Most productivity results from verbal or written communications. When communications break down productivity suffers with a loss of credibility and trust. In dealing with customers, bosses, suppliers, team members, or family members, we have a responsibility to efficiently manage communications.

Half day to full day

• What it means to communicate effectively.
• Barriers to communications and how to avoid.
• How to send clear, concise messages.
• Planning and feedback—the breakfast of a communication champion. 
• Listening 101—the class we never got.
• Communication styles—different words for different folks. 
• Handling difficult communications.
• Technology and communication—the good, bad and ugly.

CONFLICT MANAGEMENT                                        Back to the Top of the Page

Professional conflicts can cause an organization to lose time, productivity and energy, resulting in poor morale and loss of good employees. Additionally, interpersonal relationships critical for fully functioning and harmonious teams disappear.

In the worst case, conflicts escalate and litigation results in greater loss of time, money and reputation.

CONFLICT MANAGEMENT focuses on preventing, managing and resolving conflicts. Participants learn dispute resolution skills and gain confidence in handling conflicts effectively.

Participants learn to lessen tensions, create a safe workplace, strengthen morale, and enable teams to get on with the business of work. Principles of positive confrontation can strengthen relationships necessary for a harmonious and productive environment.

• What is conflict? 
• Why it happens. 
• Making conflict positive. 
• Negotiation, Arbitration, Mediation, Litigation; pros and cons
• Tough on the issues, soft on the people. 
• Cooperative vs. adversarial. 
• Conflict resolution styles. 
• Finding common ground through creativity.
• Positive confrontation

Charlie Farrell attended the Harvard Law School Negotiation Workshop taught by Roger Fisher, author of Getting To Yes. He is also a graduate of the South Carolina Bar Association's Mediation Certification Training Program and The Mediation Institute in Albuquerque, New Mexico.

CUSTOMER SERVICE                                                   Back to the Top of the Page

Making a sale or developing a loyal customer. The former is short-term thinking, the latter long-term thinking. This program shows how we can and must exceed customer expectations to establish long-term relationships that benefit customers and our organization.

• Who are the customers and what are they worth? 
• Is "customer service" an oxymoron in your organization? 
• Identify customer wants and needs by asking appropriate questions and effective listening. 
• Are they really buying "products?"   
• Why customers leave and how to handle complaints, misunderstandings and difficult customers. 
• The danger of "nice" customers. 
• Difference between actions and intentions. 
• How to make realistic commitments and the importance of follow-through. 
• How to keep computers and phones from damaging customer service. 
• Learn to identify customer personalities so we can "customize" customer service. 
• Selling the concept of customer service to our staff. 
• How to recognize and reward excellent customer service. 
• Identify and fix internal customer service problem areas.

EFFECTIVE NEGOTIATIONS                                          Back to the Top of the Page

Negotiations occur every day, personally and professionally. This program provides the foundation for establishing long-term relationships, focusing on effective communications, problem solving, and creative solutions. Participants learn that negotiation is a normal, expected and enjoyable part of business. Role play stimulates participants by negotiating real world situations.

• Haggling versus negotiation. 
• Preparation and practice.
• Problem solving and creative thinking. 
• Asking the right questions and effective listening. 
• Traps and countermeasures. 
• The power of legitimacy.
• Avoiding deadlocks ("take it or leave it") 
• When and how to make concessions 
• Psychology of high expectations 
• Team negotiations—pros and cons 
• Establishing long-term relationships 
• Following through on commitments
• Negotiation, Arbitration, Mediation, Litigation; picking the right one is critical.

Charlie Farrell attended the Harvard Law School Negotiation Workshop taught by Roger Fisher, author of Getting To Yes. He is also a graduate of the South Carolina Bar Association's Mediation Certification Training Program, and The Mediation Institute in Albuquerque, New Mexico.

