Leadership and direction

Vision

The business vision (“vision speaks of the future”) should be:

• Specific: Clear and simplified. Avoid redundancy and overly sophisticated words.
• Objective: It should be objective based on the team’s ability and fully aligned with what the team can accomplish.
• Relevant: Seek a relevant dream that can inspire and drive societies forward.

To communicate the vision:

• You have to embrace it.
• You have to communicate it to everyone.
• Make presentations, send emails, create an internal blog, or distribute pamphlets.

Decision-making

Understand what is at stake. And prioritize it. Delegate the rest to the rest of your team.

There are three elements when making a decision in dealing with customer-related crises in systems:

• Making a decision based on reputation.
• Based on economic factors (meaning not overspending).
• Based on complete customer satisfaction.

While you are making your decision, do not focus on whether it is good or bad. We will know that in the end. If there are negative consequences, we will evaluate ways to mitigate them afterward.

In the case of a system failure, the option based 100% on customer satisfaction should:

• Communicate every finding regarding the platform breakdown to the customer.
• Propose a date for the solution and return to “normalcy.” However,
• If the previous point does not happen, it is recommended to postpone (X) thing and waive the (X) fees charged to the customer. This is to seek to balance the contingency.

Achieving agreements:

The best scenario for an agreement is a Win/Win situation, where both parties benefit.

Anatomy of an agreement (your part and counterpart’s part):

• First, you need to listen to the counterpart. Respond: What does the counterpart want?
• Does the counterpart have a clear understanding of the situation?
• Set a time to evaluate the agreement. Sometimes, unexpected factors might not be immediately noticeable. Allow time to assess the agreement. The more important the agreement, the more definitive it becomes.
• If both parties are committed and decided, notify it.

Measuring results:

• Measurement should be based on key objectives (usually by department).
• Use a few key indicators for tracking progress.
• Regularly monitor and follow up on the indicators.
• Aim for sustainable results, ensuring the outcomes are consistent and long-lasting.

Módulo 2: Communication

Assertiveness

To communicate assertively, you should:

• Keep it simple.
• Stay on point and avoid digressions.
• Avoid being redundant.

Additionally, it is necessary to communicate your own desires and concerns, but in an empathetic manner. Sincerity without empathy is cruelty. For this:

• In the case of something positive, express it: “X, congratulations, you’re doing a great job.”
• In the case of disagreement, communicate it: “X, I’m sorry, but I don’t agree with what you’re saying. Let me share my perspective on why:”

Show respect but be clear: Be true to the idea you want to communicate. If you are determined to communicate something, don’t evade it. Just do it.

Avoid prejudices: Don’t jump to conclusions. Listen, understand, and move forward.

How to let someone go: The broken record technique.

• “X, I’m sorry to inform you that your productivity hasn’t met the required standards, and I need to communicate that you must leave the company.”
• “But X, Y does the same thing.”
• “We are not talking about others; we are talking about your performance and your departure from the company.”

Communicating difficult situations.

It highly depends on the personality of your interlocutor. Take reference from: A Full Guide To The 9 Enneagram Types & Their Wings%2C%20Type%20Sevens%20(the)

Setting goals:

The goal should be:

• Relevant to the organization to fulfill its mission.
• Specific with clarity and simplicity of ideas.
• Measurable over time, avoiding vague or undefined concepts.
• Achievable, considering the organizational capabilities.
• Challenging, pushing beyond existing limits.

Module 3: Gathering capable people

Recruiting.

• Define Profile
• Take the initiative
• Clarity of expectations. Provide the tools for the new profile to perform their job correctly.
• Interview. The interviewee must understand: Where are they going to enter? What is the vision of the place they are entering?
• Evaluate.

Performance and quality control

Satisfaction of needs, requirements, and expectations.

Steps:

• Collect information
• History
• Control chart
• Identify problems
• Design processes
• Continuously evaluate

Motivation and satisfaction from within.

• Respect. Imposing respect. Set the boundaries of respect.
• Grant autonomy.
• Clear expectations.
• Provide feedback. “Am I doing well? Am I doing poorly? In what ways am I excelling?”
• Right position.
• Regular communication.
• Opportunity for growth. “The growth path from where you are now to the next step is:…”
• Build up. “Speak well to others. When someone does something well, acknowledge it.”

Tensions.

Why do tensions happen?

• Lack of planning. Our lack of vision can confuse the team.
• Absence of clear objectives.
• Absence of relevant and key objectives.
• Lack of group culture. What do we believe in? Where are we heading? What are our values or principles? What drives us?

