Almost all corporate training is enjoyed, applauded and forgotten. Not because the content was bad, but because nothing about the following week required anyone to do anything differently.
How to run a sales conversation that does not depend on the personality of the person running it. Aimed at people who sell without ever having been taught to.
For the ones promoted because they were the best technician on the team, and who have since discovered that managing is a different job that nobody described to them.
Presenting to a room, to a client, to your own company. Less about confidence than about structure, which is the part that can actually be taught.
MBS runs monthly and is built around eleven requirements that have to be demonstrated in the participant’s own company — not written about in an exam. Turning around a declining revenue trend. Delegating a management function successfully. Handling the underperformer everybody has been avoiding.
Each one is validated by a consultant who has seen the evidence. Completing all eleven earns the certificate of Specialist in Business Management, and whoever holds it can attend every future MBS session for life at no cost.
It takes a year because behaviour takes a year. A two-day course on delegation produces a person who agrees with delegation.
No case studies about airlines. The exercise is always the participant’s own team, their own numbers, their own difficult conversation that has been postponed for four months.
It is less comfortable than a case study, and it is the reason people still use it in March.
Which of them was promoted for being excellent at the job they no longer do? That is usually where to start.