LEADERSHIP                                                            Back to the Top of the Page

In a study by the University of Michigan the number one concern of business leaders is keeping and developing good people.  Accomplished through effective leadership, it is difficult, if not impossible, to develop associates who are distracted by issues that do not directly relate to providing world class products and services.

This is complicated by a “white water” environment of technological change, mergers, downsizing, competition, changes in workforce characteristics, and universal demand for quicker turn around, lower cost and higher quality.

Leaders, under assault at all levels, face a difficult task of establishing a climate of personal credibility which enables our work force to focus and commit to the job at hand.

This is not a magic bullet seminar that says, “Do this and that,” and the world will be a better place.  This change based program will directly challenge your perception of leadership, and strongly encourage your commitment to improve.

CREDIBILITY, RELIABILITY, AND INTEGRITY

We do not sell products and services—we sell the credibility, reliability, and integrity that back up those products and services.  Participants learn the single most important step to ensure these traits.

LEADERSHIP STYLES

A critical part of leadership is understanding behavioral styles, how to recognize our strengths and weaknesses, and how to personalize communications for maximum productivity.  Charlie has worked with a variety of assessments that help organizations build trust and cooperation.

THE LEADER AS A NEGOTIATOR

With emphasis on listening—schools never taught us “Listening 101,” how breakdowns in communication adversely affect productivity and morale and the two most important steps for overcoming.

MANAGING VS. LEADING

We manage “things,” we lead people.  How to insure we have a proper balance.

MISSION, VISION GOALS

How they relate and what they say.  It’s time to change, follow or delete.

COMMITMENT AND ACCOUNTABILITY

Big frustrations and losses of productivity occur when people don’t follow through.  Leaders must show the way by carefully managing commitments and holding others accountable.

POSITIVE CONFRONTATION

Differing opinions are healthy and vital for growth.  However, how we do it will produce a negative or positive outcome.  Learn a four step approach to ensure a productive outcome.

POSITIVE APPROACH

Learn to project a can-do spirit that keeps your team focused on productivity.

MOTIVATION

Different strokes for different folks.  Leaders understand we must deal more one-on-one and set a climate where individuals can satisfy their motivational needs.

LOYALTY

Loyalty is the glue that holds our organization together. Leaders understand this “bond” needs to be strong and permanent.

MANAGING CHANGE                                            Back to the Top of the Page

Change is like a wave—get on top and ride it, or slip underneath and get crushed. Professionals embrace change as an integral part of achieving excellence.

• Causes of change inside and outside the organization. 
• How to handle employee anxiety and resistance to change.
• The change process. 
• Communicating the change. 
• Benefits and dangers of change. 
• Characteristics of a change agent. 
• Handling rumors. 
• Converting resistance to commitment.

PROFESSIONAL PRESENTATION SKILLS             Back to the Top of the Page

People are rarely born with the ability to speak confidently to groups. They must develop this skill over time with practice and thorough planning.

In today's complex and competitive business world, it is critical that we communicate effectively. Whether training employees, making presentations to management, or working with customers, we have a short period of time to get our message across and make a positive impression.

Professional Presentation Skills enables participants to become professional and confident speakers, while improving the quality and effectiveness of their presentations.

INTRODUCTION

• Why are you here? 
• How will you use this? 
• Self-evaluation of present ability. 
• Presentation challenge—what you don't know can kill a presentation.

GOALS & PURPOSE 

• Reasons to present. 
• Why they will remember you. 
• Personal information superhighway.

PREPARATION & PLANNING 

• Unique ways to organize. 
• How to develop presentations for maximum impact. 
• Opening and closing.

THE BASICS 

• Know your audience. 
• Gain instant rapport. 
• Room set up. 
• Presentation checklists. 
• Overcome communication barriers.

AUDIO-VISUALS & COMPUTERS 

• How to prepare. 
• When to use. 
• Common mistakes.

ADVANCED TECHNIQUES 

• Eye contact. 
• Hand and body control. 
• Pace, tone, inflection, use of silence.

