151 Slices
Medium 9781599961552

Activity 46. Two Moose Were Sitting on a Log

Peter Garber HRD Press, Inc. PDF

46. Two Moose Were Sitting on a Log

Description

A brief story is presented in this activity that asks a question about the subjects of the story and their relationship to one another.

Time Guideline

10 minutes

Purpose

To illustrate the point that you need to listen carefully to the information you receive to really understand what is being said, and what we perceive or think is being communicated

Resources

None

Presentation

1. Tell participants that you are going to read them a brief story and then ask them a question about the story, so they should listen carefully.

2. Read the following to participants:

Two moose are sitting on a log talking about baseball.

The little moose is the big moose’s son.

But the big moose is not the little moose’s father.

How is this possible?

3. Give participants a chance to answer this question.

4. If no one has the right answer, share with the group that

The big moose is the little moose’s mother!

Debrief

Ask participants why the answer to this question isn’t always obvious. Explain that sometimes our preconceptions get in the way of us seeing the obvious answers to many things.

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Medium 9781599960722

Activity 17 Why Good Leaders Make Bad Decisions

Peter Garber HRD Press PDF

Activity 17

Why Good Leaders Make Bad Decisions

Purpose

To help participants better understand how bad decisions might be made and how to avoid making these mistakes

Description

This activity provides a list of 10 reasons why good leaders might make bad decisions.

Time

40 minutes

Resources

Handout 17.1

Presentation

1. Before conducting the activity, become familiar with Handout 17.1, 10 Reasons Good Leaders Make Bad Decisions.

2. Begin the activity by explaining the following to participants:

Y

Leaders are ultimately judged by the decisions they make, both good and bad.

Y

Most leaders spend their entire careers trying to avoid making bad decisions, but sometimes fail to avoid these pitfalls.

3. Distribute or display Handout 17.1 and review with participants the 10 reasons that good leaders sometimes make bad decisions and how they can avoid making these decision-making mistakes.

Debrief

Ask participants which of these 10 reasons they believe are most responsible for good managers making bad decisions. Ask if anyone can think of other reasons that bad decisions are made not included on this list.

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Medium 9780874259193

ACTIVITY 36: Playing Collaborative Roles

Peter Garber HRD Press, Inc. PDF

ACTIVITY 36:

Playing Collaborative Roles

Purpose

To demonstrate that there are many different roles that participants might play in a collaborative process and to highlight the importance of respecting the various perspectives of these roles

Description

Participants are asked to play an assigned role, simulating a collaborative process at work.

Each participant is given a different role card for his or her part.

Time

45 minutes

Resources

Handout 36.1

Flipchart or white board

Presentation

1. Explain that the activity is designed to show the advantages of collaboration and to allow participants to better understand how diverse viewpoints support the collaborative process. Tell participants that:

Each participant in each group will be assigned a different position.

Each participant will play the part of that position, sharing the information provided.

Each role looks at the problem from a different viewpoint, allowing potential problems to be identified and risks reduced.

2. This activity should ideally be conducted in groups of five. If there is not an even five participants for each group, then extra role cards should be given to participants. A group should not be with fewer than three participants. If there are only one or two additional participants after establishing groups of five, assign these extra people to be observers who are asked to comment on the activity after completion.

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Medium 9780874259452

Strategy #15 Pull-Through Sales

Peter Garber HRD Press, Inc. PDF

Strategy #15

Relationship

+

Pull-Through Sales

1. Know the

Customer

6. What’s in a Name?

11. Understand the

Customer’s

Needs

16. Creating

Buying Habits

21. Teamwork

2. Build

Rapport

7. Selling Up,

Down, All

Around

12. Empowering

Customers

17. Selling

Service

22. Adapting to Change

3. Honesty is the

Best Policy

8. Contingency

Selling

13. Cutting

Costs

18. Full-Service

Selling

23. Beating the

Competition

4. Understand the Customer’s

Perspective

9. Creating the Need

14. Just-in-Time

Opportunities

19. Global

Approach

24. Creative

Selling

15. Pull-Through

Sales

20. Value-Added

Sales

25. Worth the Price

5. Selling the

“Sizzle”

10. Having the Latest

Technology

Performance

Sales Strategy

Relationship—lowest

Performance—moderate

Pull-through sales is like reaching your goals through indirect methods. In other words, you achieve one thing by accomplishing something else. Although this might sound rather confusing, it is really very simple.

Selling one thing puts you in a favorable position to sell a related or complementary product or service.

Because pull-through sales creates the need or demand for a particular product or service, the relationship with the customer is less important. Performance is still important, but because of the unique situation pullthrough sales can create for a salesperson, performance may only become a factor if it becomes a problem.

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Medium 9780874259193

ACTIVITY 25: Collaborative Decisioning

Peter Garber HRD Press, Inc. PDF

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