BEST Leaders Program
BEST leaders
CUSTOMER MODULE WORKBOOK Broadspectrum BEST Leaders Program Better | Essential | Safe | Trusted Page 1
BEST Leaders Program Welcome to the Customer Module of the BEST Leaders Program. We hope this module provides you with the opportunity to enhance your abilities to become a better leader so together with your teams you can provide great service and support to your customers. The module will offer you a variety of experiences to broaden your definition as to what it takes to develop sound relationships with your customers and discover through discussion and practice new and refined ways to lead your teams. Broadspectrum’s strategic intent is “To be the market leader in delivering services essential to our clients.”
Better
Essential
Safe
Let’s make this happen.
To be successful, you have to have your heart in your business, and your business in your heart. Thomas J. Watson
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Trusted
BEST Leaders Program
Program Agenda Day 1
Team Approach, Relationships and Growth
8.30 – 9.00 am
Welcome/ Opening
• • •
Introduction Objectives Safety moment
9.00 – 10.00 am
Opening Presentation
• •
Corporate strategy Importance of customer
10.00 – 12.00 md
Ian Maxted Narelle Turner
• •
BRS client strategy Customer engagement process
11.00 – 11.20 am
MORNING TEA
12 – 1.00 pm
Health of Relationships
• • •
Importance of feedback Case study Self assessment
1.00 – 1.45 pm
LUNCH
1.45 – 5.00 pm
Instructional Break out sessions
• • •
Team approach Client relationships Growth – Leveraged work
3.00 – 3.15 pm
AFTERNOON TEA
5.00 – 5.30 pm
Key Take outs from skilling sessions
• •
Key take outs Set up for evening session
5.30 – 6.45 pm
Drinks Dinner 6.00 pm
6.45 – 8.00 pm
Guest Speaker – Shaun McCarthy, Chairman and MD of Human Synergistics
8.00 – 9.00 pm
Dessert, Tea and Coffee and Preparation for Pitch presentation
Day 2
Client panel, Influence, Difficult Conversations, Pitching presentations
8.30 – 8.45 am
Welcome/ Recap
• •
Objectives Diversity moment
8.45 – 10.30 am
Thought Leadership Panel
• •
Learn from external view Practice skills of observation
10.30 – 11.00 am
MORNING TEA
11.00 – 11.30 am
Debrief Panel Discussion
•
Integration of insights into current plans and practices
11.30 – 12.30 pm
Building Relationships of influence
•
SCARF model
12.30 – 1.15 pm
LUNCH
1.15 – 2.15 pm
Difficult Conversations
• •
What makes the conversation difficult? Practice session
2.15 – 3.15 pm
Preparing for the Pitch
•
In designated groups final preparation for pitches
3.00 – 3.15 pm
AFTERNOON TEA
3.15 – 4.00 pm
Pitching presentations
• •
6 teams of 7-8 people Group: A,B,C,D,E,F,
4.00– 4.15 pm
Judges provide participants with constructive feedback
4.15pm – 4.45 pm
Self-reflective feedback from presentations – What was done well? What could you do differently?
4.45 – 5.00pm
Wrap Up and Close Page 3
BEST Leaders Program
Module Outline Purpose of the Module To provide General Managers and Operational Leaders with key skills, knowledge and tools to drive high quality “customer centric” relationships with their customers to deliver sustainable outcomes.
Learning Objectives • Broader awareness of the Customer Strategy for BRS within the 5-year plan • Increased confidence to offer a broader suite of BRS services to customers • Improved skills to build effective rapport & relationships with customers • Further development in utilising a range of influencing skills for improved outcomes • Be prepared for potentially difficult conversations with key stakeholders and customers. • Build confidence in the use of BRS Customer Management tools and processes. e.g. Heat Map, Client Engagement Plan • Identify and demonstrate a range of strategies for improving the Health of Relationship with customer/s • Demonstration of ‘pitching’ skills and awareness of where these can be applied • Improved skills and strategies for capturing leverage growth opportunities specific to their contract/customer
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BEST Leaders Program
Opening Presentation: Your insights
• Enhance growth potential • Offering solutions • Customer centric mindset
What does this mean for you? What impact does this have for your team? What message will you feed back to your team?
