intRAtrain Talent Development
Does Your Training Achieve the Right Blend?
Find out how a blended learning approach to training can enhance your training ROI.
Ninety-two percent (92%) of stand-alone training programs deliver less than a 1:1 return on investment. Blended learning – done effectively – significantly enhances your training ROI. intRAtrain™ Blended Learning Solutions uses a blended approach to learning that incorporates pre- and post-assessment to ensure participants learned the critical and need-to-know information, performance contracting that sets desired behavior change, eLearning that maximizes knowledge transfer, live or virtual learning that optimizes skill development, and reinforcement/virtual coaching that ensures ongoing focus and extends the behavior and performance change process
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Our learning systems have been found to be extremely effective in increasing retention particularly with Generation Y and Millennial learners.
intRAtrain™ Blended learning is here to ensure your training investment achieves maximum, measurable results! Participants will learn more, faster, and have the greatest likelihood discarding undesired behaviors and embracing success behaviors. If training does not result in more desirable participant behaviors, how is it helping your organization? Our solutions work with your company—if you need virtual classes, our solution will work. If you prefer group classes onsite, we have those too! You may ask yourself, why should I choose intRAtrain BLS? There are many reasons that our blended learning approach is preferable including: |
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intRAtrain Blended Learning Solutions combines:
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Use of a blended learning approach can reduce total workshop training time is reduced by 20 to 40% by using eLearning to teach the learning models/concepts. Workshop time is focused on essential actions and application to work situations.
Ultimately, training should enhance knowledge and change behaviors. Every learner deserves a method that suits his/her innate learning preference. In training, we recognize the diversity or our workforce and address appropriate need and learning preferences. This system, tailored to the specific needs of your company, adheres to the principles and traditions of hard work, integrity and commitment.
At intRAtrain we work to ensure all our training programs are designed for the audience. Our Sales Development Program considers the organization, the team, and other situation factors before making a training recommendation. Regardless of program there are many phases that most training development programs go through from start to finish.
Live Session Features:
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Virtual Workshop Features:
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Click here to view more information, dates, and registration.
Expand the selection by clicking on a course below.
Course Description
Why Should I Attend This Workshop? A fundamental competency for individuals in any capacity is the ability to make sound, meaningful decisions based on limited information and data. Despite this importance, we tend to take our decision-making ability, and the decision-making process, for granted. During this intense, highly experiential workshop, participants will learn 3 cutting-edge learning models (LMs), 21 applicable skills, 7 job aids, and over 30 techniques. With assessments, exercises, case studies, and mastery application activities, participants will learn how to make effective decisions based on limited information.
Target Audience
Who would benefit from this workshop? Executives, managers, supervisors, HR generalists, trainers, project leaders, purchasing staff, or anyone who must practice effective decision-making techniques.
Course Outline
Why Should I Attend This Workshop? A fundamental competency for individuals in any capacity is the ability to make sound, meaningful decisions based on limited information and data. Despite this importance, we tend to take our decision-making ability, and the decision-making process, for granted. During this intense, highly experiential workshop, participants will learn 3 cutting-edge learning models (LMs), 21 applicable skills, 7 job aids, and over 30 techniques. With assessments, exercises, case studies, and mastery application activities, participants will learn how to make effective decisions based on limited information.
Target Audience
Who would benefit from this workshop? Executives, managers, supervisors, HR generalists, trainers, project leaders, purchasing staff, or anyone who must practice effective decision-making techniques.
Course Outline
| What is the framework? | After the workshop, what will I be able to do? |
| 1. Why are we here? |
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| 2. Level 2 Pre (Option) |
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| 3. What are my behaviors? |
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| 4. LM 1: What is decision-making? |
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| 5. LM 2: How does the decision-maker affect decision-making? |
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| 6. LM 3: What is an ethical framework? |
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| 7. How do I... Make Effective Decisions? |
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| 8. Ex: Remember This? |
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| 9. Ex: Mastery Application Two |
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| 10. Ex: What is Next? - Choose Your Adventure |
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| 11. Level 2 Post (Option) |
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Course Description
Why Should I Attend This Workshop?
In today's dynamic business environment with ever-changing priorities and customer needs, the ability to negotiate a positive, win-win outcome for both parties has become a foundational skill for all management and professional staff. But it doesn't stop there! Whether it is to deal with suppliers, and vendors, run a household, ask for a raise, or buy anything, negotiation has also become a foundational skill for everyone!
Target Audience
Who would benefit from this workshop? Executives, project managers, managers, supervisors, salespersons, purchasing staff, or anyone who has a professional or personal need for effective negotiating skills.
Course Outline
Why Should I Attend This Workshop?
In today's dynamic business environment with ever-changing priorities and customer needs, the ability to negotiate a positive, win-win outcome for both parties has become a foundational skill for all management and professional staff. But it doesn't stop there! Whether it is to deal with suppliers, and vendors, run a household, ask for a raise, or buy anything, negotiation has also become a foundational skill for everyone!
Target Audience
Who would benefit from this workshop? Executives, project managers, managers, supervisors, salespersons, purchasing staff, or anyone who has a professional or personal need for effective negotiating skills.
Course Outline
| What is the framework? | After the workshop, what will I be able to do? |
| 1. Why are we here? |
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| 2. What are my Current Behaviors? |
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| 3. Learning Model 1: What is Win-Win negotiation? |
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| 4. Learning Model 2: What is negotiation anxiety? |
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| 5. Learning Model 3: What are the five negotiation styles? |
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| 6. Learning Model 4: What are the 3V's of communication? |
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| 7. EA 1 – Prepare for Success |
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| 8. EA 2 – Position for Advantage |
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Course Description
Why Should I Attend This Workshop?
Each time a current or potential customer has contact – in any form – with your organization, a "moment-of-truth" occurs. In this moment-of-truth, the customer has an impression, good or bad, about your organization. The impression may not be accurate; it may merely be the customer's perception of your organization's product, service, or information. However, this perception – even if based on a very brief encounter – determines whether the customer maintains contact with your organization. In this highly experiential workshop, participants will complete two self-assessments, multiple exercises, ag business based case studies, application activities and learn to use several job aids to master the critical skills of Delivering Great Customer Service to internal and external customers.
Target Audience
Who would benefit from this workshop? Executives, managers, supervisors, HR generalists, trainers, project leaders, processing staff, customer service reps, or anyone who needs to develop customer service skills for greater success.
Session Topics and Learning Objectives
Importance of Great Customer Service
This section will introduce the course, the objectives and expectations of participants. It will also introduce the concept of customer service and why it is so important.
Learning Objectives:
Who is Your Customer?
The section will define the focus on the customer, why they are important, the different types, different styles and how these impact the requirements of each.
Learning Objectives:
Employee Attitudes and Actions
This section will focus on the impact of attitudes and actions, including body language,tone of voice and appearance on the customer experience.
Learning Objectives:
Learn Customer Needs and Expectations
The section will focus on recognizing and responding to the needs and expectations of the customer. This includes the use of questioning, listening and the 3 V's.
Learning Objectives:
Take Action to Delight Customers
This section will focus on techniques and strategies that can be used to assist the customer and provide a positive service experience.
Learning Objectives:
Handling Difficult Customers and Conflict Resolution
This section will describe tools and strategies available to help work with, defuse and satisfy all customers regardless of style, type and requests.
Learning Objectives:
Why Should I Attend This Workshop?
Each time a current or potential customer has contact – in any form – with your organization, a "moment-of-truth" occurs. In this moment-of-truth, the customer has an impression, good or bad, about your organization. The impression may not be accurate; it may merely be the customer's perception of your organization's product, service, or information. However, this perception – even if based on a very brief encounter – determines whether the customer maintains contact with your organization. In this highly experiential workshop, participants will complete two self-assessments, multiple exercises, ag business based case studies, application activities and learn to use several job aids to master the critical skills of Delivering Great Customer Service to internal and external customers.
Target Audience
Who would benefit from this workshop? Executives, managers, supervisors, HR generalists, trainers, project leaders, processing staff, customer service reps, or anyone who needs to develop customer service skills for greater success.
Importance of Great Customer Service
This section will introduce the course, the objectives and expectations of participants. It will also introduce the concept of customer service and why it is so important.
Learning Objectives:
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Who is Your Customer?
The section will define the focus on the customer, why they are important, the different types, different styles and how these impact the requirements of each.
Learning Objectives:
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Employee Attitudes and Actions
This section will focus on the impact of attitudes and actions, including body language,tone of voice and appearance on the customer experience.
