As 2016 draws to a close I would like to take this opportunity to reflect on some of our highlights from the past few months. It has been a busy but rewarding period for the Skillnets team, our 63 networks and our wider stakeholders, as we brought together the key initiatives that will set the direction for Skillnets over the coming years.
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An independent evaluation conducted by Indecon concluded that more than 750 jobs* were created across all companies participating in ManagementWorks, a Skillnets management development programme for SMEs. These results were achieved in 2015, and participating companies attributed the success either directly or indirectly to participation in the programme.
Developing the skills of businesses and strengthening economic growth continued to be key priorities for Skillnets at the launch of the public consultation for its Statement of Strategy 2016-2019.
Skillnets, the national agency responsible for funding and supporting training networks and for the roll out of the ManagementWorks initiative, is asking the public to input into their new strategy, which will support more Irish companies to stay competitive and at the leading edge of their industry over the next four years.
The objective of excellent customer service is to profitably create ‘raving fans’ for your business. These customers not only keep coming back to you time and again – they also send new customers your way.
In order to create ‘raving fans’ you must create an experience your customer will remember – a ‘WOW’ factor – the ability to overwhelmingly surprise customers by continually exceeding their expectations.
Social selling is not a mysterious “snake oil” that one needs to be wary of. It is also not a magic bullet that instantly erases obstacles in the sales cycle. Instead it is a knowable, repeatable process that requires investment, training, patience and attention if it is going to pay off. For sales leaders, it is about designing a more proactive and creative approach to reaching new customer markets.
All selling is social. Always has been. Always will be.
The vast majority of people in management, bar military people that sign up to it, land in management roles because of their expertise in the area they work in. There is no evidence that they are predisposed to becoming an effective manager. For example, a finance person may become a financial director because they have a background in finance, they have their accountancy qualification, they’re good with numbers but there’s no evidence that they can manage a team of people.