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BEST Leaders Program
Our Customers Government
Transport
Urban Infrastructure
Resources
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BEST Leaders Program
Growth - Ian Maxted 1. Doing a good job. This includes making a profit and collecting the cash. 2. Understand factually about your customer. What are their business drivers? What is their budget? What do competitors do for them? What’s insourced? 3. Understand the tactical/organism. Nature of a customer. The “brain map” that includes them and other peers and consultants.
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BEST Leaders Program
Customer Engagement Process - Narelle Turner The Customer Engagement Process is an ongoing means to understanding your client and the organisation.
Heat Map
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Leverage Plan
Engagement Plan
BEST Leaders Program
Customer Engagement Process Customer Engagement & Leveraged Work The Customer Engagement process is an ongoing means to understanding your client and organisation. This document is a guide and provides you with a focussed approach and tools to pursue and secure new opportunities with your existing customers (leveraged business) to maximise Broadspectrum’s commercial position. A customer is more than just one person, it is an entity with various stakeholders and, therefore, an integrated approach is required. Account Management Plan Purpose The purpose of the Account Management Plan is to identify the needs of a customer and how we can work closely with key stakeholders to achieve the best outcome for both parties. It’s not about ‘managing’ our customer and includes elements such as where the customer operates, what their key drivers and issues are, how they procure services and how we can help them meet their business needs. Significant, supporting materials and processes that help us to achieve the best outcomes with a customer, including winning leveraged business are:
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BEST Leaders Program
Customer Engagement Process Customer Heat Map Purpose The purpose of the Heat Map is for you to document the customer’s organisation and your perception of where we stand with each person and the level of influence they have on our contract and on us winning new work. It will allow you to develop an effective approach to deepen the relationship with your client representatives and help with development of new, leveraged business opportunities. See the sample Customer Heat Map below. By completing a Heat Map, you will be able to identify: 1. Those key stakeholders with whom you should engage 2. How those key stakeholders currently view Broadspectrum and their level of influence over decisions that impact us 3. Plans to effectively engage with the stakeholders. Different relationship types, i.e. a ‘Critic Decision Maker’ versus ‘Advocate Key Influencer’ will require a different approach and set of strategies.
Client Heat Map TMF-0000-BD-0012
Name Surname
Title Name Surname
Name Surname
Name Surname
Name Surname
Name Surname
Title
Title
Title
Title
Title
Name Surname
Name Surname
Name Surname
Name Surname
Name Surname
Title
Title
Title
Title
Title
Name Surname
Name Surname
Name Surname
Name Surname
Name Surname
Title
Title
Title
Title
Title
Level of Advocacy and Influence Critic/Blocker Decision maker/Approver
Neutral Decision maker/Approver
Advocate/ Supporter Decision maker/Approver
Critic/Blocker Key Influencer
Neutral Key Influencer
Advocate/ Supporter Key Influencer
Critic/Blocker Minor Influencer or Gate Keeper
Neutral Minor Influencer or Gate Keeper
Advocate/ Supporter Minor Influencer or Gate Keeper
Revision: 1
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© Broadspectrum (Australia) Pty Ltd 2017| Not to be reproduced in whole or in part without permission
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January 2017 Page 1 of 1
BEST Leaders Program
Customer Engagement Process Customer Heat Map Approach Review your customer’s organisation in relation to your contract/project and map the individual stakeholders accordingly. Note that the decision tree of stakeholders might change when we look at other services that could be delivered to the account. To complete the Heat Map, you can seek feedback and input from several sources. 1. Direct and open ended questions to your customer contacts 2. Working with your team and colleagues 3. Seeking feedback and information from the customer’s stakeholders and suppliers 4. The customer’s consultants – design, advisory, accountants, lawyers, others 5. Your subcontractors and suppliers, who might or might not be working with the target account and, subcontractors/suppliers of your competitors that you know 6. The Development Office, who is there to support you and the process Things to consider: 1. What new business initiatives are afoot for the customer? 2. What is happening in their industry? 3. Who in our organisation can be mapped to the customer’s organisation? Once you have answered these questions, the information forms a sound basis and approach for determining potential leveraged opportunities.