Learning Objectives:
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Learn Customer Needs and Expectations
The section will focus on recognizing and responding to the needs and expectations of the customer. This includes the use of questioning, listening and the 3 V's.
Learning Objectives:
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Take Action to Delight Customers
This section will focus on techniques and strategies that can be used to assist the customer and provide a positive service experience.
Learning Objectives:
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Handling Difficult Customers and Conflict Resolution
This section will describe tools and strategies available to help work with, defuse and satisfy all customers regardless of style, type and requests.
Learning Objectives:
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Course Description
Why Should I Attend This Workshop?
Today, Ag business is driven by one simple truth: a positive long-term client/ customer relationship will lead directly to consistent revenue and earnings growth. But, this only works if there is mutual trust, a natural fit for the Ag products and services to fill a client need, and a system to maintain the trust. This course develops the behaviors and skills to successfully work through a relationship-based Ag sales process by building positive and sustainable Ag buyer relationships over time. Participants will master sales communication, the Ag sales process, determining customer needs, and interpreting the customer's verbal, vocal, and visual cues. The participant's improved sales and relationship skills will result in a far more effective Ag sales process, increased sales, better long-term customer/client relationships, and increased job satisfaction for the Ag sales professional.
Target Audience
Who would benefit from this workshop? This workshop is ideal for anyone in a sales role, new or experienced.
Course Outline
Why Should I Attend This Workshop?
Today, Ag business is driven by one simple truth: a positive long-term client/ customer relationship will lead directly to consistent revenue and earnings growth. But, this only works if there is mutual trust, a natural fit for the Ag products and services to fill a client need, and a system to maintain the trust. This course develops the behaviors and skills to successfully work through a relationship-based Ag sales process by building positive and sustainable Ag buyer relationships over time. Participants will master sales communication, the Ag sales process, determining customer needs, and interpreting the customer's verbal, vocal, and visual cues. The participant's improved sales and relationship skills will result in a far more effective Ag sales process, increased sales, better long-term customer/client relationships, and increased job satisfaction for the Ag sales professional.
Target Audience
Who would benefit from this workshop? This workshop is ideal for anyone in a sales role, new or experienced.
Course Outline
| What is the framework? | After the workshop, what will I be able to do? |
| 1. What are my Current Behaviors? |
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| 2. LM 1: How do Ag buyers make buying decisions? |
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| 3. LM 2: What is Ag Sales? |
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| 4. LM 3: How do I Overcome Sales Call Reluctance? |
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| 5. LM 4: What are the 3V’s of Communication? |
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| 6. LM 5: What are the Four Ag Buyer Styles? |
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| 7. EA 1 – Know what you are Selling |
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| 8. EA 2 – Approach Qualified Ag Buyers |
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| 9. EA 3 – Meet to Clarify Needs and Desires |
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Course Description
Why Should I Attend This Workshop?
Great leadership is often called an "art" because it appears effortless and natural. Great leaders who “inspire and create passion in others to accomplish critical objectives" simply tap into the emotional side of the people equation to bring out the best in their constituents. The great leader can enable others when appropriate; make tough decisions when appropriate, and create a compelling direction that brings clarity, sparks innovation and creativity, and sees solutions when others see problems. The good news is that these skills can be learned and applied immediately to enhance results. This highly interactive, applied workshop uses a valid Jung-based “style preference" assessment and the “great leadership" model to develop 18 skills and present over 40 techniques to develop effective leadership. Participants will use their natural and developed leadership skills to inspire others, create better results, and to create a positive, productive, and satisfying work life.
Target Audience
Who would benefit from this workshop? This workshop is essential for all leaders, managers, and supervisors who are accountable to maximize the efficiency and productivity of their performers.
Course Outline
Why Should I Attend This Workshop?
Great leadership is often called an "art" because it appears effortless and natural. Great leaders who “inspire and create passion in others to accomplish critical objectives" simply tap into the emotional side of the people equation to bring out the best in their constituents. The great leader can enable others when appropriate; make tough decisions when appropriate, and create a compelling direction that brings clarity, sparks innovation and creativity, and sees solutions when others see problems. The good news is that these skills can be learned and applied immediately to enhance results. This highly interactive, applied workshop uses a valid Jung-based “style preference" assessment and the “great leadership" model to develop 18 skills and present over 40 techniques to develop effective leadership. Participants will use their natural and developed leadership skills to inspire others, create better results, and to create a positive, productive, and satisfying work life.
Target Audience
Who would benefit from this workshop? This workshop is essential for all leaders, managers, and supervisors who are accountable to maximize the efficiency and productivity of their performers.
Course Outline
| What is the framework? | After the workshop, what will I be able to do? |
| 1. Why are we here? |
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| 2. What are my behaviors? |
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| 3. Learning Model 1: Management versus Leadership |
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| 4. Learning Model 2: What is Leadership? |
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| 5. Learning Model 3: How do Leaders Influence Results? |
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| 6. How do I... Achieve Results Through Leadership? |
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| 7. Remember This! |
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| 8. Master This Competency |
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| 9. Plan for Success? – Choose Your Adventure |
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Course Description
Why Should I Attend This Workshop?
In today's fast-paced organization, the role of manager is evolving dramatically: Organizations use more temporary workers; employ more diverse staff; face ever accelerating change; have higher staff turnover; and, most pertinent to this workshop, expect that managers do more with less. The mantra of “better, faster, cheaper" is resounding in boardrooms, manager and supervisor meetings, and down to the front lines of performers. Today, higher performance translates into an effective and efficient workforce, able to meet and sustain the demand of today's competitive marketplace. This is best achieved through the application of Collaborative Coaching.
Target Audience
Who would benefit from this workshop? Everyone who is responsible for the performance of others!
Course Outline
Why Should I Attend This Workshop?
In today's fast-paced organization, the role of manager is evolving dramatically: Organizations use more temporary workers; employ more diverse staff; face ever accelerating change; have higher staff turnover; and, most pertinent to this workshop, expect that managers do more with less. The mantra of “better, faster, cheaper" is resounding in boardrooms, manager and supervisor meetings, and down to the front lines of performers. Today, higher performance translates into an effective and efficient workforce, able to meet and sustain the demand of today's competitive marketplace. This is best achieved through the application of Collaborative Coaching.
Target Audience
Who would benefit from this workshop? Everyone who is responsible for the performance of others!
Course Outline
| What is the framework? | After the workshop, what will I be able to do? |
| 1. Why are we here? |
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| 2. What are my current behaviors? |
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| 3. Learning Model 1: What is collaborative coaching? |
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| 4. Learning Model 2: What is Desire? |
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| 5. Learning Model 3: What are the four coaching styles? |
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| 6. Learning Model 4: What are the 3V's of communication? |
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| 7. How do I... Coach for Enhanced Performance? |
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| 8. Remember This? |
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| 9. Mastery Application |
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| 10. What is Next? |
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Course Description
Why Should I Attend This Workshop?
By design, unit structure requires compromise, cooperation, and negotiation, and that issimply within the unit! Inevitably, this leads to periodic and often detrimental conflict within theunit. As a leader, the ability to navigate through conflict is a core competency. It produces many benefits, including increased productivity, improved cohesion and teamwork, and creative problem solving.
Who would benefit from this workshop? This workshop is essential for all unit and team leaders, HR, project managers, and Sponsors who are accountable to maximize the efficiency and productivity of a team.
Course Outline
Why Should I Attend This Workshop?
By design, unit structure requires compromise, cooperation, and negotiation, and that issimply within the unit! Inevitably, this leads to periodic and often detrimental conflict within theunit. As a leader, the ability to navigate through conflict is a core competency. It produces many benefits, including increased productivity, improved cohesion and teamwork, and creative problem solving.
Who would benefit from this workshop? This workshop is essential for all unit and team leaders, HR, project managers, and Sponsors who are accountable to maximize the efficiency and productivity of a team.
Course Outline
| What is the framework? | After the workshop, what will I be able to do? |
| 1. Why are we here? |
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| 2. What are my behaviors? |
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| 3. Learning Model 1: What is Conflict? |
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| 4. Learning Model 2: What are the 5 Common Conflict Approaches? |
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| 5. Learning Model 3: What are the 3V's of Communication? |
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| 6. How do I... Resolve Employee Conflict? |
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| 7. Remember This? |
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| 8. Master This Competency |
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| 9. Plan For Success |
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| 10. Workshop Evaluation |
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| 11. Why are we here? |
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intRAtrain Library modules are a great stand-alone training product. They can also be bundled together with our blended learning products to create a complete learning curriculum.
intRAtrain Library offers 300 employee soft skill and management development e-learning courses that is “changing the face of learning” with course design that includes chunked learning, video and optimization for mobile learning. Course bundles, learning tracks and sequencing help guarantee employees get the most from their learning experience.
