At 3 LINES we distinguish between internal and open training.
At 3 LINES, we classify this as any development measure intended for an internal group. The size is based on the learning objectives and the best teaching methods for practical implementation.
When devising the training courses, the focus is on the company strategy, company culture and structure, as well as successful interaction.
3 LINES’ training schemes thus revolve around the participants’ current and future situation, and focus on maximum practical implementation.
Depending on objective and customer needs, we combine internal measures with:
- Preparatory and/or follow-up workbooks or campaign booklets
- Multiple choice
- Open 360° analyses
- Anonymised 360° analyses
- Team survey/health check
- Upstream internal and/or external surveys
- Downstream internal and/or external surveys
- Practical assistance
- Passive or active telephone coaching
- Learning objective checks
- One-Page-Coache® (Internet-based app with search functions)
- Active coaching consultations
The didactics of the 3 LINES training is particularly focused on implementing what has been learned. The arranged training days are held in sequence, so the times between the days (4-5 weeks) can be used as a practice phase.
The second day and all subsequent days start with field report by all participants. Each one reports on what he/she has learned during implementation. This not only enables the participants to benefit from their own experience, but also from that of the others.
The relevant content is addressed in practical, interactive exercises on each day of training, constantly confronting the participants with their own behaviour in a positive manner.
To help with this, not only is the learned content constructively summarised on 3 LINES action cards; the links between this content are also displayed clearly and concisely. This makes the action card folder a helpful reference source even after training.
If participants are unsure about any aspect of implementation during the practical phases, they have access to our passive telephone coaching. In practice, this means the participant calls us, and we call him/her back to assist with the situation. We incidentally do this for up to a year after the last day of internal training.
Internal 3 LINES training generally starts with a KICK-OFF meeting. This ensures that all participants know what is in store for them, and what is expected of them. If possible, the participants’ managers are involved in the training process right from the outset. Through upstream content coaching, we make sure they are informed of the internal training content to the necessary degree of detail, and know how they positively reinforce their colleagues’ learning.
The number of training days is geared around the course content. Three to five behavioural tools or approaches can be covered, and the implementation activities planned, on each day.
A KICK-OUT meeting held at the end of the internal training ensures everyone is aware of their learning successes, and that the objectives for further practical implementation have been defined.
The training material is company-specific for each of our customers. In our experience, we have found this to lead to greater identification with the content, and therefore more sustainable implementation of what has been learned.
The 3 LINES action cards are a key component. The front shows the learning content of the relevant training module.
The back is where the participants write down specific actions, and thus define their personal implementation goals for the subsequent practical phase.
3 LINES currently has over 120 different action cards, which are used as they are, or tailored to the customer’s needs. If necessary, we develop new ones for specific customer requirements, and prepare appropriate exercises and scenarios for this.
What are the SKILLS of a 3LINES trainer?
- say YES to anyone just as they are.
- focus on the participants, not themselves.
- laugh with, not about, others.
- are positive/constructive, regardless of how negatively the participant behaves.
- are masters of group-dynamic processes, and involve everyone.
- admit when they have made an error.
- are quick-witted, without striking the first blow.
- are prepared and think before they speak.
- are both tolerant and logical.
- represent an opinion, while still giving everyone else space.
- make participants confront themselves to enable them to be successful.
- don’t leave any losers behind.
- train the agreed programmes.
- initiate concrete plans for implementing what has been learned.
- prefer to act things out with the participants rather than talk.
Common practical examples based on customer requirements.
As every company is different, programmes are always customised. At 3 LINES, customisation means meeting customer requirements by perfectly aligning module priorities with the practical situation. In this way, we create programmes which accurately reflect the need for further development in the interests of our customers.
We are of course able to combine all these programmes together, and integrate other existing and/or customised modules.
The aim here is to train the precise skills employees need in order to more successfully fulfil their assigned responsibilities for the company.
For managers on all levels with disciplinary management responsibility (the intensity of each programme unit is tailored to the participants’ responsibility, and is thus suitable for any management level and for employees wanting to take on management responsibility for the first time.)
The main focus of this management training course is on how people cope with change, and what opportunities we have to live out change.
- Invigorate strategies
- Delegate responsibilities
- Make decisions
- Communicate goals
- Implement plans
- Check results
- Set an example
- Promote staff success
- Generate motivation
- Foster junior staff
- Chair meetings
- Initiate change
- Ensure sustainability
For experienced managers involved in strategic decisions, or who are expected to significantly help implement strategic goals at an operational level.
Leadership charisma can be learnt. The programme includes the visualisation of projects and their aims, the ability to recognise and handle the interrelatedness of company strategy, culture, structure and all the associated processes of change, the quick and effective resolution of interpersonal friction, the optimisation of your own management potential and your staff potential.
- Develop strategies and communicate them clearly
- From task allocation to the assumption of responsibility
- From expectations to absolute clarity
- Clarify expectations early on to avoid wrong decisions
- Release “play safe” attitudes from the structure
- Initiate and implement change with an eye to the facts of the situation and how people will be affected
- Operationalise strategic human resources development and introduce assessment.
