Sadness 2. Amusement 3. Shock 4. Curiosity 5. Anger 6. Surprise 7. Disbelief 8. Understanding 9. Happiness Fear Excitement Ask them to say the word, and lead them in saying the word aloud. Then read each of the following intentions, and wait for the team to ver- bally demonstrate the tone.
You may want to say it with them for the first one to get them started. How can one word mean so many different things? What can this simple activity teach us about the power of tone? What is a good takeaway from this activity? Pass out copies of the script cutout: one partner gets the Valencia cutout; the other gets the Navel cutout.
Each per- son reads his or her cutout and can share only the information that is spe- cifically requested by his or her partner. Give them a minute to read their script; then have them start their negotiations. Did anyone have to cut their orange in half? Why was that necessary—or not? What was your outcome? How did you reach it?
Was there a potential for win-win in this negotiation? Do we look for a win-win in our negotiations? What does it take to get there? They are determined, are a bit stubborn, and can be competitive. Navel, you are an aspiring chef. In fact, one of your newest culinary creations has been entered in a major competition.
The prize is a one- week internship with your favorite chef, Emeril Lagasse. Your scone recipe calls for orange zest, which you get by grating the rind of the orange.
Not to worry, there is one orange left at home. But wait. Valencia Orange Navel and Valencia, the Orange siblings, are persistent, goal oriented, and willing to do what it takes to get their needs met.
Valencia, you are the health nut of the family. Divide the group into three teams, and line them up in three parallel lines large groups can be divided into smaller three-team groups. The object of the game is for the team on one side to try to get a message to the team on the other side, while the team in the middle tries to drown out the message in any way they can.
Give teams a few minutes to strategize before beginning. The message- sending team will also need time to come up with a message to send at least three sentences in length. Play enough rounds so that each team can play each role.
How did you get your message across? What did the message senders do to ensure you received the correct message? Did your strategy change during the activity? How many different ways were used to communicate messages? Which ways were most effective? What can we do to prevent that from happening? Tell each pair to decide which of them will be the first storyteller.
The storyteller has two minutes to tell the partner a story. Story topics could include a recent vacation, a funny situation, an interesting experience, or a hobby.
After two minutes, have them switch roles. The next step is for everyone to find new partners. How well did you listen? If the original person had been sitting next to you, how well would that person think you captured his or her story? What does it take to be an effective listener? The line needs to be long enough so the team members can stand side by side during the activity.
Have the team stand behind the start line, and let them know that their goal is to reach the finish line as a team. Tips The larger the group, the shorter the expanse from the start line to the finish line.
For 10 participants, five or six feet is fine. If you have between 20 and 30 on your team, keep the distance between three and four feet. It can be challenging for 30 people to coordinate their moves to reach their goal.
How was the communication within the team? Were all ideas heard? How did the team come together to achieve success? What did you learn? One person—the art- ist—gets the clipboard and pen; the other—the director—gets a template of a picture. Sample templates are pro- vided with this game. The first time through the exercise, the director describes to the artist what to draw, but the artist is not allowed to speak to the director.
For the second round, have the partners switch roles, and hand out the second template. This time, for the first five minutes only allow the artist to ask yes-or-no questions.
After the five minutes are up, allow the artist to ask any questions he or she would like. When the partners are done with both rounds, they can compare drawings. What was it like to give directions without getting any feedback? Once you could ask questions, did that make the job easier? What kind of questions were the most effective? What types of situations resemble this activity?
What can we do to improve our communication with each other? The facilitator will need to prepare written instructions based on the props the team will use in this challenge. Ask the group to select their best listener.
Bring that person 20 feet in front of the starting line and blindfold the person. At this point, the listener cannot speak until the game is over and cannot move unless told to do so. Ask the group to select their best communicator. Bring that person forward 10 feet and turn the person to face the group, who should all be standing on the starting line.
The communicator may not turn around to look behind, but he or she is allowed to speak. The group on the starting line cannot say anything until the game is over. Now produce some props: a chair, a hoop, a hat, a glass, a bottle of water, and so on. Give the set of written instructions to the group on the starting line, for example: Have the communicator direct the listener to put on the hat, sit on the chair, pour him- or herself a cup of water, and then drink it!