Course modules are available for all employee types and learning needs. The management courses are designed for those with responsibilities of leading and inspiring employee performance. The courses help build the skills needed to manage individual and team performance, engage and retain employees, as well as contribute to organizational success.
The individual courses are designed for all employees. Topics include communication and team skills, improving personal performance, as well as skills to help the individual become a contributing member of the organization, now and into the future.
intRAtrain Library modules cover a wide range of topics bundled by learning track.
Learning track includes these bundles: Writing to Get Things Done® Toolkit, Creating Great Work, Increasing Your Contribution at Work
| Creating Great Work: | Individuals take the initiative to create work that is inspiring, challenging and focused on what they love to do. |
| What Excites You at Work? | Identify what excites you the most about the company and its future | |
| Increase the Level of Challenge at Work | Identify the actions you can take to increase the level of challenge in your own work | |
| Analyze Key Experiences for Lessons Learned | Analyze key experiences from the last two years to discover what you’ve learned | |
| Work-Life Balance for You | Define what great work balance looks like for you | |
| The Right Level of Challenge | Talk to your boss about the right level of challenge for you |
| Increasing Your Contribution at Work: | Individuals develop the skills required to deliver high performing results. |
| Increase Your Personal Success | Identify one action that if done more will increase your personal success | |
| Struggling to Meet Commitments | Solve for the reasons you struggle to meet commitments | |
| Increase Your Personal Engagement | Outline the actions that will increase your personal engagement and performance | |
| Increase the Quantity of Work | Select specific actions you will take to increase the quantity of work produced | |
| Stay Productive While Waiting for Answers | Maintain personal productivity while waiting for answers to critical questions | |
| When Are You Most Creative? | Identify the time you are most creative and innovative | |
| Organizing Information for Productivity | Organize information to increase your effectiveness and productivity | |
| Creating Accountability for Business Results | Work with your boss to create accountabilities for how you are responsible to achieve business results |
Learning track includes these bundles: Communicating with Others, Building Your Leadership Skills
| Communicating with Others: | Individuals build the skills required to effectively communicate their thoughts, ideas and opinions to others. |
| Nonverbal Communication | Monitor and improve your nonverbal communication actions | |
| Understanding Body Language | Strengthen your ability to read other people's body language | |
| Talk About and Promote the Company Vision | Determine how you will talk about, promote and share the organization’s vision with others | |
| Create a Vision Branding Statement | Create a concise branding statement to connect others to the organization's vision | |
| Handling Customer Complaints | Positively handle queries or complaints from your customers |
| Building Your Leadership Skills: | Individuals build leadership skills that can help in any role, whether the person is an individual contributor, new supervisor or experienced manager. |
| Keeping Customers Informed | Keep your customers informed of key information, progress and status updates | |
| Seek Out the Ideas and Opinions of Others | Actively seek the thoughts and opinions of others in key situations | |
| Show Good Judgment Regarding Creative Ideas | Demonstrate good judgment for how creative ideas and suggestions will work | |
| Integrity Review | Perform an integrity review on your actions and behaviors | |
| Contributing to the Organization Strategy | Identify what you need to do differently to effectively contribute to the organization strategy | |
| Support the Organization’s Vision and Strategy | Select the actions you will take to lead the organization’s vision and strategy | |
| Manage Conflict with Others | Use a process for managing conflict with others | |
| Learn From a Conflict Management Expert | Identify someone who is good at conflict management who you can learn from | |
| How Inspiring Are You? | Evaluate how inspiring your words and actions are to others | |
| Be a Powerful and Inspirational Role Model | Become a powerful and inspirational role model to others |
Learning track includes these bundles: Basic Business Skills, Personal Behaviors and Conduct, You and Your Boss
| Basic Business Skills: | Individuals build the basic business skills required to be successful in any job, at any company. |
| Strengthen Job Required Skills | Increase your ability to perform the processes and procedures required for your job | |
| Know and Meet Customer Needs | Understand the changing needs of your customers and work to anticipate and meet those needs | |
| Identify All Outcomes of a Potential Decision | Identify all possible outcomes before implementing a decision | |
| Ensure Strategy Alignment | Ensure alignment to the organization’s strategy before committing to a project or initiative | |
| Seeking Out Cutting Edge Ideas | Seek out new or cutting edge programs or processes that positively impact the organization’s strategy | |
| Organizing Your Workspace | Organize your workspace and maintain a clutter free and productive work environment | |
| Resources for Success | Identify the resources you need to be successful in your role | |
| Learn Workplace Technology | Learn a new workplace technology to enhance your individual work performance | |
| Work Place Rules and Policies | Evaluate how well you adhere to critical work place rules and policies | |
| Understanding Financial Management | Take your knowledge and understanding of financial management to the next level |
| Personal Behaviors and Conduct: | Individuals strengthen their personal conduct and behaviors to become individuals with character and integrity in the workplace. |
| Manners and Courtesy at Work | Evaluate your level of manners and courtesy at work | |
| Developing an Attitude to Learn | Determine if you display an attitude to learn | |
| Increase Your Objectivity | Increase objectivity by identifying various perspectives of the same situation | |
| Do You Overreact? | Determine if you tend to overreact to stressful and difficult situations | |
| Persevere During Setbacks | Persevere in the face of setbacks | |
| Being Consistent with Company Values | Increase the consistency between your actions and the company values | |
| Don’t Jump to Solutions | Spend time asking questions before immediately jumping to solutions |
| You and Your Boss: | Individuals build their relationship with their boss to receive the right level of feedback and coaching for success. | ||
| Feedback for Great Results | Identify the areas you need feedback on to deliver great results | |
| Ask Your Boss for Feedback | Ask your boss for feedback on your performance | |
| Support the Company Mission and Vision | Talk with your boss regarding how your actions & behaviors support the company mission and values | |
| Discuss Your Work-Life Balance Needs | Meet with your boss to discuss your work/life balance needs | |
| Recognizing Your Boss for Personal Achievements | Recognize your boss for his or her contribution to the team’s achievements & your individual success |
Learning track includes these bundles: Coaching Career Development, Developing for Success, Building Your Career
| Coaching Career Development: | Managers learn how to guide and coach employees in developing their career within the organization. |
| Employee Career Aspirations | Get to know your employee’s career desires and aspirations | |
| The Company Career System | Employees learn about the company career system | |
| Career Plans for Your Employees | Create a career plan with your employee | |
| Finding Employee Development Opportunities | Identify skill development opportunities for your employee | |
| Building an Employee’s Professional Network | Help build your employee’s professional network | |
| Career Plans and Employee Expectations | If needed, set appropriate expectations with employees regarding their career plans |
| Developing for Success: | Individuals focus on building their knowledge and skills to be successful in their current role, as well as future company positions. |
| Exploring Company Job Opportunities | Explore the jobs and opportunities within the company | |
| Brand and Promote What You Do | Learn how to brand and promote what you love to do | |
| Identify Potential Career Opportunities | Identify potential career opportunities | |
| Know Your Skills and Gaps | Identify your current skills and capabilities and determine what gaps exist | |
| Building Skills and Capabilities | Identify the top actions you can do to strengthen your skills, capabilities, and overall performance | |
| Skill Development Opportunities | Identify skill development opportunities for yourself and/or your employees | |
| Personal Skill Development Plan | Create a personal skill development plan | |
| Increase Your Personal Performance | Build the skills required to increase personal performance | |
| Best Professional Organizations for You | Identify the best professional organizations you should join for your job or career | |
| Personal Expectations and Your Workload | Check your personal expectations regarding your workload and job requirements |
| Building Your Career: | Individuals take action to identify career opportunities, build the required skills and brand themselves to others. |
| Potential Career Opportunities | Identify potential career opportunities | |
| Company Jobs and Opportunities | Explore the jobs and opportunities within the company | |
| Identify Your Skill Gaps | Identify your current skills and capabilities and determine what gaps exist | |
| Create a Career Plan | Create a solid career plan | |
| Building Skills for Your Career | Create a skill development plan | |
| Building a Personal Network | Strengthen your personal network | |
| Branding Yourself | Brand yourself to others | |
| Reconcile Insufficient Career Opportunities | Reconcile a situation with little to no career opportunities |
Learning track includes these bundles: Customer Service Basics, Customer Service Management
| Customer Service Basics: | Individuals build the skills required to deliver excellent customer service and build customer loyalty. |
