Tag: build high performance teams coaching

Executive Business Development Training

Who is a Business Development Executive?

A business development executive is someone who looks at business development from a strategic perspective. A business development executive is responsible for acquiring new customers, maintaining relationships with existing customers, build sales pipeline, leverage marketing for acquiring new clients, pitch new products/services, plan sales strategy in existing and new markets. Business development executives are crucial for organizations that want to venture into new markets and offerings.

Why do business development executive need training?

Being critical to the business growth and success of the organization, we must ensure that business development executives have the right set of skills, talent and knowledge. While certain traits are inherent to an individual, others can be developed and honed through training. Business development executives also need to continuously update their market knowledge and understand business trends with the help of training interventions.

What are the critical skills for a business development executive?

Some of the critical skills that you need and that a Business Development Executive Training must cover:

  1. Business Acumen:- The foremost skill that any business development executive must have is Business Acumen. Business acumen is the ability to understand the market and business environment, react to the changing market with agility, anticipate and plan for risks and respond to business situations in a swift and effective manner. A key element of business acumen is the ability to anticipate future trends and risks and respond to them in a planned manner.
  2. Strategic Thinking:-  Strategic Thinking is a set of different competencies that enable a business development executive to plan the sales strategy of an organization using innovation, strategic planning, anticipating future trends, risk taking and operational planning. Effective strategic thinking will result in an overall business strategy that has a greater chance of success.
  3. Communication Skills:- While communication sounds very basic, but at the core of every successful business development executive is their ability to communicate effectively. While basic communication skills like written and oral communication and presentation skills, are a hygiene factor at this stage, what business development executives need are tactical communication skills that will help them in building and maintaining relationships. This would involve learning communication strategies that deal with rapport building, advocacy and inquiry skills, objection handling and managing critical conversations.
  4. Negotiation Skills:- This is perhaps the most important skill a business development executive need. The ability to convince others, listen to their opinions, understand various negotiation strategies that result in long-term gains for the organization are critical skills that a business development executive need.
  5. Project Management:-  We generally associate project management with operations managers, however every client relationship and sales deal are a project and to do this successfully a business development manager should have project management skills. This includes managing the sales team by effective goal setting, time management and risk management. In the long run a business development manager should also look for process improvements in the sales process and this requires project management skills like six sigma, CIP (continual improvement process) etc.

For any business development executive to be successful, they need to acquire these skills through training. But just acquiring these skills is not enough, one must continuously update these skills since the changing market trends bring new perspectives to these skills.

Filed under: Training & DevelopmentTagged with: , ,

How To Build High Performance Teams

The principal of managing and building a team is an important one: to lead a group adequately, you should first set up your administration with each colleague. The best group leaders build their connections of trust and unwaveringness, instead of dread or the energy of their positions.

Here are some strategies for building high-performance teams:

  • Consider every worker’s thoughts as significant. Keep in mind that there is no such thing as a bad idea.
  • Know about workers’ implicit or hidden emotions. Set an example to colleagues by opening up and being delicate to their mind-sets and emotions.
  • Become a harmonizing influence. Search for opportunities to mediate and resolve minor debate; point persistently toward the group’s higher objectives.
  • Be clear when imparting instructions or ideas. Be mindful so as to illuminate orders.
  • Encourage trust and participation among representatives in your group. Keep in mind that the connections colleagues set up among themselves are just as vital as those you build up with them. Give careful consideration to the ways in which colleagues cooperate and find a way to enhance correspondence, collaboration, trust, and regard in those connections.
  • Urge colleagues to share data. Emphasize on the significance of each colleague’s commitment and show how the greater part of their effort should be in working together to draw the whole group nearer to its objective.
  • Encourage communication. Keep in mind that communication is the absolute most vital factor in successful teamwork. Encouraging communication does not mean holding gatherings constantly, it implies setting a case by staying open to recommendations and worries.
  • Build up group esteems and objectives. Assess group execution. Make sure to chat with individuals about the advance they are making toward built up objectives so workers get a sense both of their success and of the difficulties that lie ahead. Use the performance standards to address teamwork. Discuss:
    1. What do we truly think about in playing out our occupation?
    2. What does the word achievement mean to this group?
    3. What moves would the team be able to make to satisfy expressed esteems?
  • Ensure that you have a reasonable thought of what you have to fulfill; that you recognize what your guidelines for progress will be.
  • Use consensus. Set goals, take care of issues, and plan for activity. While it takes any longer to set up agreement, this technique at last gives better choices and greater efficiency since it secures each worker’s sense of duty regarding all periods of the work.
  • Set guidelines for the group. These are the standards that you and the group build up to guarantee effectiveness and achievement. They can be basic orders or general guidelines; however you should ensure that the group makes these standard procedures by agreement and focuses on them, both as a gathering and as people.
  • Build up a strategy for landing at an agreement. You might need to conduct an open discussion about the pros and cons of recommendations or set up explore boards to examine issues and convey reports.
  • Encourage listening and brainstorming. As manager, your first action in making agreement is to stimulate debate. Keep in mind that workers are frequently hesitant to differ with each other, and that this fear can lead your group to settle on fair choices.

 

Filed under: Team BuildingTagged with: , , ,