- Create conditions in which my staff can be successful
For sales staff who frequently visit existing customers, generate new customer business, and are the main contact person from the first contact to the final deal.
The aim is for the participant’s sales talents to be identified and fostered.
Training in the entire sales process through well co-ordinated programme units.
- Building enthusiasm for canvassing and cold calling
- Increasing telephone skills
- Improving the quality of personal contact
- Overcoming difficult situations
- Conquering new markets
- Conducting productive talks
- Improving deal-making skills
- Establishing a partnership-like relationship with customers
Apart from these aspects, the programme also addresses all standard sales situations, which are individually prepared and realistically trained for using participant examples.
For sales-force staff responsible for long-term customer satisfaction and/or generating additional business.
The notion of service includes embracing basic principles. It also incorporates the image the company wants to achieve on the market.
- The relationship between service and brand
- Creating specific awareness of service versus costs
- Customer service after the initial sale
- Qualifying the customer’s expectations of the service
- Positive communication with customers during the service
- Handling excessive requirements and standards
- Establishing and forwarding sales-related customer needs
- Handling objections
- Handling complaints
- Negotiating services
- The shift from customer to partner
For sales-force staff who are managed based on sales, quantity or margin targets.
The main focus of this sales training course is how sales staff should behave towards customers in order to create a win-win situation for all involved.
- Analyse customers
- Nurture contacts
- Motivate decision-makers
- Awaken need
- Conquer resistance
- Present services
- Use references
- Distribute offers
- LEAD discussions
- Set prices
- Achieve closure
From argument to benefit
For sales staff selling technical, premium or service-oriented products which set themselves apart from the competition in terms of quality, and which are under pricing pressure.
- Recognise that a product argument isn’t necessarily of use to every customer.
- Develop the ability to recognise the customer benefit in an argument.
- Work out the ways in which a product argument often has many customer benefits.
- Develop open questions in order to recognise the unique added value of the benefit in the eyes of the customer.
- Be able to pose the question in such a way that the customer is really motivated to pass on all details as accurately as possible.
- Give customers the assurance that they are speaking to someone who’s really interested in them.
- Breed trust and credibility by using an intelligent approach.
- Don’t begin price negotiations before all the benefits to the customer have been presented.
- Subtly introduce those points open to negotiation into sales talks in such a way as to invite negotiation.
- Prepare sales talks that are focused.
Cold acquisition to locate interested parties
For in-house and field-force sales staff responsible for targeted acquisition of new customers.
- Cold acquisition for more appointments.
- Defining my acquisition strategy and its aims.
- Successful telephone tactics for cold acquisition.
- How do I overcome the two obstacles in the way of a decision at the outset?
- How do I get straight to the point and stick to it?
- Making appointments in detail and what I can do now to initiate sales talks?
For employees at all levels with heavy workloads.
- Time as a resource
- My current handling of time
- Professional and private life in temporal harmony
- Discipline – sense and nonsense
- The rules of personal organisation
- How others waste our time and how we waste the time of others
- Putting the emphasis on availability
- Priorities in flux
- Making decisions
- The main time-wasting mistakes
For employees in any position, who conduct internal or external negotiations.
Getting the best out of negotiations.
- How can I prevent making mistakes during talks which could catch up with me during negotiations?
- Handling frustration during negotiations.
- The aim of any negotiation, and the effect on my behaviour.
- How do I avoid having to negotiate with myself during negotiations?
- The GOAL CONCEPT – a tool for preparing, conducting and following-up any negotiations?
- What information sheds light on my counterpart’s negotiation style?
- Analysing my negotiation style. What are my strengths and weaknesses, and how can I compensate for these?
- Various negotiation techniques and tactics, and how to apply them.
For employees in any position, who work with other divisions or within process structures, and for whom conflict-free communication is important in terms of preventing errors or generating a faster result.
Improving internal and external communications
- What is the basis of efficient communication?
- How can I offer constructive criticism and how can I react positively to criticism?
- Empathy, a skill I can practise. How do I empathise, and what prevents me from understanding the feelings of others?
- Saying NO without being personal.
- Dealing with and communicating change.
- How do I create an impression of reliability and how can I ensure that this impression is confirmed.
- How do I deal with situations in which I am unable to maintain my position?
- Decisions are made – how do I learn to accept them and what prevents me from doing so?
- How can I upsell my ideas?
For employees at every level who feel limited by impeded productivity, and want to change this.
The aim of this course is to minimise situational, general and personal stress by using specific, practical tools. It is based on the latest findings in brain research.
- How stress arises
- Assessing reality and its relativisation
- Identifying errors in perception
- Personal stress profiles
- Types of stress
- Cognitive stress management
- Instrumental stress management
- Identifying and handling irrational belief systems
- Handling internal conflicts of values
- Effective tools for stress reduction