| Building Customer Rapport | Build your skills to perform essential customer rapport building actions | |
| Listening to Your Customers | Learn how to effectively listen to your customers to meet their individual needs | |
| Developing Your Customer Focus | Identify the actions you will take to strengthen customer loyalty | |
| Customer Service Over the Phone | Implement the requirements to delivering great customer service over the phone | |
| Internal Customer Service | Create a plan for how you will deliver great customer service | |
| Serving Customers in the Field | Discover what is required to positively serve your customers in the field | |
| Customer Service Confrontation and Conflict | Learn how to effectively manage difficult customer situations |
| Customer Service Management: | Managers learn how manage, coach and inspire their customer service team to deliver high performing results. |
| Shaping the Direction of Customer Service | Determine what you will do to help direct the company’s customer service strategy | |
| Inspiring and Motivating Customer Service Agents | Learn how to inspire and motivate your customer service team | |
| Giving Feedback to Your Customer Service Agents | Customer Service agents receive feedback on their performance | |
| Customer Service Coaching | Provide the right level of coaching to your customer service agents | |
| Customer Service Quality | Implement the key elements of quality service with your team | |
| Customer Feedback and Insight | Find out from your customers what you and your team can do differently | |
| Onboarding New Customer Service Agents | Help new hires be successful in the first few weeks of their new role | |
| Managing Remote Customer Service Teams | Determine what is required to successfully manage a remote customer service team |
Learning track includes these bundles: Developing and Coaching Employees, Giving Great Feedback, Discussing Total Compensation
| Developing and Coaching Employees: | Managers develop their skills to coach and develop their employees to become more capable and high performing individuals. |
| Support Your Team for Performance | Determine how to support your team so they can perform at their best | |
| Giving Employee Feedback | Employees receive feedback on their job performance | |
| Building Employee Skills | Top two actions your employees can do to improve their capabilities and contribute to organization | |
| Skill Development Plan | Create a skill development plan with your employee | |
| Coaching After Mistakes | Use a coaching process after employees make mistakes or miss their performance goals | |
| Energizing Work | Identify what work is energizing to your employees | |
| Support Employee Development | Identify actions you can take to support each person’s development | |
| Improve the Feedback You Give Others | Improve the feedback employees receive on their performance |
| Giving Great Feedback: | Managers discover how to provide the feedback each person needs to perform at a high level. |
| Improve the Quality of Feedback You Give | Improve the quality of the feedback you give your employees | |
| Employees Monitor Personal Performance | Employees monitor and measure their own performance | |
| Acting with Appropriate Speed to Problems | Evaluate whether you acted with appropriate speed to problems and issues | |
| Employee Reactions to Performance Evaluations | Quickly understand how employees feel about their performance evaluation and rating | |
| Teams Monitor Performance | Team members learn how to monitor and measure their own performance |
| Discussing Total Compensation: | Managers learn how to discuss compensation issues, rewards, as well as company benefits with individual employees. |
| Market Range Compensation | Help employees know what the compensation market range is for their role | |
| Performance and Rewards | Discuss with your employees how individual performance impacts rewards and compensation | |
| Linking Performance and Rewards | Create a clear link between performance delivered and rewards received | |
| Going Above and Beyond | Identify who needs to be rewarded for working hard and going above and beyond what’s required | |
| Benefits Discussion | Conduct a benefits discussion with your team |
Learning track includes these bundles: Increasing Employee Engagement, Retaining Your Employees, Recognizing Employees, Providing Resources for Success
| Increasing Employee Engagement: | Managers build the skills required to engage employees to perform at their |
| Supporting Employees | Determine how you support your employees | |
| Connecting Work to the Organization | Connect the work employees do to the organization and to future opportunities | |
| Requirements for Success | Assess whether employees have what they need to be successful in their role | |
| Using an Employee’s Best Skills and Abilities | Perform a job evaluation to determine if a particular role uses an employee's best skills and abilities | |
| Team Satisfaction | The team evaluates how well the company meets their individual needs | |
| Inform and Inspire Your Team | Inform and inspire your employees regarding the team’s vision | |
| Work-Life Balance for Each Person | Understand what work/life balance looks like for each person | |
| Appreciating Contribution and Results | Ask a leader to thank an individual employee or team for their contribution and results |
| Retaining Your Employees: | Managers perform the skills needed to retain each individual employee |
| Overall Satisfaction at Work | Talk with your employees about their overall satisfaction with the company and their work situation | |
| Keeping Your Employees | Find out what factors will cause your employees to stay | |
| Decreasing Employee Turnover | Identify what is required to create a work situation that will cause each employee to stay | |
| Who Needs Better Work-Life Balance? | Identify who needs help getting a better balance between work and their personal life | |
| Maximizing Employee Talents | Determine how an employee’s top talents are used in his or her job | |
| Creating Work Autonomy | Create the right level of work autonomy for your team | |
| Compensation Rule of Thumb | Determine if each employee’s compensation package is within market range | |
| Your Own Requirements to Stay | Identify what will create a work situation that will cause you to stay |
| Recognizing Employees: | Managers build their capabilities to recognize their employees for their work and accomplishments |
| Recognize Employees Each and Every Day | Provide recognition to your employees each and every day | |
| Recognize Accomplishments and Contribution | Employees are recognized for their accomplishments and contribution | |
| Improving How Things Get Done | Recognize employees who seek out ways to improve the way things get done | |
| Balance Public and Private Recognition | Create the right balance between public and private recognition | |
| Find Others to Provide Team Recognition | Find others within the organization who can give praise and recognition to your team |
| Providing Resources for Success: | Managers learn how to provide the resources employees need to successfully deliver their objectives and achieve team goals. |
| Managing Team Resources | Evaluate how well you manage the team or department resources | |
| Required Employee Resources | Determine if employees have the resources they need to be successful | |
| One Resource for Success | Employees identify one resource they need to be successful in the next 60 days | |
| Use a Resource Management Agenda Item | Create a resource management agenda item to ensure team needs are met | |
| Resources and Customer Needs | Consider the customers’ needs when allocating resources | |
| Providing the Right Resources | Take action to provide the resources employees need for success | |
| Team Resource Needs | Team members prioritize resources needs | |
| Teams Improve Efficiency of Resources | The team determines how they can improve the efficiency of existing resources |
Learning track includes these bundles: Leadership Essentials, Leading the Organization Strategy
| Leadership Essentials: | Managers build the leadership skills required to lead the organization strategy, retain top talent and communicate the organization vision. |
| Become a Reliable Leader with Integrity | Increase the actions and behaviors that demonstrate you are a reliable leader with integrity | |
| Balance Your Leadership and Employee Roles | Determine your work priorities as a leader and as an individual contributor | |
| Connecting Goals to Vision | Connect every employee’s individual goals to the organization’s vision and strategy | |
| Connecting Team Work to the Strategy | Discuss how the team’s goals and core work is directly connected to the company’s strategy | |
| Align Resources to Strategic Priorities | Define the strategic priorities for the department and align the required resources | |
| Speaking Your Mind | Assess if people are truly able to speak freely within the team | |
| Innovation Norms and Expectations | Create team innovation norms and expectations | |
| Are Your Actions Consistent with Your Values? | Determine if your actions are consistent with your values | |
| Keep Your Top Talent | Perform a top talent review to determine what you need to do to keep your top talent | |
| Increase Employee Innovation | Increase the level of innovative actions of your employees | |
| Responding to Issues and Concerns | Evaluate how you respond to concerns or issues presented by your employees | |
| Analyze the Pros and Cons of Key Decisions | Analyze essential information and the pros and cons of key decisions |
| Leading the Organization Strategy: | Managers develop their ability to lead others towards achieving the organization strategy. |
| Integrity Expectations | Identify and share what you expect from your employees | |
| How Employees Support Organization Goals | Show employees how they support the organization’s goals and strategy | |
| A Leader’s Thoughts on Strategy | Ask a leader to discuss the company’s upcoming strategy and changes with your team | |
| Connecting Work to Company Objectives | Create the connection between company objectives and employees’ core work | |
| Meeting Goals and Achieving the Strategy | Determine what the team can do to help meet the team’s goals and achieve the organization strategy | |
| Connecting Work Projects to the Vision | Evaluate the success of projects based on how well it moved the company towards its vision & strategy | |
