Ludmila Marinova

TRAINING PROGRAMMES SHORT PRESENTATION BY LUDMILA MARINOVA Cyprus, Limassol ▪-▪ Page 2 CREATIVE THINKING AND DECISION MAKING TRAINING PROGRAMME SHORT PRESENTATION Ludmila Marinova ▪-▪ - The Client The International Sport and Culture Association (ISCA) is a global platform open to organizations working within the field of sport for all, recreational sports and physical activity. ISCA is a global actor closely cooperating with its 180 member organisations, international NGOs, and public and private sector stakeholders. Its 40 million individual members from 74 countries represent a diverse group of people active within youth, sport and cultural activities. HQ is in Copenhagen, Denmark. Objectives The client organised a three-day workshop in Copenhagen for an international team on theme: ISCA Strategy, Goals and Challenges in 2015. It was part of the overall planning process and the request was for a simple but effective tool for creative thinking and decision making, which can help the team to be more productive, focused; and a tool that can be applied immediately. Used method: ‘’Six Thinking Hats’’ by Edward de Bono ▪ The Six Thinking Hats method, encourages parallel thinking, where everyone explores all sides of an issue at the same time; ▪ The Six Thinking Hats approach puts everyone in meetings on an equal playing field, keeps egos in check, depersonalizes criticism, and creates an open environment that encourages the unique contributions of each individual, even those who are typically more reserved; ▪ Each of the Six Thinking Hats represents a different direction or type of thinking /parallel thinking/, which is identified by a color: white, red, black, yellow, green and blue hat; Phases of learning and using the method: ▪ Each HAT is a tool and firstly was presented and trained in small groups via an educational case study; ▪ Each hat/tool was discussed separately until the participants felt confident using it; ▪ Last step was the actual implementation usage of all the HATS/tools with real cases from ISCA workshop on: Strategy, Goals and Challenges in 2015. Page 3 ADVANCED MANAGEMENT SKILLS TRAINING PROGRAMME SHORT PRESENTATION Ludmila Marinova ▪-▪ - The Client E.ON is an international privately-owned energy supplier, with HQ in Dusseldofr, Germany and is one of the main players on the energy market in Europe. Objectives The company had launched a program for Soft Skills Development of the mid and high level managers in E.ON Bulgaria, in order to equalize the management levels in the HQ and its Bulgarian subsidiary. In total 97 local managers from different departments were included in the testing and the following training programme. Phases of the Programme ▪ ▪ ▪ ▪ Initial testing of 97 managers with Leadership Judgment Indicator Test* - to identify the unique leadership style of each manager. The test measures the ability of the managers to assess the situation and make appropriate business and job decisions; Second stage - Individual consultancy over the results from the test; Training phase – two-day workshops in small groups; Three month follow-up of the transfer of the gained knowledge into real working situations; *The Leadership Judgment Indicator Test was provided by a certified test operator OS Bulgaria, which holds the rights on the test. Themes in the Management Programme ▪ ▪ ▪ ▪ ▪ Situational leadership and its practical usage in daily work; Motivation and work performance – meaning and ways to improve it; Organizational culture – what is and why is important for each company; Communication in the organization – types and potential pitfalls; Introducing and managing organizational changes – phases and reactions; Educational Model ▪ ▪ ▪ ▪ ▪ 4D Situational Leadership Style as a base of the training; PowePoint presentations for the theory sessions; Interactive group sessions to try out new behavioral models in safe training environment; Role plays in small groups and relevant for the themes games; Group discussions; Page 4 4 Dimensional Leadership MODEL Skills ▪ ▪ ▪ Understand his/her unique personal leadership style and obtained knowledge for other styles and how to use them in different work situations, job tasks and different types of companies/organizations; Better performance in the managerial role: new tools to manage people and teams; Knowledge about organizational culture and how to introduce changes in small working teams or in a big organization; Page 5 CUSTOMER SERVICE, SALES AND DEALING WITH COMPLIANTS TRAINING PROGRAMME SHORT PRESENTATION Ludmila Marinova ▪-▪ - The Client United Bulgarian Bank (UBB) is one of the leading Bulgarian commercial banks with nearly 200 bank small and big offices throughout the country where are served retail and/or corporate clients. The branch network provides comprehensive real time service. Objectives The program was structured to meet three main issues: improve customer service, increase sales and dealing with customers’ complaints. Included in the training were all branch managers, front and senior officers from the United Bulgarian bank. Phases of the Programme ▪ ▪ ▪ ▪ ▪ Initial visits and observation on spot in different bank branches with check-list; Focus group discussions with branch managers to verify the findings from the observations and confirm the problems reported by the bank’s employees; Identified main area for improvement and develop package with interventions, which; were coordinated with the HQ of the United Bulgarian Bank; Trainings in small groups on the subject: customer service, sales and dealing with customers’ complaints; Follow up and counselling; Themes in the Programme ▪ How to improve the quality of customer service – the training interventions were focused in the area of the interaction ‘bank – customer’, where the human factor and expert banking knowledge of the employees were in focus. Scheme of the steps of customer service: Excellent banking products (A reason why clients are choosing this bank) ▪ Excellent delivery point (UBB offices accessibility, interior design and comfort, working hours, standard procedures and bank documents) Excellent customer service (The human factor in the chain, called ‘customer service’) Improving sales technique of the bankers: front officers and senior officers: Banking Knowledge A. Expertise in banking products and service; B. Gain competitor comparison knowledge - products of other banks; Page 6 ▪ Sales Process Knowledge Base A. Conduct pre-planning activities, before meeting the cleints; B. Establish trust