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Customer Engagement Process Leverage Business Plan Purpose The Leverage Business Plan captures those services that the customer is buying from others, or self-delivering, that Broadspectrum could do. Below are some tips on how you can determine what other work might be available to us. Determining leveraged work potential We need to find out what other services are being provided to this customer’s sites, either internally or eternally, that Broadspectrum can provide. Specifically: • What do they spend on other services that Broadspectrum can deliver? • What is delivered already by BRS that could be expanded? • Looking at our suite of services, what is delivered by competitors and what is delivered in-house by the customer directly? • Who else provides this customer with services? • What work have we done with them in the past and how successful was it? • What do our staff and contractors know about what else the customer is buying, from whom, and how happy they are with the services?
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BEST Leaders Program
Customer Engagement Process Leverage Business Plan What to do next When we look at contracts our competitors have on site, or things the customer’s employees are doing, we need to think about which of those services we can deliver. The Leverage Plan template gives you some ideas of what to look for and you can add your own. If you are unsure of our capabilities, you can talk to someone at another contract, ask your manager or look at our web site. Once you have identified a service, it is useful to try and learn how much the customer currently spends on buying or delivering it. At a regular meeting with your customer, or over a coffee with one of the supportive stakeholders, you could raise the subject and find out the best way to gain information and take the idea forward with customer decision makers. Remember, you also have access to a Development Office team where there are people who can help you with the planning and customer interaction, if that will be useful for you.
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BEST Leaders Program
Customer Engagement Process Customer Engagement Plan Purpose The purpose of the Customer Engagement Plan is to bring together information and activities to document a plan on how you are going to engage with your customer stakeholders to strengthen current relationships and to create opportunities for more leveraged work. The Customer Engagement Plan is a living document that should be referred to and reviewed on a regular basis with your team and manager. The plan brings to life the how, why and what you are communicating with your customer, noting who is going to do each action and when. Approach Identify the key stakeholders in your customer’s organisation, the impact they have and who at Broadspectrum is the most appropriate person to relate to that stakeholder. This might be someone from outside the direct contract delivery team. Using this information, you can identify important activities and document these in your Engagement Plan, then monitor the key activities, outcomes, and responsibilities against agreed timelines. This document is a useful planning and communication tool for you and your team. It is likely to include activities that relate to the Leverage Plan, aimed at winning identified opportunities. Inputs – Heat Map and Leverage Plan. Things to consider • Are the people identified in your Customer Heat Map aligned appropriately with the Engagement Plan and with the right people? • What activities should be included in the Engagement Plan to support winning the work identified in the Leverage Plan? • Who else, outside the contract, can help me?
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BEST Leaders Program
Health of Relationships History and Development • Developed so that we understand our customer’s perception • Target: • Economic Buyers • Key Influencers • Tried and Tested program: • Relationship/ Partnering experts • La Trobe University statistical analysis • Put simply, H of R is a Business Improvement Tool
Process • Clearly defined process • Can be undertaken on-line, hard copy • Face to Face interviews • Can add questions to suit contract if needed • Individual Contract Plan: • Include Client (1 or 2 groups), BSL Management Team and Workforce • Alignment between Client and BSL Management and Workforce • Trend Graphs • Improvement Plans • Health of Relationship Scorecard • Clients will talk if we ask • May reinforce what you already know • Gives clients a chance to vent- reinforces that we care/ are serious • Sometimes little things fester away in the background
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BEST Leaders Program
Health of Relationships Red Flags Pre Contract Start • Transition • 3 years is a long time • Deliver what we promise • Business Development Responsibility • Systems • IT, Workflow Solutions, Interaction between BRS and Client Systems Post Contract Start • Client Satisfaction Levels • <57%
High Risk
• 57%><65%
Medium Risk
• >65%
Low Risk
100% 80% 60%
• Misalignment – 15% • Contract Size/ Site Structure
40%
• Contract Stability- • Multiple Contract Managers • New Client Management Teams
Low Risk
20% 0%
• Client or Customer • Is the Client, the ‘Client’ or the ‘Customer’
Feedback is the breakfast of champions
– Ken Blanchard
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Medium Risk
High Risk
BEST Leaders Program
Health of Relationships Self-Assessment In today’s competitive business world, it is not enough for us to just think we are doing a good job. We must be pro-active in managing our business relationships and need to know what our clients are thinking. To achieve this, Broadspectrum has implemented the Health of Relationship (H of R) program. H of R is used to monitor relationships with clients, to identify any weaknesses in performance and to understand key issues affecting the relationship. We are then able to refine and improve the relationship to deliver the maximum business outcome for both our clients and Broadspectrum. A key outcome of H of R is an Improvement Plan. The purpose of this self-assessment is to gain a deeper understanding of how you and your team are managing the relationship with your client based on the criteria used in the HOR survey to clients. This will be a useful tool in identifying gaps where your perception and the client’s perception of your performance differs. Improvement strategies can then be developed and implemented through an Improvement Plan to address the issues identified.