Only miming is allowed! The facilitator will then prepare different written instructions for each team. If you have a few more than the optimal number, you could assign some team members to be observers.
Other than the inability to talk, what was challenging about this activity? What worked well? Listener and communicator, what feedback can each of you provide from your experience? Is our communication always as effective as it could be? What are some barriers to effective communication? How can we overcome these barriers? Each person explains the significance of something he or she is wearing or has on his or her per- son maybe in a wallet or pocket.
Start the team off in the right direction by using yourself as an example, saying something like: The necklace I am wearing was made by my niece when she was eight years old. We spent the day together making pendants by wrapping silver wire around polished rocks.
Tips Even if some team members may not be wearing any accessories watches, rings, etc. What impact does this have on your level of trust and comfort with your team? What are some other ways to build a comfort zone within our teams? What are some ways we can build the level of trust within our team? The group will build up to four block structures one per every four or five players. The circle needs to be big enough for two builders per structure to crawl around easily—up to eight people may be moving around inside the circle during the activity.
Split the group into smaller teams of four or five people. Now have each team create their structure out of 10 blocks. Have each team place their structure on a pad or paper on the floor within the boundary of the circle. Each team needs two builders and two or three direc- tors. The directors—the sighted team members—will assist them in this endeavor.
Tell the players that once the blindfolds go on, you will disassemble and scatter the blocks throughout the playing area the large circle on the ground. Give teams time to come up with a strategy. When everyone is ready, the blindfolds go on, and you—the facilitator—take apart the struc- tures and scatter the pieces.
The only way you may communicate with your blindfolded team members is through nonverbal signals: clapping, tapping, stomping your feet, snapping your fingers, and so on. From that moment on, no talking is allowed. Blindfolded players have to figure out what is going on and how to get the information they need to get the structures rebuilt.
Tips This activity can be frustrating because the team has planned a strategy based on rules that change midway through the activity. It is best to use this with a team that needs a challenge or is going through changes in the workplace. How did you feel when the rules changed? What did you have to do to achieve success? How did you overcome any frustration you had? Who ended up taking a lead role in the activity? Allow between 5 and 10 minutes to complete the form individually.
Either debrief at that point or continue into a problem-solving phase by breaking the participants into four teams—each team taking one of the questions and brainstorming solutions.
Then after the brainstorming ses- sion, have the teams present their ideas. As you reviewed these items, did it seem like our team is an effective team? How can we resolve some of the interpersonal issues that may be present? How could we build in a tune-up on a regular basis? How do you feel we are doing overall? Where do we need to focus our attention? How well are we working together? How could we be helping each other more?
What interpersonal issues do you see among our staff members? What is the nature of these issues? Divide the group into two or more teams of five to eight participants. Explain to the team that all of the items on the list fall under three catego- ries: small appliances, super heroes, and fast food items. Each team sends one person to you—the facilitator. When a team guesses the word the person has acted out, someone new from the team runs up to you—the facilitator—to give the answer.
If the answer is cor- rect, you whisper to that person the next word from the list. Everyone on the team has to take a turn before anyone can come up a second time. You can make up your own funny categories three categories is a good number or use the provided form. Were any of you outside your comfort zones during this activity?
What was that experience like for you? What helped you take that risk? Spiderman 2. Remote control 3. Curly fries 4. Wonder Woman 6. Dishwasher 7. Superman 8. Happy Meal 9.
Fruit juicer Curling iron Underdog Onion rings Pepperoni pizza Batman Captain America Toaster Incredible Hulk McNuggets Blender Ask the team members to think about all the ingredients necessary for an effective team. Then ask them to focus only on those that begin with the letter C. For example, the words communication, compassion, and car- ing will likely be mentioned. Working together in groups of three or four, see how many C words they can come up with.
Give them time to problem-solve ways to overcome the two chal- lenging Cs. After allowing 7 to 10 minutes for problem solving, debrief the activity. Did you find that the help of your team members increased the number of words you identified? By focusing on only one letter, do you feel that you have most of the critical components?