WHAT IF . . . 

• The bulb burns out. 
• The computer fails. 
• Your materials get lost. 
• You make a mistake. 
• You have a troublemaker.

CREATIVITY & HUMOR 

• Keep the presentation moving. 
• Taking chances—risk vs. reward. 
• Know your limits.

PRESENTATION KILLERS 

• Topics to avoid. 
• How to handle gender, race, political, and religious issues.

AUDIENCE EVALUATION 

• Before you start. 
• Gauging audience reaction. 
• Follow-up after presentation.

TEAM PRESENTATIONS DO'S & DON'TS

VIDEO TAPING OF PARTICIPANTS 

• A picture is worth a thousand verbal critiques. 
• Proof of progress.

THE PROS AND CONS OF POWERPOINT

PROFESSIONAL IN SALES                                    Back to the Top of the Page

Open new doors, sharpen skills and increase selling effectiveness for the new and experienced sales person. Practical application of professional selling skills promotes self-confidence and enthusiasm.

• The sales process—have a good process, have a good outcome. 
• Gaining rapport and establishing credibility. 
• Uncovering customer needs by skillful questioning and listening.
• Overcoming objections and recognizing buying signals. 
• Closing with confidence. 
• Understanding buying styles and how to customize sales presentations. 
• Characteristics of a professional in sales moving from "sales person" to "partner". 
• If time allows video taping will accelerate the learning process.

TIME MANAGEMENT                                               Back to the Top of the Page

Studies show that we work hard, more hours than ever. However, sometimes we don't work very smart, especially in time management. Organizations have four primary assets: money, people, equipment and time. Time is the most elusive, yet managing it efficiently is critical to improve productivity, quality and customer service. If one hundred employees waste just ten minutes per day ($20.00 per hour in pay and benefits) in idle chatter, disorganization, lost paperwork, etc., we just lost $85,000!

This hands-on program enables us to control time so we accomplish the most important things, lower stress, and increase personal and organizational productivity.

WORK STYLE 

Are you a go-getter who makes decisions without thinking them through, or do you take too much time on a "nickel-dime" decision? Are you naturally disorganized or "born" with a clean desk? Participants discover strengths to build on and weaknesses to overcome.

DELEGATION 

Delegation involves more than giving somebody something to do. It may require developing subordinates' skill, knowing their competencies or maintaining decision making at the appropriate level. Participants learn the barriers to delegation ("I can do it better myself") and reap the rewards when a delegation plan with follow-up is implemented.

SAYING NO 

Learning to say "no" (Have you over-committed lately?) to those things which lead us away from productivity so we have time to say "yes" to those things which make us productive.

STRESS 

Research shows poor time management is one of the leading causes of stress. By identifying internal and external stressors we can start to take control of our time and our life.

EFFICIENT VS. EFFECTIVE/IMPORTANT VS. URGENT 

Constantly doing the right thing vs. doing things right, and the "tyranny of the urgent" vs. the "quiet important." Participants will gain an understanding of these differences and how to react in a rapidly changing environment.

TIME WASTERS 

Some time wasters, like drop-in visitors and interruptions, are external and hard to control. Others, like cluttered desk and being late to meetings, we can and must control. Participants inventory their own unique time wasters and adopt a plan to overcome.

HABITS 

Eighty percent of everything we do comes from habit. Participants will inventory their good habits (ones that lead them toward their goals) and bad habits (ones that lead them away from their goals), and adopt a four-step system to overcome non-productive personal and professional habits.

DECISION MAKING 

Is it better to make the wrong decision quickly or no decision at all? The answer depends on alternatives, impact on strategy, and outcomes expected. We must make better decisions in a timely manner. Participants learn to eliminate "analysis by paralysis," with emphasis on how decisions affect internal and external customer service. The pros and cons of team vs. individual decision making will be evaluated.

