Learn about the irresistible force of superior leadership and how its magnetism results in increased productivity and corporate profitability.

• Understand how to create a responsibility based culture where innovation and creativity are paramount.
• Discover how to recruit the greatest people, have enough self restraint to allow them to use their brains, and retain them for the long term.
• Learn about engagement and empowerment that creates productivity and profitability.
• Learn the appreciation techniques that will create a fortune of commitment.  
• Understand the magnetic techniques of building loyalty.

For organizations to make successful changes in its strategy, processes, or methods of doing business, employees at all levels of the organization from the receptionist to the CEO need to be committed to the change. The responsibility to “lead the change” lies primarily with managers and senior level executives. However, for employees to accept and implement change, they must be able to trust and respect the leadership team and clearly understand the reasoning behind the changes. Positive change happens when employees are treated as part of the process. Dianne Durkin teaches attendees how to:

• Gain their employees’ trust and respect.
• Lead the change process, moving employees beyond fear and resistance to hope and excitement.
• Effectively communicate the reasons behind change – and the positive results expected.
• Engage and empower employees to be part of and support the change process.

Change creates opportunity

Trust Key to Change

Every organization needs and wants self-directed people who take ownership, develop creative, innovative solutions to business issues and are committed to the success of the organization. In this session, we will discuss the approach leaders should take to succeed in building this type of culture. Attendees will learn:

• The elements of trust and how to build trust with each employee.
• The difference between authoritative-driven cultures vs. responsibility-based cultures.
• How to engage team members in solving problems and owning outcomes.
• How other organizations have built cultures of reliability, responsibility and accountability that lead to success and profitability.

A 30-year-old manager in charge of employees who have worked in the same positions since he was still in diapers is not just a plot in a Hollywood comedy, it’s standard operating procedure at many companies across the nation. Just as prevalent is a manager nearing retirement charged with leading a group of recent post-grads who are too inexperienced to even know they are inexperienced. Workplaces today are generational melting pots and knowing how to properly manage and motivate individuals with distinct experiences, values, and needs can mean the difference between a profitable company and one that fails to thrive. Never before has there been such a diversity of generations in the workforce as the Veterans (1922 – 1946), the Boomers (1946 – 1963), the Xers (1963 – 1980), and the Nexters (1980 – 2000) fill offices throughout the country. Managing, Motivating and Integrating Your Multigenerational Workforce teaches company leaders how to effectively manage today's multigenerational workforce by first understanding the unique values and needs that fuel the beliefs and behaviors of each generation while teaching strategies for good employee relations between all generations.

Highly satisfied and engaged employees are as rare as they are valuable. There are significant differences between highly engaged employees and satisfied employees, and satisfaction does not necessarily imply engagement. Engaged employees take ownership, find solutions, are self-starters and find efficient ways to accomplish tasks. Satisfied employees are just happy to go to work each day and do not necessarily take a proactive approach to being a part of an organization. Organizations of today need and want engaged employees who take satisfaction in being part of the solution. In this session attendees will:

• Understand and clearly identify the differences between engaged and satisfied employees.
• Understand “Durkin’s Hierarchy of Engagement Needs” and how to implement the elements of the Engagement Hierarchy.

Estimates indicate that within five years, 50 percent of the workforce will be comprised of various cultures, including Spanish, Asian, Cambodian and other minorities. Business leaders must embrace this “melting pot” of cultures in their organizations. In this session, Dianne Durkin will discuss various international cultures and how they can positively impact your organization.

By embracing these differences, organizations will receive valuable new perspectives, expand their approaches, attract new audiences and satisfy the needs of the organization. Attendees will learn how to:

• Prepare for and embrace new cultures.
• Integrate and accept cultural values and differences to ensure maximum productivity.
• Build momentum and excitement for change and learning.
• Outline and address barriers to integrating a global culture.

In volatile economic times, loyal customers provide a solid foundation of revenues. They can be counted on to purchase new offerings and forward recommendations to potential customers. By simply increasing customer retention from 10% to 15%, companies can double their profits. This presentation explores the relationship between employee, customer and brand loyalty, including real life examples from other companies on improving loyalty. It also provides:

• Techniques for creating employee, customer and brand loyalty.
• Communication strategies for monitoring the employee pulse.

It isn't always easy to convince CSRs that how they communicate with clients is often more important than what they communicate. In this presentation attendees will gain insight into understanding human nature, expressing empathy, and responding to communication nuances. These insights are often the key to understanding people's personalities, and will enable attendees to communicate effectively with customers to keep them loyal and satisfied.

Attendees will learn:

• How to recognize different personality and communication styles and respond to each style so that the customer feels understood and cared for.
• The principles of neuro-linguistic programming and how to implement them for improved customer service.
• Four basic reframing techniques to encourage customers to look at situations in a new way.
• Innovative listening techniques to maximize efficiency while ensuring understanding.
• Questioning strategies for identifying problems and ensuring CSR's understand the customer's needs.
• Strategies for handling difficult customer situations.

There is a lot of talk about what makes successful mergers and acquisitions. It has been estimated that 80% of mergers and acquisitions that occur today fail to meet their initial expectations. How can this failure be avoided? During the M&A process there are many constituencies that need to be considered, employees, managers, customers and investors. When all is said and done, however, success can be boiled down to two key constituencies: employees and managers. This presentation will highlight:

• The top three things that employees want during the M&A process.
• How managers can address employee needs while also managing the business and keeping focus on continual productivity and profitability.

ICMI Call Center Demo & Conference
October 21, 2013

Psychology of Coaching
Atlanta, GA
Event Link: http://www.icmi.com/CCDemo
Session Link: http://www.icmi.com/CCDemo/Conference/Pre-Conference-Workshops#session=Pre-3