Rating System Please use this scale to rate Broadspectrum’s performance against each question. Indicate your response to each question by placing a number in the appropriate box. Rating
Description
Definition
8
Superior Performance
Exceeding all requirements of the contract and client expectations
7
Excellent
Meets all objectives of the contract and client expectations
6
Very Good
5
Good
4
Adequate
3
Poor
2
Very Poor
1
Needs Major Improvement
0
Zero Performance
Meets basic requirements of the contract
Major improvement required in all areas to meet contract requirements and client expectations
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Health of Relationships Questions 1
How would I rate the performance of my team?
2
How would I rate the communication between myself and the client?
Is communication between your team and your client completely open and direct and based on shared information? How would I rate our credibility as a service provider? Do we do what we say we will do?
Has your team managed the relationship with the client? Have they met the client’s needs and the needs of other stakeholders, customers, staff etc.?
3
How would I rate the alignment of goals between client and Broadspectrum?
4
Is there a common understanding of the intent of the contract?
5
How would I rate my team’s understanding of my clients requirements?
6
How would I rate my ability to bring new ideas and work practices to the contract either through innovation or continuous improvement?
Have we developed improvements or brought new ideas and work practices to the contract that have resulted in either: • Developing existing strengths through incremental improvement? or: • A strategic leap that creates a new outcome of mutual benefit? How would I rate my team’s reliability as a service provider?
Do we understand what the client wants from us, even if those requirements are not always written in the contract? Have we made an effort to find out?
7
How would I rate my team’s responsiveness in meeting changing requirements?
8
How easily and quickly does my team react to the changing needs of the client’s business and customers?
9
How would I rate the ease of access and approachability of my team?
Able to communicate easily. There is two-way communication. We are easily contacted.
10
How would I rate the customer service processes and strategies I have in place?
12
Processes and strategies in place to embrace a Customer Service Philosophy and encourage improvement of service delivery.
13
How would I rate the quality processes and strategies I have in place?
14
15
Processes and strategies in place to create a commitment to quality and develop a quality ‘culture’ in the workforce.
How would I rate the skill level of my team? My team members demonstrate the level of skill and knowledge required to adequately complete their tasks.
Reflections
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How would I rate my performance against contract KPIs or other performance measures in place on this contract?
11
Do it right- first time, every time?
16
How would I rate the Health, Safety and Environment processes and strategies I have in place? Processes and strategies in place to create a safe working environment and develop a safety ‘culture’ in the workforce.
How would I rate the level of training provided to my team? Skills gaps are being identified and training needs are being addressed to meet business needs.
How would I rate my team’s overall performance on this contract?
BEST Leaders Program
Customer Centricity
• Difficult conversations • SCARF Motivation model • Best practice Customer Relationship behaviours
• Account Management Plans • Customer Strategy for BRS • Client Heat Map • Engagement plan • Customer segmentation • HoR Survey • Duke Model for high performing teams
Growth & Leveraged Work
• Building relationship of influence
ONE Team. ONE Way
Client Relationship Skills
Three focus areas
• Your role in leveraged work • How to identify • How to pitch • Opportunities for my contract vs BRS leveraged work • Group Work • Design develop a pitch for LW
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BEST Leaders Program
One team One way
EN
Level 1: Foundation & Engagement Team Charter Shared Sense of Purpose Goals & Direction Understanding Talents, Styles, & Aspirations Operating Guidelines.
Coming together is a beginning; keeping together is progress; working together is success.
- Henry Ford
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T
Level 2: Performing & Adjusting Proven Performance Ability to Learn & Adjust Course Capabilities to Meet Key Challenges Collaboration & Shared Results
US
ID
Level 3: Sustaining & Aspiring Demonstrated Innovations New Aspirations Expanded Networks Compelling Identity & Capability
TR
TIT
Y
Duke Model of High Performing Teams
BEST Leaders Program
One Team Developing a Team Purpose
Leveraging the Talent Within Your Team
Great things in business are never done by one person. They are done by a team of people.