PERSONAL ORGANIZATION 

The foundation of personal productivity is personal organization. It enables skill, hard work and talent to move from the work place to the market place. Participants discover the advantages and drawbacks of computers (Palms, Outlook, etc.) vs. traditional paper and how to employ each for maximum advantage. Emphasis is on how to use, not specific brand names.

SETTING PRIORITIES TO OVERCOME PROCRASTINATION 

When faced with a "to do" list it is natural to choose the easy ones first. However, rarely do the easy ones (call a friend for lunch) bring a bigger payoff than the hard ones (counsel an employee. Setting priorities ensures that we, and our associates, focus on the most important and time sensitive items.

MEETINGS 

Too long, not starting or ending on time, one person dominating, not staying on the agenda (or no agenda at all), no follow-up, intimidation—we have all "been there and seen that." Participants learn how to organize and run an effective and professional meeting.

SIMULATION 

Participants, in teams, will have fun working through "one heck of a day" when nothing goes right and everything goes wrong. The debrief examines the actions taken and why, and what choices will smooth the inevitable "white water" in the working environment.

PAPERWORK 

"Computers will eliminate this problem!" Look around most work areas and it's obvious we have a long way to go to tame the paper tiger. Participants will learn to keep paper and desks organized, retrieve things instantly, avoid bottle necks and keep the work in progress.

POSITIVE APPROACH 

Looking for solutions and opportunities is mutually exclusive from looking back at yesterday. Looking for the next sale (after the learning is complete) is mutually exclusive from complaining about the one we lost. Participants learn to focus ahead and keep their eyes on the goal.

MANAGING COMMITMENTS 

Participants learn how following through on commitments (as opposed to, "I'm sorry, I forgot") saves time and enhances credibility.

GOALS AND PLANS 

Time management improves when we and our associates have a clear picture of what we are trying to accomplish. Participants set goals with a written plan. Team goal setting is analyzed to ensure personal goals support the organization's goals.

* * * * *

Since 1980 over 100,000 professionals have attended Charlie Farrell's Time & Life Management. Some comments:

"We have had more than 30 folks go through the program. The time and money invested certainly proved to be a bargain." Pete Pearce, Vice President; L & E Packaging

"This program moved us from middle-of-the-pack to the Lead Dog." Gary York, President; York Oil Company and Neighbors Stores

"A great way to organize your activities . . . a lifelong process." Rick Robbins, ALLTEL

"Since 1989 Siecor has sent 400 employees to Time & Life Management. Past participants report that it is one of the best training programs they have ever attended, and they continue to use the tools and techniques learned there." Amy Yenderusiak, Siecor Corporation

"I can truthfully say I got more out of this seminar than any I have ever attended. I consider it the most productive hours I have ever spent." Douglas M. Lowe, President; Lowe Mechanical

"With my very demanding schedule, the principles and concepts of Time & Life Management have helped me to better organize my business and personal life." Margaret Griffith, Piedmont Natural Gas

VALUING DIVERSITY                                    Back to the Top of the Page

Research shows diversity increasing exponentially. Our workforce, composed of different ages, races, sexes, religions, and personalities, also has a variety of educational and economic backgrounds. We must embrace and capitalize on this diversity. Failure to do so can result in conflict, low morale, loss of productivity and good employees, and litigation. This program is not "touchy-feely." This is common sense, hands-on experiential learning that gives people a better understanding of how to prevent conflicts that arise in a diverse workforce.

• Why diversity training is good for business and the right thing to do. 
• Define diversity and diverse groups. 
• Identify assumptions, attitudes and behavior toward those who are similar and "different" 
• Withhold judgment until all information is known. 
• How different behavioral styles can affect behavior and communication. 
• Focus on similarities, not differences. 
• Appropriate and inappropriate language and behavior. 
• Create plans to create a positive, healthy and "safe" working environment. 
• Follow through on habits and commitments for valuing diversity.