What components are missing? What can we do to overcome the challenges? What did your team decide was the most important C? Was it difficult to get consensus? What does it take to be an effective team? Considering the traits necessary, how many can you come up with that start with the letter C? C C How can the team overcome these challenges?
Give one Kaizen card to each team. Their task is to come up with as many practical ideas and ways to improve that particular area as they can. After 7 to 10 minutes, ask each team to present their Kaizen ideas to the group and explain how the ideas could be used in their or any organization.
Have you ever taken the time to do this before? What are some benefits of this type of activity? What are some challenges? How could you suggest some of your ideas to the company? For the right energy and level of enthusiasm, you will want a big enough group so that you have at least three performances.
Ask the participants to think of the first concert they ever attended. Have each person think of a song from that concert and come up with a line from the song. Their group will then put all the lines together and come up with a medley, along with some awesome choreography a routine or dance that they will present to the whole team.
Make sure there is enough space available so the groups can spread out and practice. After 10 or 15 minutes, gather everyone together for the performances. Each group has 2 minutes to perform their act. Tips Your enthusiasm will get them excited about taking this risk.
In what way did this activity stretch your comfort zones? Materials None Time 10 to 15 minutes Procedure Have the team make a circle with one person in the center the facilitator could start in the middle to get the activity going. If any of the three people do not correctly respond in the three-second time period, he or she takes the center spot the person who is It is judge and jury and can count anyone out for any reason.
Variations A great way to get a team involved and get the creative juices flowing is to have the team make up their own formations. Give them an example so they understand the parameters—namely, a specific role for the Point person and different, specific roles for the people to the right and left of the Point person. You could even have them throw in a sound effect to go along with their formations. Then have teams of three come up with one or two three-person con- figurations to teach the rest of the group.
Use their ideas for the activity a total of six or seven formations is usually the right amount of challenge. Related Blog Posts. Salesforce News. Most Popular Stories. What Is a Salesforce Admin? I just set five on Monday and five more on Tuesday.
They will be amazed like me how much you know about sales techniques and how easy you make it for us. Thank you. When you are tense and rushing through the process, it is no longer effective. As soon as they start answering the question, they will have more time.
Take your time when you speak. The more relaxed you are, the more relaxed your customer will be. Remember that we have something important to share with our customers that will be of great benefit to them. Relax your shoulders. Pause between your sentences. Consider their statements and questions seriously, and respond with calm authority. This is the most common of all objections.
This video shares some tips to help you deal with this objection. Increase your influence by creating urgency. No plan to change the corporate culture can work unless it is supported and modeled by top levels of management. Plan fun non-work activities. Shrewd managers understand the importance of team-building exercises.
You know your team better than anyone else does or at least you should , so plan exciting after-hours activities that your employees will look forward to. The time management app will help you stay on top of the milk and much more. Remember The Milk is a to-do list app that allows you to organize tasks by color-coded tags, as well as break larger projects down into subtasks. Sales Training Defined: Sales training is the process of improving seller skills, knowledge, and attributes to drive seller behavioral change and maximize sales success.
To be most effective, sales training should be viewed, designed, and executed as a change management initiative. Leaders can use these skills to help keep their teams focused and on-task. Those in sales need to know how to be persuasive to woo clients and finalize deals. Employees may wish to present ideas to supervisors and request changes or improvements.
Explore the various ways that persuasive communication skills can be used and honed. They can be fun board games, trust activities, or outside activities. Listen to songs and sing along either on retreats, or every once in a while during class time. Klaxoon is the meeting revolution. The days of passive presentations are over! With Klaxoon, everyone takes part. Use your phone, tablet, or computer to participate, vote, react and brainstorm in real time.
Jun 25, The quality of your sales presentation will often determine whether a prospect buys from you or one of your competitors. However, most presentations lack pizzazz and are seldom compelling enough to motivate the other person to make a buying decision. These seven tips will help you create a sales presentation that will motivate buyers.
Mar 11, The trend of working from afar is experiencing a major boost as businesses shift to digital channels and more people avoid physical gatherings. Here are key approaches and tools to get the most. The programmed sequence of events is essential for pre-sales, sales, and post-sales processes. Brands that keep a communication calendar usually find it easy to engage with their customers.
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