The absence of some of these elements can cause disorientation and consequently, problems.

What can be done?

• Keep it simple.
• Identify the conflict. Conflict between managers? Conflicts due to lack of results? Conflict due to lack of objectives?
• Evaluate the situation.
• Make a decision.
• Communicate clearly and decisively to all involved. Without hesitation.
• Evaluate the change. Does the implemented solution resolve the tension?

Module 4: Sales Process.

Effective Selling.

Deliver value, personalized in the shortest time possible.

7 Reasons for not closing the sale:

• Not knowing how to close the sale properly. How to conclude the presentation. Making the closing question. Is the customer ready to close, or is follow-up necessary?
• Not clarifying the value proposition. What value does it bring to society or the market? What are those two elements that add value?
• Not listening to the customer. Ask good questions. How satisfied are you today with the contracted service?
• Not following up.
• Not knowing how to handle objections.
• Not knowing the prices or being uncertain. Be clear about the plans. Start by discussing the benefits to lead to a plan.
• Not asking for the sale. Don’t push away the prospect and bore them.

Benefits, qualities, and characteristics.

• Characteristics: The reason behind creating your ideas.
• Benefits: Characteristics that give a competitive advantage to clients who hire the service.
• Qualities: What distinguishes your product.

Product presentation.

• E.C.E. Formula:

  • Empathy: Put yourself in the client’s shoes, internalize what they need. Why are we having this conversation? “Hey X, thank you for the meeting. What makes the product interesting to you?”
  • Confidence:
  • Emotion: Detect what they really need, and assure them you will solve it.

• Start by asking good questions and presenting. “What is the most important thing about this presentation for you?”

• A sale is not closed on the first attempt. Usually, it is closed on the third or fourth attempt. The goal of the first presentation is to identify “what your client needs.” The process generally involves calls, emails, and sending proposals.

Closing the first sale:

• Structure the information
  • Problem: What are the current problems your prospect is facing?
  • Solutions: List the most suitable solutions/services that can solve these problems.
  • Future: What is the final and convincing result that motivates your prospect?
  • Confidence: What data/facts can you use to make your client consider your solution?
• Pitch:
• Closing question:
• Handling objections:

Good question:

• What consequences would it have for the client to maintain the status quo?
  • They will miss the opportunity to…
  • They will remain stagnant… and their reputation will suffer.

Pitch

After the pitch comes the closing question. What motivates the purchase? Examples:

• Would you like to know if you’re ready to make a decision? - Ask the closing question and remain silent.
• Well, we have noticed that X caters to all your needs. I would like to know if you’re ready to commit to X years of the platform.

Generally, you need to learn to handle objections:

• Decipher what the objection is.
• “I would like to try it before” - How long would you like to try it for?
• “I want to think about it” - It’s necessary to follow up.

Negotiation

Negotiation rules:

• Try not to negotiate. Go, close the sale. No bargaining.
• No bargaining with yourself. Don’t lower the price at the beginning.
• Let your counterpart make the first offer.
• Don’t accept the first proposal.
• Avoid quick deals. “Avoid quick deals. An experienced person will try to motivate you to make a quick decision.”
• Your best negotiation is Win-Win.
  • In a negotiation, you should be transparent about your objectives.
  • But you should also ask your counterpart, “What do they expect to gain?”

Networking

Ideas Axis

• Be brave.
• Introduce yourself.
• Break the ice. Find something in common.
  • I see that you’re an investor. What are you interested in? - Questions should be simple. Don’t mistake complex for complicated.
• Genuinely show interest in the other person. Ask:
  • What challenges do you see, what obstacles do you think may arise? Show interest in the other person’s vision of the future.
• Identify commonalities and reach an agreement.

Module 5: Top Management Competence

Time Management

You must delegate..

• You shouldn’t take care of all the activities in your company.
• Time is based on priorities.

Separate activities into:

• Simplify. They provide a lot of value, and you have a very important role. Do the tasks where you contribute the most value.
• Automate. They are important but repetitive.
• Delegate. Trust that your team will do the right thing, and assign specific tasks to them.
• Eliminate.

Adapt to scenarios.

3 fundamental elements of adaptability:

• Is it an internal process of change or an external factor?
• Colleagues and entrepreneurs
• History.

3 questions related to the previous point:

• How will the change affect me?
• What should I modify in my business?
• What decisions should I make?