| Capture and Share Best Practices | Encourage the capturing and sharing of best practices and lessons learned | |
| Trust Others to Drive the Strategy | Show employees you trust them to support the organization’s goals and strategy |
Learning track includes these bundles: Leadership Essentials, Leading the Organization Strategy
| Developing Work Relationships: | Individuals build their relationships with colleagues and peers to increase personal success and team |
| Working with a Diverse Team | Evaluate how well you work with individuals with different perspectives and expertise | |
| Build your Network | Build relationships with colleagues to learn about their role, skills and expertise | |
| Empathy for Others | Assess the level of empathy you show others | |
| Share Your Knowledge and Expertise | Increase your willingness to share your knowledge and expertise with others | |
| Recognize Your Peers | Recognize your peers for their contributions and accomplishments | |
| Building Trust with Others | Build trust with others by building relationships with your colleagues | |
| Balance Conflicting Customer Priorities | Balance the conflicting priorities of different customers |
| Creating Great Teamwork: | Managers strengthen their skills to build great teamwork among their employees and team. |
| Team Norms and Expectations | Create behavior norms and expectations for working together as a team | |
| Creating a Strong Team Culture | Create a team culture that capitalizes on team member strengths | |
| Working with Others Within the Company | Identify actions the team can take to strengthen how they work with others within the company | |
| Project Teams Rely on Each Other | Encourage project teams and work teams to rely on each other’s skills, knowledge, and abilities | |
| Involving Others for Great Decisions | Involve the right people and gather the right information to make great decisions |
| Conflict Management Skills: | Managers build their own conflict management skills, as well as learn how to coach employees to manage conflict with others. |
| Helping Employees Manage Conflict | Learn how to recognize when team members need help managing conflict | |
| Help Groups Resolve Conflict | Use a mediation process to help groups resolve existing conflict | |
| Conflict Management Expectations | Create expectations for managing conflict | |
| Create a Conflict Management Culture | Create a conflict management agenda item to create a conflict management culture | |
| Coaching Employees to Manage Conflict | Provide employees a process for managing conflict with others |
Learning track includes these bundles: Communication Skills for Managers, Building Trust and Respect, Delegating Work
| Communication Skills for Managers: | Managers build and strengthen their communication skills to work more effectively with their employees, peers and organization leaders. |
| Team Communication Expectations | Establish team communication norms and expectations | |
| Managerial Listening Skills | Evaluate your communication with others to see how well you listen | |
| Communicate Clear and Concise Messages | Use three communication elements to strengthen your ability to deliver clear and concise messages | |
| Team Listening | Evaluate your communication with co-workers and peers to see how well you listen | |
| Right Information at the Right Time | Ensure your team gets the right information at the right time | |
| Communicating with Different Audiences | Create communication reminders for the most frequent audiences you interact with | |
| Team Communication Feedback | Team members let you know when you perform selected communication actions | |
| Communicating Key Messages | Receive feedback from your team on how well you are communicating key messages |
| Building Trust and Respect: | Managers build the level of trust and respect they receive from their employees, peers and customers. |
| Supporting Company Values | Understand how your actions support the company values | |
| Fairness with Others | Evaluate how fair you are with others | |
| Building Trust with Employees | Build trust by learning what will create a great work situation for each employee | |
| Trusting Others to Innovate | Increase trust and respect by supporting and encouraging innovation | |
| Respect through Resources | Build respect by creating a network of resources for employees |
| Delegating Work: | Managers develop their skills to effectively and successfully delegate work to others. |
| Delegating to Others | Determine what you can delegate to others to be more effective in your role | |
| Delegating with Clear Expectations | Establish clear agreements regarding what will be done when delegating to employees | |
| Getting Buy-In When Delegating | Increase buy-in for your requests when delegating to others | |
| When Agreements are Broken | Effectively confront others when agreements are broken | |
| Leadership through Delegation | Strengthen your leadership capabilities through delegation |
Learning track includes these bundles: Bud to Boss Toolkit, Supervision Basics, Management Essentials, Managing for Success
| Supervision Basics: | Managers learn the supervision skills needed when they are responsible for guiding the performance of others. |
| Three Month Work Objectives | Employees gain a clear understanding of what they must deliver in the next three months | |
| Assist Employees Facing Challenges | Provide help and assistance to your employees facing challenges and obstacles | |
| Team and Company Policies | Discuss the importance of team and company policies with your team | |
| Know Your Employees | Identify what you know about your employees' family, hobbies, personal challenges and interests | |
| Know Who’s Really Contributing | Identify individuals who are really contributing to the team or company goals | |
| Involving Others in Problem Solving | Involve others in solving important problems and issues | |
| Know Your Team’s Experience and Background | Get clear on the various experiences, backgrounds, skills and perspectives of your team | |
| Work-Life Balance for the Team | Ensure everyone is clear on what work/life balance looks like with the team or department |
| Management Essentials: | Managers build the basic management skills required to coach employees, deliver feedback and recognize the achievements of others. |
| Giving Clear Work Priorities | Employees get clear on their work priorities for the next 30 days | |
| What Employees Need | Find out what your employees need from you, their manager | |
| Reinforce Great Teamwork | Create a team meeting agenda item to reinforce great teamwork | |
| Valuing Employees | Discuss with your employees why you value them, why they’re important to the team and company | |
| Listening to Others’ Ideas and Opinions | Evaluate how well you listen to others’ ideas and opinions | |
| Problem Solving Expectations | Create problem-solving expectations for your employees | |
| The Right Workload for Employees | Determine if the workload is right for your employees and for the company | |
| The Great Things Employees Do | Share with your employees the great things they do and how they make a difference | |
| An Ethics and Integrity Discussion | Ask a leader to come talk to the team about ethics, integrity, and the company values | |
| Perform a Performance Review | Perform a performance review with your employees | |
| Creating Challenging Work | Increase the level of challenge an employee experiences at work | |
| Receive Feedback From Your Employees | Receive feedback from your team on how you’re doing as a manager | |
| Creating a Great Work Situation | Determine what factors would create a great job and work situation for your employees | |
| Evaluating Performance in the Right Way | Determine if you're doing the right things when evaluating an employee's performance | |
| Perform a Departure Review | Perform a departure review for your team members |
| Managing for Success: | Building off of the Management Essentials, managers continue developing their ability to manage, inspire and lead employees towards success. |
| What the Team Loves About the Company | Facilitate a team discussion regarding what employees love about the company | |
| Building Relationships with Colleagues | Build relationships with colleagues to learn about their role, skills, and expertise | |
| Team Work-Life Balance | The team determines what they can do together to create balance for everyone on the team | |
| More Than One Solution | Identify a number of potential solutions for the same problem | |
| Solving Problems in the Right Way | Determine what is required to ensure issues are solved in the right way at the right time | |
| Team Integrity | Teams discuss what integrity looks like and identifies expectations for the team | |
| Speaking Freely with Others | Share with your team how people react to you when you speak freely with others | |
| Soliciting Ideas and Opinions | Create an agenda item to discuss how the ideas and opinions of others are being solicited and used | |
| Differences Make a Stronger Team | Employees learn how each person is diverse and how these differences help make a strong team | |
| Understand Customer Needs | Strengthen your understanding of your customers’ needs and what you can do to meet them | |
| The Importance of Safety | Discuss and reinforce the importance of safety with your team | |
| Create a Safety Culture | Create a team culture focused on safety and accident prevention |
Learning track includes these bundles: Onboarding New Employees, Starting a New Job
| Onboarding New Employees: | Managers work with new hires to help them quickly get up to speed by understanding what they must do and achieve to become fully integrated employees. |
| New Hire Expectations of a Manager | New employees know exactly what they can expect from you as a manager | |
| First Weeks’ Deliverables | New hires learn what work they must do & what they must achieve in the first few weeks on-the-job | |
| Team Members Introduce Themselves | Team members introduce themselves to the new hire | |
| Great Work Situations for New Hires | Managers learn what will create a great work situation for each new employee | |
| Learning a New Role | New employees learn how they fit in with the team and how they can contribute to the organization | |
| We Wish We Had Known | New hires learn what their peers wished they had known when starting their own job | |
| Learning from Co-Workers | New hires learn from co-workers why it’s great to work for the team and the company | |
