Demonstrate trust - don't micro-manage. Leave staff to get the job done. Delegating tasks can empower employees and therefore stimulate innovation, just make sure that the ultimate business objective is understood.
· Show respect –respond and act upon what your employees tell you. This may mean investing in new equipment or support if they need it to do their job effectively. By doing this you can demonstrate your trust in their judgment.
· Give encouragement - if someone has made an error, don't criticise. Try and find out what the problem is. Identify if more training is needed. It also helps to offer incentives for achievement.
· Value diversity - what works for motivating one person, will not always work for another. Managers need to be flexible and utilise interpersonal skills to get the very best out of different types of employees.
· Improve Skills of Staff / Training
· Reward good performance – it is essential to set clear objectives and rejoice in employee achievements. Financial rewards can often be beneficial, however any reward needs to be proportionate to the achievement, and the system should be seen as fair and transparent by all staff.
To make sure you have the skills to help you create a motivated workforce,
why not come along to our fully funded ‘Inspirational Leadership and Performance management’ workshop on 20th May 2009Click here for more info: www.bristolbusinesscollege.com/quickinforequest

Real Leaders speak to their staff of Recovery rather than Recession!

2009-04-14T09:54:00.000-07:00

Inspirational Leadership & Performance Management
At the heart of a recession only the determined and organised leaders will thrive and survive.

Attitude
Behaviour
Communication & Effective Listening
Creating a winning team
Factors which cause managers to fail
Performance management – obstacles, issues and benefits
Monitoring and rating performance
Feedback and coaching

For further info click here.

Did you know your company is eligible for Training Funding of £1,000?

T: 0845 555 1030

Excellence in Customer Services

2009-04-14T09:50:00.000-07:00

Innovation in Telephone Sales – Customer Care as a profit source!

Ask yourself the following questions and if you can’t say YES to all of them then your Sales Team needs to brush up on their skills!

Do your telesales staff display enthusiasm?
How fresh are they in their sales approach?
Have they missed something ‘great’ about your business?
Do they have the essential product and industry knowledge?
Do they have a competitive attitude?
Do they have the core skills – to question, listen, clear messaging and writing?

What are the good habits and behaviours of a good telesales person?

How do they structure and plan their day?
What is their desire to cold call?
What are their sales results and priorities like?

Did you know your company is eligible for Training Funding of £1,000?

T: 0845 555 1030

Change Management to avoid Conflict!

2009-04-14T09:46:00.000-07:00

Avoid Havoc In Very Uncertain Times!

Change and Conflict is inevitable, but it can be reduced and turned into something positive.

The interpersonal conflicts we experience on a daily basis from the large organisations to a tiny corporation. Conflict shifts people's focus away from work and the basic goals of the team, department and organisation. It negatively impacts productivity, morale and ultimately the results. The most important skills needed for managing employee relations are interpersonal communications and conflict management skills.

No one likes to deal with change or conflict, but the truth of the matter is that we must.
These type of Management Skills can help in resolving employee relations issues quickly
and more effectively, and can create greater satisfaction with the workgroup.

Understand what Conflict Management actually is and how it manifests itself
in their workplace
Tackle conflict in its earliest stages to prevent it becoming too large to handle
Effective listening skills
Differentiate between conflict and confrontation
How you can create further conflict if you don’t handle the situation effectively
Use logical or emotional language as appropriate to the situation

Did you know your company is eligible for Training Funding of £1,000? Tel: 0845 555 1030

For further info CLICK HERE

Have you got your ‘Customer Services’ house in order?

2009-04-14T09:13:00.000-07:00

Do your telesales staff display enthusiasm?
How fresh are they in their sales approach?
Have they missed something ‘great’ about your business?
Do they have the essential product and industry knowledge?
Do they have a competitive attitude?
Do they have the core skills – to question, listen, clear messaging and writing?

What are the good habits and behaviours of a good telesales person?

How do they structure and plan their day?
What is their desire to cold call?
What are their sales results and priorities like?

Did you know your company is eligible for Training Funding of £1,000?

T: 0845 555 1030

Why is now the best time to invest in skills?

2009-03-18T09:06:00.000-07:00

“When a recession bites, it makes us all short sighted” according to CBE, Chief executive of the UK Commission for Employment and Skills. Employers who don’t invest in training are two-and-a-half times more likely to fail than those who do!

Last October, a coalition of the UK’s most senior businessmen took the unprecedented step of calling on employers not to slash staff training in a bit to cut costs. They said; “It is the people we employ who will get us through...Investing now in building new skills will put us in the strongest position as the economy recovers.”