â&#x20AC;&#x201C; Steve Jobs
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Customer relationships What are your clients top 3 considerations/issues?
What evidence do you have to support this view?
Advocate/ Supporter
Advocacy
Neutral
Critic/Blocker
• Will they help you gain access to others? • Will they expend resources to investigate issues? • Will they develop a go forward action plan? • Will they provide or help secure funding?
Often we go through an entire conversation – or indeed an entire relationship – without ever realising that each of us is paying attention to different things, that our views are based on different information.
Douglas Stone
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BEST Leaders Program
Customer Relationships Advocate The individual has a strong relationship here and can easily make contact. BRS is the preferred provider with this person for your services. Readily accessible; will provide you with important internal information; will readily meet with other people you suggest. A promoter of you and BRS within their organisation; may have bought services from BRS previously; easily meet, open to others; you have their mobile and they advocate for you.
Supporter You can attain access to the person but it takes time. They will listen to ideas but do not easily act. They may see some areas of expertise within BRS but typically have a variety of organisations they would use. They want ideas brought to them but will give you a chance to pursue them if appropriate. They tend to stay removed from the purchasing process.
Individual commitment to a group effort â&#x20AC;&#x201C; that is what makes a team work, a company work, a society work, a civilization work.
â&#x20AC;&#x201C; Vince Lombardi
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Customer Relationships Critic They will not readily take you to others unless they see little risk for them because the relationship is tentative. They are not convinced you have the best people or services. It is difficult to arrange meetings with them and when you do, they will expect you to be bringing the ideas, with limited if any engagement before and during the discussion. Can often be a strong do-ityourself organisation.
Blocker This person will generally not give you access to the people you seek because their relationship is poor, they lack confidence in you or they are an adversary. If you can engage at all they may want things in writing first, and almost always have preferred providers. If you are asked for anything it is usually a highly competitive bid process with limited information being provided and they will very seldom if ever give you access to others.
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BEST Leaders Program
Customer Relationships
Decisionmaker/ Approver
Influence
Key Influencer
Minor Influencer/ Gatekeeper
• Will they be forthcoming with information? • Will they freely offer up information and “inside scoops”? • Will they provide cultural and organisational insights?
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BEST Leaders Program How is this person measured at work?
What are his/her primary responsibilities?
Does this person experience pressure from his/her boss or colleagues?
How would you describe the culture of your client’s organisation?
What does this person’s boss expect of them?
What does this person’s boss expect of them?
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BEST Leaders Program
Growth and Leveraged Work The objective of this session is to be able to identify opportunities and articulate the value proposition to your customers so you can grow the business. • Discuss how you are creating that type of culture in your teams • How do you identify opportunities? • How are you grooming your team to identify opportunities? • How do you articulate that value to your customers?
Discussion and Feedback
Growth is never by mere chance; it is the result of forces working together
- J.C. Penney.
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BEST Leaders Program
Leverage Work: Breakout Template Consider
Response
Action Who, When
1. What is the growth target for your current contract? ( leverage, renewal) 2a. What opportunities have you identified to date? 2b. If there is no target, what could the opportunity be? 3. Develop 5 questions or data points you could gain from your customer in the next 4 weeks to support leverage activity. 4. Who would need to be involved in this dialogue? 5. Develop 2 conversations/questions you want your team to be having with the customer/key stakeholders. 6. Is anything preventing you from having these types of conversations? If so, what can be done about this? 7. What cross sell opportunities may exist for your contract? How could you advance this? 8. What support do you need in order to fulfill the expectation of attaining growth / leveraged work? 9. List 2 actions for yourself, 1 for your boss and 1 for a team member to support momentum on leverage work (and a date)
I keep six honest serving men (they taught me all I knew); Theirs names are What and Why and When And How And Where and Who.
- Rudyard Kipling
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Pitching Teams
END OF DAY 1 Page 29
BEST Leaders Program
BEST leaders
DAY TWO CUSTOMER MODULE Page 30
BEST Leaders Program
Welcome Recap insights
Enthusiasm is the greatest asset you can possess, for it can take you further than money, power or influence.