| Teams Share with New Hires | Team members discuss the team’s overall purpose and deliverables with the new hire | |
| New Hires Build New Skills | Know what skills and knowledge the new hire must build to be successful in the new role | |
| Coaching New Hires | New employees receive coaching & information to ensure the right work is done at the right time | |
| New Hires Get Coaching From Others | New hires have a network of resources for coaching, feedback and skill building | |
| Reconnect Employees to Individual Work | New employees are reconnected to the work they must do and achieve | |
| Feedback for New Hires | New employees receive feedback on what they’ve done so far & learn what they must do in the future | |
| Exploring Professional Development | New hires explore how they can grow and develop within the company | |
| New Hires Build a Professional Network | Team members help new hires build a network of people within the company | |
| Feedback from New Hires | Managers receive feedback from their new hires | |
| New Hire Performance Review | New hires receive a review of their performance since starting their new job | |
| Work and Challenges in the Future | New hires get clear on the work and challenges that lie ahead |
| Starting a New Job: | Individuals new to a job, role or the company, take action to accelerate the time it takes to become a productive employee and integrated team member. |
| Clear Work Expectations | Know exactly what you must do over the next six months to be a high performing employee | |
| Learn about the Company and Customers | New hires learn more about the company and its customers | |
| Information for Success | Find out who can provide the information you need to be successful in your job | |
| Making an Impact | Determine how you make a positive impact on the team and within the company | |
| Getting to Know Your Peers | Get to know your co-workers’ role, skills, and expertise | |
| Six Month Work Priorities | Get clear on your work priorities for the next six months | |
| Current Performance Review | Review your current level of performance and determine what you should do going forward |
Learning track includes these bundles: Project Management for Managers, Meeting Management, Become a Contributing Project Team Member
| Project Management for Managers: | Project Managers focus on the skills required to lead and manage effective and successful projects. |
| Team Involvement in Planning | Identify how you will involve the team in planning the project | |
| Brand and Promote Your Project | Create a compelling and concise branding statement for your project | |
| Project Plan Updates | Identify the individuals who must be informed and updated on the project plan | |
| Planning Tools and Resources | Determine the tools and resources you will use to effectively plan your project | |
| Articulate the Attributes of Your Ideas | Learn how to confidently articulate the positive attributes and benefits of your ideas | |
| Essential Project Plan Components | Ensure your project plan has the key components required for success | |
| Status Reporting Expectations | Set team expectations for reporting and sharing project and task status | |
| Sharing Essential Project Information | Determine how quick and informative project information will be delivered from the team | |
| Sharing Problems Right Away | Discuss with the team why problems and difficult information must be shared right away | |
| Monitor Project Status | Actively monitor the current status of your project | |
| Objectively Evaluate Proposals | Use objective criteria to evaluate proposed agreements | |
| Advocate for Interests | Strengthen your ability to advocate for interests rather than positions | |
| Be Open to Different Solutions | Stay open to various and creative solutions | |
| Focus on the Issues vs. Individuals | Avoid getting personal by keeping the focus on issues, not individuals | |
| Negotiating with Difficult People | Implement negotiation strategies to cope with difficult or unethical individuals | |
| The Likelihood of Project Risk | Consider both the impact and likelihood project risks will materialize | |
| Responding to Project Risk | Know how to respond to project risks appropriately | |
| Minimize the Consequences | Minimize the consequences of adverse situations on the project |
| Meeting Management: | Managers learn how to lead and facilitate effective meetings. |
| Prepare for Any Meeting | Prepare thoroughly for any meeting | |
| Conduct Effective Meetings | Conduct effective and efficient meetings | |
| Be a Significant Meeting Member | Become a significant and contributing meeting member | |
| Stay Focused in Meetings | Learn how to stay focused in meetings | |
| Meeting Behavior Expectations | Create meeting behavior expectations with your team |
| Become a Contributing Project Team Member: | Individuals learn what is required to be a successful member of any project team. |
| Performance Measures for Performance | Identify the performance measures you will use to determine project performance | |
| Effective Decision Making | Evaluate the effectiveness of your decision making capabilities | |
| Understand Past Project Issues | Understand past problems and plan for their potential impact on the project | |
| Meeting Customer Needs | Know what your customers need and what you can do to meet these needs | |
| Share What You Think is Best | Share with others what idea or course of action you think is best | |
| Potential Project Risks | Identify potential risks for any project | |
| Navigate within the Organization Structure | Know how to navigate people relationships and within the organization’s structure | |
| Know the Competition | Know the competition and how it compares to your company's products and services | |
| Clear and Concise Emails | Learn how to compose clear and concise emails for any audience |
Additionally, there are many critical skills toolkits designed with industry leaders to develop employee skills quickly and effectively.
The toolkits are:
Designed for anyone who is new to supervising and managing others, the Bud to Boss Toolkit will provide the foundation needed to take on a new leadership position. New Managers will learn how to communicate with former peers who are now subordinates, as well as develop their skills to coach others, give feedback and handle performance reviews. In addition, they will learn how to conduct difficult conversations, all in a way that is comfortable and productive for everyone.
| Discussing Your New Leadership Role | Plan and conduct productive conversations with those you will work with in your new role |
| Understand the Expectations of a New Role | Create clear expectations with your boss in your changing role |
| Creating the Mindset for Your New Role | Know what you need to do to transition your personal mindset to be effective in your new role |
| Control vs. Influence | Determine what you can control and influence to increase your personal and professional effectiveness |
| Communicating Positive Expectations | Know how to have positive expectations of others |
| Motivation for Change | Understand the factors that influence the desire and motivation to make a change |
| Accelerate the Acceptance of Organization Change | Implement the right actions to accelerate the acceptance and success of any organization change |
| Diagnose Resistance to Change | Diagnose resistance to change to effectively lead and champion organization change |
| Dominant Communication Style | Know how to communicate and connect with employees who like to move fast and are task oriented |
| Inspiring Communication Style | Know how to communicate and connect with employees who are high energy and relationship oriented |
| Supportive Communication Style | Communicate and connect with employees who care about others and like to evaluate before acting |
| Cautious Communication Style | Communicate and connect with employees who are great with data and like to evaluate before acting |
| Seven Components of Great Presentations | Apply the seven key components required to give a great presentation |
| Sources of Feedback | Understand where you can tap into your feedback power and put it to use |
| Four Types of Feedback | Use the four types of feedback to create the right balance in your coaching |
| Six Step Coaching Model | Use the six step coaching model to lead others to higher levels of performance |
| Remove Yourself as a Source of Threat | Remove yourself as a source of threat during conflict to develop a mutual resolution plan |
| Creating a Conflict Resolution Mindset | Create a conflict resolution mindset to increase your ability to facilitate effective conflict management |
| Accelerate Goal Achievement | Articulate a compelling reason why a goal matters to accelerate progress towards achieving the goal |
| Goal Setting at Three Levels | Know the three types of goals to motivate & inspire your team to achieve higher levels of performance |
Individuals improve productivity by learning how to use writing as a powerful tool for getting things done. Individuals will improve their on-the-job writing skills, including creating clear, easy-to-read emails, letters, memorandums, meeting minutes, procedures and technical reports.
| Effective Business Communication | Know and use the three components of effective business communication |
| Separating Readers' and Writers' Needs | Be able to separate the readers’ needs from the writer’s needs |
| Identifying Ineffective Writing Styles | Identify ineffective writing styles |
| Using the Reporting Process | Use the reporting process when creating written communications |
| Selecting the Best Writing Model | Know how to select and use the best writing model for presenting your thoughts and ideas |
| Write Effective Opening Paragraphs | Be able to write an effective opening paragraph |
| Effective Middle and Closing Paragraphs | Write an effective middle and closing paragraph |
| Forecasting Subject Lines | Be able to write a concise and effective forecasting subject line |
| Most Common Business Writing Model | Know how to use the writing model required for about 80% of your writing |
| Writing Model for Reports and Documents | Use the writing model required for long documents, such as reports and manuals |
| Writing Style and Tone | Know how to use an effective writing style and tone |
| Effective Emails | Assess the quality of your emails |
Designed for anyone who manages and leads others remotely, the Remote Leadership Toolkit provides remote leaders the tools they need to be successful leaders, no matter where their employees work in the world.