There are 3 things employers can do to make sure they are in the best possible position for recovery:

1. Motivate your staff. That means remaining positive and continuing to invest in them. It is their commitment, productivity and ability to add value that will keep you competitive.

2. Take all the assistance you can get. As Bristol Business College is a recognised quality training provider with TRAIN TO GAIN, you can get up to £1,000 free training for your staff.

3. Don’t believe everything you read. Things are bad but the media tends to exaggerate the extent of a downturn. Statistics can be misleading as the media focuses on whatever is eye-catching. Don’t just look at next week, look at next year, and make sure you continue to innovate and progress.

At Bristol Business College you can avail of 1 full day’s training for 3 of your senior managers at just £117 + VAT with Train to Gain. We handle all funding applications and arrange tailored training onsite for you. An insight into our popular training workshops:

Business Development in Challenging Times is a dynamic, focused and motivating training day for staff. It examines current practises and challenges you to be innovative and creative
Inspirational Leadership & Performance Management is a wakeup call for managers at all levels. It takes a fresh look at self leadership skills, managing development and performance, team management and managing yourself.

A sample of what some of our recent clients had to say:

“Excellent, trainer really good, delighted”
“The training was excellent, clear and easy to understand’
“Excellent training course, fulfilled all training needs”
“The course was brilliant”
“Excellent experience, I am really glad I had the chance to attend
this workshop. Very interesting and inspiring”

For information on any of our training workshops please visit http://www.bristolbusinesscollege.com/trainingworkshops/index.html

Top 10 Tips on: How to construct an Effective Appraisals System

2009-03-16T09:16:00.000-07:00

Why bother with appraisals?

1. Simon Jones, the chief executive of Investors in People has advised that employers are not using appraisals to their advantage. The primary reason to do anything is to further the aims of the organisation, for everyone from the apprentice to the CEO. He added that appraisals are a powerful tool: for managers to make sure they are getting the most out of staff; and for employees to demonstrate what they are doing well and to identify areas for development.

Should they be linked to pay?

2. It is advisable to hold having appraisals on the anniversary of the employee joining the company, rather than at the same time as the salary review. It takes the pressure away from the appraisal being directly linked to a salary increase.

Be aware of the legalities

3. Norton Rose, the law firm, pointed out that if a bonus is based on individual performance, employees will look for some consistency between what they are paid and how they were appraised,” meaning that if employees get a good appraisal but a reduced bonus, and their contract links performance to their bonus, it could become a legal issue.

Be honest

4. We're in the situation at the moment where a lot of organisations are struggling just to survive, let alone give bonuses. In the main, employees have to accept that the survival of the organisation comes first. As long as people understand what's going on in the company they will generally accept that.

Bite the bullet

5. The main reason for an appraisals process not working is an understandable unwillingness on the part of managers to talk through difficult issues with people they work with daily. It's about training your managers in what you're trying to get out of the appraisals process. Employers should try to see the process as “fine-tuning the motor in your car. Every once in a while you have to say, ‘Something's not ticking right; let's constructively change it.'”

Encourage self appraisal and follow up with training

6. The appraisal meeting affords the chance to identify training needs and agree when training is going to happen. Encouraging employees to engage with their own career progression in this way is a good motivation tool, as long as training promises are followed through.

Simplify the system

7. Too much bureaucracy and form-filling makes a manager feel resentful about the process and detracts from the reasons for doing it, which are to motivate staff, review performance, tease out any problems and set objectives for the future.

Make them a priority

8. This is a tough ask if the future of the business is at stake. But appraisals are an excellent opportunity to motivate staff. If these discussions don't take place, employees lose interest in their own progression and grow cynical and lose motivation.

The public sector is different

9. The director of HR at Swindon Borough Council, believes that there is a culture in the public sector that doesn't encourage senior leaders to have difficult conversations about performance with their juniors. He puts this down in part to the difficulty of measuring performance in terms of the delivery of services, rather than in financial terms, as in the private sector. For him, the appraisal is the chance to offer incentives to staff. “Incentivisation is often financial in the private sector; in the public sector it's more around development,” he said, but the appraisals process still needs to set employees very clear targets.

Create an appraisals culture

10. Appraisal is not necessarily having an annual review; it needs to be taking place on a weekly basis. The formal appraisals process should be the cherry on the cake. What is more important is that employer and employee feel that they can be honest with each other at all times.