and rapport; C. Use interviewing and active listening skills to understand customer’s needs; D. Plan objection prevention strategies; E. Present solutions that meet customer’s requirements; F. Respond to objections not prevented; G. Conduct negotiations if necessary; H. Close the sale; I. Assuring Customer Satisfaction; J. Reassure the customer; K. Check for customer satisfaction; ▪ Dealing with Complaints A. Diagnosis of the situation: types of the client’s complaint (of product, procedures, bank’s mistakes, bad service, etc.); B. See the situation from customer’s point of view ; C. Profile of different difficult clients and how to deal with them; D. Working on standardise procedures for dealing with complaints; ▪ I Phase II Phase Before the sale After the sale of a bank product / service Customer might have objections Customer has complaints Complaints Your actions / service Satisfied client Written and filed for complaint Educational Model ▪ ▪ ▪ ▪ ▪ PowePoint presentations for the theory sessions; Interactive group sessions to try out new behavioral models in safe training environment; Role plays in small groups and thematic games; Group discussions; Work with real bank cases and situations; Skills ▪ ▪ ▪ Skills to analyze customer and their needs; Understanding the sales process and how to improve sales results; Using the power of good service to convert customer’s complain into satisfaction. Page 7 LEADERSHIP & MANAGEMENT SKILLS MOTIVATION & WORK PERFORMANCE & MODULE ON SALES SKILLS TRAINING PROGRAMME SHORT PRESENTATION Ludmila Marinova ▪-▪ - The Client TECHNOPOLIS is a chain of 31 hypermarkets in Bulgaria, specialized in consumer electronics, home appliances, IT and office equipment. Objectives To close the gap between the desire of the company to be a leader on the local market and the actual level of performance. Technopolis Bulgaria needed to build a strategic alignment between product excellence and employees’ performance. The program was directed towards line-of-business managers, store and branch managers. The interventions were equally divided between theoretical knowledge and practical tasks. Phases of the Programme ▪ ▪ ▪ Training module on leadership and management tools; Training module on work motivation and work performance; Training on sales skills models suitable for the FMCG market; Themes in the Programme ▪ ▪ ▪ Manager’s responsibilities: to define strategy and align day-to-day initiatives, people and tasks with the overall company goals. Management tools: A. Constant communication flow – clearly to communicate and break down to small steps the department’s expected performance, individual tasks on a regular basis – weekly, monthly quarterly, etc. B. To measure employees performance, using key performance indicators (KPIs); C. Collaborate and monitor employee’s progress regularly to identify problems and guide them to a solution; Motivation and Work Performance: A. Introduced was the Two-factor theory, also known as Herzberg's motivation-hygiene theory and dual-factor theory. It states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. The model is useful when managers start looking for an apporopriate tool to leverage the motivation of the employee. B. Another theoretical model was presented: Motivation and Performance Goal Setting Theory. Page 8 C. Theory Models Two-factor theory for Work Motivation D. Motivation and Performance Goal Setting Theory ▪ Sales Skills PRESENTATION BASED MODELS: Focus on using the presentation portion of the sales interaction to do the actual selling: A. Closing Sales Model - heavy emphasis is placed on presentation skills, trial closing and overcoming objections, then going for the final major closing sequence. In its pure form, this model was, and still is today, most commonly used in highpressure sales. B. Problem Solving Sales Model: trainees were taught to ask open and closedended questions to probe for problems. Once discovered, solutions were then presented. In today's highly competitive markets, this model tends to elicit the "price" objection. C. Value-Added Sales Model: when the price objection is raised and well anticipated, incentives are "added on" to the basic product as a means to make up the difference in customer perceived value versus product’s price. Page 9 CRISIS COMMUNICATIONS TECHNIQUES TRAINING PROGRAMME SHORT PRESENTATION Ludmila Marinova ▪-▪ - The Client Royal Dutch Shell plc, commonly known as Shell, is an Anglo–Dutch multinational oil and gas company headquartered in the Netherlands. Has subsidiary in Bulgaria, where Shall Bulgaria has 100 service stations for fuels, motor oils and car care products. Objectives The company has developed and uses strict guidelines how to communicate internally and externally in the event of a crisis. The training was designed to include executive level officers and single unite managers. The training had to give knowledge for the process of preparing the departments and single unites, on how to communicate with employees, customers, suppliers, media, and the public at large in a case of crisis. Phases of the Programme ▪ ▪ Training module on Crisis Communications and standardized company’s procedures; Training module on Crisis Communications and traditional and modern media channels; Themes in the Programme Crisis Communication ▪ Defining crisis; ▪ Form a Crisis Management Team; ▪ Define roles in the CMT; ▪ Responding quickly and confidently; ▪ Identify the audiences (internal or external); ▪ Developing proactive and reactive statements; ▪ Confidence when talking to the media and giving interview; ▪ Assessing post-crisis response campaign; Page 10 Crisis Communications and traditional and modern media channels ▪ Differences between standard media and new media channels; ▪ Difference in kind of messages and speed of communication; ▪ Different levels of control of the size and type of the audience; ▪ Types of social media and how they work (Facebook, Twitter, LinkedIn, Instagram, blogs, YouTube, etc.); Educational Model ▪ ▪ ▪ PowePoint presentations on the theory; Work with real cases and possible crisis situations; Train the roles and actions in the CMT; Skills ▪ ▪ ▪ ▪ Skills to analyze potential crisis issues; Understanding the process of managing crisis and choosing the right type of messages; Confidence when talking to the media and giving interview; Ability to adapt the communication towards the specific of the channel – traditional or digital media. Page 11 TRAINING PROGRAMMES SHORT PRESENTATION BY LUDMILA MARINOVA Cyprus, Limassol ▪-▪