| Introduction to the Remote Leader | |
| The Unique Aspects of the Virtual Work Environment | Find out what’s unique about leading within the virtual environment |
| Classic Leadership with a Virtual Twist | Know what additional leadership actions are a must when leading others remotely |
| Building Trust in the Virtual Environment | Shift your mindset to successfully build trust and lead others in the virtual environment |
| Create and Manage Remote Teams | |
| Managing Remote Teams | Understand the challenges and obstacles managers face when leading remote teams |
| Building Trust with Remote Teams | Identify what’s required to build trust and communication with your team |
| Maximizing Virtual Tools | Increase your ability to use the tools available to manage others remotely |
| Leading Effective Virtual Meetings | |
| The Pitfalls of Web-Based Meetings | Find out why web-based meetings are sometimes painful and ineffective |
| Planning a Virtual Meeting | Know what is required to plan an effective virtual meeting |
| Leading a Virtual Meeting | Build the skills required to lead successful virtual meetings |
| Delivering Great Web Presentations | |
| Getting Ready for Your Virtual Presentation | Understand the challenges of presenting remotely and what’s required for success |
| Web-based Presentation Basics | Integrate proven practices to ensure great web-based presentations each and every time |
| Communication Techniques for Web-based Presentations | Deliver successful web-based presentations with three essential communication techniques |
| Remote Goal Setting and Accountability | |
| Keys to Remote Accountability | Build the capabilities to overcome the challenges of holding people accountable remotely |
| Collaborative Goal Setting at a Distance | Learn the keys to setting goals with people who aren’t located with you |
| Helping Others Achieve Goals | Learn ways to support people in reaching their short and long term goals |
| Remote Coaching and Feedback | |
| Coaching Others—The Basics | Learn how to apply the coaching model to your interactions with others |
| Applying Coaching Remotely | Discover what’s required to coach others remotely |
| Giving Remote Feedback | Build the skills required to provide feedback remotely |
This set of e-learning courseware will solve some of the most common performance management, performance review and development headaches. Turn the one time per year discussions into on-going discussions. Create valuable annual reviews driving development resulting in more motivated employees.
| An Introduction to Performance Development | Know the mindset required for successful performance development discussions |
| The Performance Development Mindset | Understand the role you play as a leader in the performance development process |
| Getting Ready for Performance Development Discussions | Know what you must do to prepare for a performance development conversation |
| Conducting Performance Development Discussions | Know what you must do to conduct effective and successful performance development conversations |
| Performance Development for Star Performers | Know what you must do to conduct performance development discussions with your star performers |
| Performance Development for Struggling Performers | Know what you must do to conduct performance development discussions with your struggling performers |
| Performance Development for Remote Employees | Know what you must do to conduct performance development discussions with your remote employees |
| A New Supervisor’s First Performance Development Discussion | Know what you must do to conduct your very first performance development conversation |
Research shows that voluntary quits are approaching historic highs, while Gallup reports employee engagement has flat-lined over the past 15 years. Low employee engagement and high employee turnover is COSTLY. We have the solution: Stay Interviews. Stay Interviews are one-on-one meetings between leaders and their newly-hired and continuing employees to improve engagement and retention.
| Introduction to the Stay Interview | Know what is a Stay Interview and why you should perform them with employees you want to keep |
| Preparing to Conduct Stay Interviews | Discover how to effectively prepare for your stay interviews |
| Essential Stay Interview Skill #1: Listening | Be able to strengthen your ability to listen to your employees |
| Essential Stay Interview Skill #2: Take Notes | Know what note-taking methods are best for you |
| Essential Stay Interview Skill #3: Probing | Find out how to use probing in your Stay Interviews |
| Essential Stay Interview Skill #4: Taking Responsibility | Learn how to take responsibility for company decisions |
| Managing the Stay Interview | Build your skills to manage the stay interview with different types of employees |
| Developing a Stay Plan | Learn how to create a successful stay plan with your employees |
| Closing and Forecasting | Know how to close your Stay Interview and forecast retention risk. |
| Avoiding Stay Interview Preparation Traps | Find out how to avoid the Stay Interview Preparation Traps |
| Avoiding Stay Interview Meeting Traps | Learn how to avoid the Stay Interview Meeting Traps |
| Avoiding Stay Interview Post Interview Traps | Understand what you must do to avoid the Stay Interview Post Interview Traps |
The totalView™ Toolkit teaches the OMNIview patented “Behavior Based Interviewing” approach, which is the most complete interviewing process in the world. Behavior Based Interviewing allows individuals to structure both behavioral interview questions AND the many other critical non-behavioral questions you need to have answered to truly assess a candidate’s “fit”.
| Interviewing Basics | Discover what interviewers must do to make a good hiring decision |
| Recognizing Behavior Responses | Learn how to interview for a behavioral response |
| Evaluating Candidate Responses | Find out how to evaluate candidate responses |
| Conducting Professional Interviews | Build your skills to conduct effective behavioral based interviews |
| The Blended Interview Process | Learn how to truly assess a candidate’s fit for the position |
| The Legal Aspects of Interviewing | Understand what you need to know from a legal perspective when interviewing candidates |
With territories getting larger and travel budgets tighter, conducting virtual sales calls and product demos is becoming more important, yet many people are uncomfortable selling in this environment. However, due to these changing business circumstances, it is critical sales professionals learn how to use technology to achieve the same goals as their face-to-face sales calls. This toolkit builds the skills sales people need to conduct effective and successful online demos and sales calls.
| Introducing Online Sales Demos and Calls | Understand the key factors differentiating remote sales demos and calls |
| Preparing for Online Sales Calls and Demos | Know how to prepare for your remote sales demos and calls |
| Conducting Online Sales Calls and Demos | Know how to present your remote sales demos and calls |
Designed for sales leaders who need to create scalable revenue, a repeatable system, and gain piece of mind knowing that the system they’ve put in place will do its job and ultimately help triple sales!
| Predictable Revenue: An Introduction | |
| How to Triple Your Sales | Find out what’s required to crush your growth goals and create predictable sales |
| Why Sales People Shouldn’t Prospect | Understand why sales people shouldn’t do their own prospecting |
| Sales Tools and Technology | Determine how you will use technology to support your sales initiatives |
| Lead Generation: Seeds (Customer Success) | |
| Seeds and Word of Mouth | Understand the value of word-of-mouth lead generation |
| Customer Success and Growth | Learn the key drivers required to make customer success core to your revenue growth |
| Lifetime Customer Value | Calculate the true customer value to your bottom line |
| Lead Generation: Nets (Inbound Marketing) | |
| A Framework for Inbound Lead Generation | Build your ability to implement the framework for growing great marketing leads |
| Common Marketing Failures | Learn what you should not do when conducting inbound marketing |
| The Most Important Growth Metric | Implement the most important growth metric within your sales team |
| Lead Generation: Spears (Outbound Prospecting) | |
| Outbound Prospecting: The Business Case | Know why outbound prospecting is a must for any company wanting to increase sales |
| Building an Outbound Team | Learn how to hire, compensate and motivate your outbound team |
| Maintaining an Outbound Team | Discover what’s required to onboard, assign territories and measure performance of team members |
Why intRAtrain Library Courses?
intRAtrain Library courses are a great way to get your employees the information they need without requiring them to carve out large chunks of training time. intRAtrain Library is a great choice because:
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intRAtrain Library courses are unique because they contain the following design elements:
Development Happens on the Job- Research shows that 70% of development happens on the job, and the intRAtrain Library modules help the learner apply skills on-the-job through step by step instructions. The step by step instructions help give organization leaders confidence that the learner can take the knowledge they learned and apply that knowledge to on-the-job situations.
Chunked Learning- Some call it granular, others call it chunked. They mean the same thing – learners want short learning courses. Study after study shows that taking in information in small bite sized chunks leads to increased learner retention. The market has been recognizing this trend for shorter and shorter learning courses and have shortened e-learning courses from 4 hours courses less than 90 minutes intRAtrain Library takes this trend to the next step to meet the demands of learners.
Video- As technology use expands, employees are become more familiar with learning new information by watching videos. They do this in their personal life and expect they will have the opportunity to do the same on the job. All courses start with a short instructional video with step by step instructions on how to apply on the job. Additionally, the videos are in high definition for a better learner experience and don’t use Flash making them capable for almost all devices.
Optimized for the mobile learner- The intRAtrain Library courses are designed to give learners the flexibility to determine when, where, and how they want to develop and build their skills. The learning content is optimized to be used not only on computers and tablets but also all hand held devices. Additionally, small bite sized videos fit the mobile learners’ requirement of not having to complete long courses on their hand held device.
intrRAtrain Library courses are bundled into learning topics, but custom bundles can be created. Contact us for your options. If the idea of this type of learning is interesting, please feel free to request a demo of these modules.
intRAtrain Performance and Learning System (PALS):
If you are looking to energize and empower your staff with an innovative and exciting training platform, the intRAtrain Performance and Learning System (PALS) should be your choice. PALS offers off-the-shelf or customized courses with a Training Accountability Platform and Performance Assurance System. The courses are organized into continuous learning paths—web-based interactive courses that provide a comprehensive blend of self-directed learning, emailable Application Activities, and Accountability Application Meetings facilitated by a Coach.
Our company, intRAtrain and inspectiTRAC by Russell Associates is a training, testing, inspections and management systems company specializing in helping companies like yours in the food, agribusiness, and general industries, grow and realize a positive return on their investment. Our approach can result in better trained employees, reduced risk, lower costs, and improved ROI.