-Dada Vaswani
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Thought Leadership Panel
Thought leadership is a way to build a relationship with prospects based on knowledgeâ&#x20AC;&#x201D;not on products and services.
- Chris Koch
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Your Observations Constructive Styles What constructive styles are you seeing on display?
Client Tips What insights did you learn from the panel? What would you share with your team?
Personal Reflection
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BEST Leaders Program
Building Relationships of Influence SCARF model is an easy way to remember and act upon the social triggers that can generate the approach and avoid responses in people. The goal of the model is to help minimise the easily activated threat responses and maximise the positive states of mind during attempts to collaborate and influence others.
One of the best ways to influence people is to make them feel important.
-Roy T. Bennett
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BEST Leaders Program
Building Relationships of Influence Status is about importance relative to others. One’s sense of status goes up when one feels ‘better than’ another person. Perception of a reduction in status can generate a strong threat response.
Certainty concerns being able to predict the future. The brain craves certainty, so that prediction is possible.
Autonomy provides a sense of control over events - exerting control over one’s environment; a sensation of having choices. An increase in autonomy feels rewarding.
Relatedness is a sense of safety with others, of friend rather than foe – are others ‘in’ or ‘out’ of a social group … closely linked to trust.
Fairness is a perception of fair exchanges between people – unfairness generates a strong threat response.
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BEST Leaders Program
Difficult Conversations What types of conversations are we having? What ones are we avoiding?
Prepare for the difficult conversation Conduct the Conversation Follow through
When we avoid difficult conversations, we trade short term discomfort for long term dysfunction.
- Peter Bromberg
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BEST Leaders Program
Difficult Conversations Prepare for the Conversation Assess the facts
Address the emotions
Acknowledge your part
Identify positive outcomes
Develop a strategy, not a script
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BEST Leaders Program
Difficult Conversations Conduct the Conversation Acknowledge the other
Frame the problem
Ask questions and listen
Look for common ground
Adapt and rebalance
Establish commitments
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BEST Leaders Program
Difficult Conversations Follow through • How did you go? • My reflections • Follow up in writing • Keep your commitments
The experience that you have with others is about what you evoke from them.
- Abraham-Hicks
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BEST Leaders Program
Client Pitches Dos and Don’ts Dos 1. Have a central person to receive the question from the panel. This person can clarify/ confirm understanding of the question being asked. 2. This person answers initially allowing time for an appropriate team member to collect their thoughts before giving the detailed response. 3. If the question is straight-forward an appropriate team member answers question straight away. 4. One other team member can reinforce and close out. 5. Confirm that you have adequately answered the question. 6. Be concise! 7. Have good eye contact around the room. 8. Most of all, make sure you proactively discuss within the team what questions the client might ask agree who will respond. Ensure you prepare your answers and practice your responses. Don’ts 1. Avoid ums or hesitation. 2. Don’t waffle. 3. Avoid having more than three people contributing to the answer of the question.
Move out of your comfort zone. You can only grow if you are willing to feel awkward and uncomfortable when you try something new.
- Brian Tracy
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BEST Leaders Program
Feedback
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Appendices Habits of a Successful Client Manager
Bring client issues / concerns into the business to develop solutions
Review and agree plan with client
Own the relationship map - and is it being followed in face to face time by all
Have a clear action orientated plan that is shored and reviewed
Understand your customer’s business
How many services from other BU’s are being provided
Engage in internal innovation workshops and service line leaders —with solutions taken back to client
Client involved in plan development and actively reviews. Client shares actions and outcomes
Relationship map in place. Actions identified and being reviewed
Client plan developed by team, shared with senior management and other parts of business
Research, meeting and feedback across all stake holders
How?
Involve cross functional teams
Innovation workshops (SAWW). Thought Leadership, unsolicited proposals
Habit
New ideas taken to client that add value and solve issues
Understand the opportunities both explicit and unstated for all services
Number of assignments was without going to RFP, conversation rate over 70%
Pipeline that is more than 12 months out including known projects and known issues or potential projects / concepts
Understand our share of wallet and how to build a Brickwalling to increase revenue share. Known number of wall around the client competitors and their services gaps
Position to win work before the RFP is out
What habits does your team currently display? What habits would you like to build in your team?
What do you or your team do?
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BEST Leaders Program Infinite Solutions
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