We are successful in our approach to training because we understand the industries and the people with whom we work. Our approach to understanding the client's needs and developing solutions to meet those needs is a result of over 35 years experience in training, education, and distant learning technologies.
In addition to helping clients succeed through creative, innovative and unique approaches to training and education, Russell Associates is committed to delivering cost-effective, efficient, effective, cutting edge products and services.
Not content to bask in our past successes, Russell Associates continues to be a driving force in the industry. Our success is evidenced by our track record and the fact that we have maintained close working relationships with clients for over 35 years.
Our intRAtrain Blended Learning Solutions team consists of industry leading facilitators and coaches who all spent many years in industry. This team along with our customer support team will provide you the level of knowledge, support and experience that you and your employee deserve.
Expand the selection by clicking on an individual below.
Facilitation, Coaching, Learning Plan Design - Jerry Van Oort
His expertise includes dealing with the demands and requirements of managing and developing employee job skills, assessing and developing sales teams, selecting and developing leaders; the challenges of creating a culture that supports high performance and a safe work environment. He has designed, developed, and led client implementation of employee training & development programs, customized employee safety training, online and virtual delivery systems; systems that grow sales and income, improve Key Performance Indicators (KPI’s), effectiveness and gain efficiencies, all while reducing time and cost and improving ROI.
His expertise includes dealing with the demands and requirements of managing and developing employee job skills, assessing and developing sales teams, selecting and developing leaders; the challenges of creating a culture that supports high performance and a safe work environment. He has designed, developed, and led client implementation of employee training & development programs, customized employee safety training, online and virtual delivery systems; systems that grow sales and income, improve Key Performance Indicators (KPI’s), effectiveness and gain efficiencies, all while reducing time and cost and improving ROI.
Instructional Design & Facilitation - Jonathan Shaver Ph.D
Using his previous experiences as a launching pad, he has created new opportunities that provide challenge and fulfillment as he applies old skills to new situations. Jonathan has built a portfolio of experiences that allows him to bridge between the technical aspects of science in industry with the people who make those technologies a reality. Jonathan’s undergraduate degree is from Ohio State University. At the University of Minnesota, he earned degrees in Plant Breeding and Genetics. Jonathan gained an inside view of corporate agricultural research and development as a scientist with Monsanto, and as an agronomy professor at Oklahoma State. He learned that growing outstanding leaders is the greatest impact he could have on the agricultural community. “You have a vision for yourself, for your team or for your organization. Are you ready to take yourself there? Are you ready to lead others toward that vision?”
Using his previous experiences as a launching pad, he has created new opportunities that provide challenge and fulfillment as he applies old skills to new situations. Jonathan has built a portfolio of experiences that allows him to bridge between the technical aspects of science in industry with the people who make those technologies a reality. Jonathan’s undergraduate degree is from Ohio State University. At the University of Minnesota, he earned degrees in Plant Breeding and Genetics. Jonathan gained an inside view of corporate agricultural research and development as a scientist with Monsanto, and as an agronomy professor at Oklahoma State. He learned that growing outstanding leaders is the greatest impact he could have on the agricultural community. “You have a vision for yourself, for your team or for your organization. Are you ready to take yourself there? Are you ready to lead others toward that vision?”
Jim Tiedke
Jim joined the Alcivia team in 2014 (Countryside Cooperative merger). After holding roles in sales management and human resources, Jim was named Chief Sales Officer in 2021. He began his career teaching high school agriculture and spent 32 years with the regional cooperative system between Cenex, Land O’Lakes, and Agriliance before joining Countryside Cooperative. He held roles in retail farm sales, wholesale sales with dealers, managed crop advisor programs, regional sales management and sales development programs.
Jim grew up in Door County, WI, on a dairy farm and spent a lot of time working at cherry and apple orchards. He graduated from UW River Falls with a degree in ag education and crop and animal science. He is married to his wife, Susie, and combined they have two daughters, a son and three grandchildren.
Jim joined the Alcivia team in 2014 (Countryside Cooperative merger). After holding roles in sales management and human resources, Jim was named Chief Sales Officer in 2021. He began his career teaching high school agriculture and spent 32 years with the regional cooperative system between Cenex, Land O’Lakes, and Agriliance before joining Countryside Cooperative. He held roles in retail farm sales, wholesale sales with dealers, managed crop advisor programs, regional sales management and sales development programs.
Jim grew up in Door County, WI, on a dairy farm and spent a lot of time working at cherry and apple orchards. He graduated from UW River Falls with a degree in ag education and crop and animal science. He is married to his wife, Susie, and combined they have two daughters, a son and three grandchildren.
Facilitation - Steve Hastings
Steve functions as a lead consultant and/or facilitator when the client requirement includes sales force development, sales coaching, and strategic planning. Steve is an energetic and resourceful sales / marketing and total business leader passionate about growing sales and profits in large and small organizations that consistently exceed targeted goals. He has financial acumen and flexibility demonstrated while managing businesses as large as $3.3 billion and as small as $500 thousand, with both organic and acquisition driven growth. Steve is adept at designing and implementing individualized sales and marketing strategies to a variety of customer segment needs as well as being an outstanding recruiter, trainer, coach and developer of talent.
Steve functions as a lead consultant and/or facilitator when the client requirement includes sales force development, sales coaching, and strategic planning. Steve is an energetic and resourceful sales / marketing and total business leader passionate about growing sales and profits in large and small organizations that consistently exceed targeted goals. He has financial acumen and flexibility demonstrated while managing businesses as large as $3.3 billion and as small as $500 thousand, with both organic and acquisition driven growth. Steve is adept at designing and implementing individualized sales and marketing strategies to a variety of customer segment needs as well as being an outstanding recruiter, trainer, coach and developer of talent.
Facilitation - Dennis Gehler
Assembling resources around a common purpose and creating value for all stakeholders is the passion of Dennis. A career with CHS, Inc. (CENEX | Harvest States| Farmers Union Central Exchange) and Land O’Lakes, Inc. (Winfield Solutions, LLC | Forage Genetics International | Purina Animal Nutrition, LLC) has allowed Dennis to develop and offer relevant skills that he applies through effective facilitation and training. Over 40 years of selling experience makes his work practical and applicable. Dennis balances his experience with a futuristic view to ensure you gain the most value from strategic thinking facilitation, classroom selling instruction, or one on one coaching.
Assembling resources around a common purpose and creating value for all stakeholders is the passion of Dennis. A career with CHS, Inc. (CENEX | Harvest States| Farmers Union Central Exchange) and Land O’Lakes, Inc. (Winfield Solutions, LLC | Forage Genetics International | Purina Animal Nutrition, LLC) has allowed Dennis to develop and offer relevant skills that he applies through effective facilitation and training. Over 40 years of selling experience makes his work practical and applicable. Dennis balances his experience with a futuristic view to ensure you gain the most value from strategic thinking facilitation, classroom selling instruction, or one on one coaching.
Christopher Borum
Chris has nearly 30 years experience in training, employee development, and instructional design. He has written and presented training and employee development programs including new hire orientation and training, soft skills, technical and systems training, and OSHA safety training. He has written and presented training programs for clients in a variety of industries, including airlines, telecom, commercial printing, financial services, and others. His goal is to produce training content that makes learning accessible for all employees to make their job easier to understand and safer to perform. He looks forward to the challenge of taking a complicated topic and breaking into smaller, easier to learn elements. Chris has a Bachelor’s degree in History from Metropolitan State University in St. Paul, MN and a graduate Certificate in Human Performance Technology from Boise State University.
Chris has nearly 30 years experience in training, employee development, and instructional design. He has written and presented training and employee development programs including new hire orientation and training, soft skills, technical and systems training, and OSHA safety training. He has written and presented training programs for clients in a variety of industries, including airlines, telecom, commercial printing, financial services, and others. His goal is to produce training content that makes learning accessible for all employees to make their job easier to understand and safer to perform. He looks forward to the challenge of taking a complicated topic and breaking into smaller, easier to learn elements. Chris has a Bachelor’s degree in History from Metropolitan State University in St. Paul, MN and a graduate Certificate in Human Performance Technology from Boise State University.
Russell Associates
229 South Main Street
Le Sueur, Minnesota 56058-1912
Phone: (507) 665-6266
Fax: (612) 392-0024
Our office hours are Monday-Friday from 8:00 A.M. to 4:30 P.M. Central Time.
229 South Main Street
Le Sueur, Minnesota 56058-1912
Phone: (507) 665-6266
Fax: (612) 392-0024
Our office hours are Monday-Friday from 8:00 A.M. to 4:30 P.M. Central Time.