Customized Workshops

Our training emphasis is on helping organizations become more competitive so they can grow their top- and bottom-line results.

Qittitut Consulting offers courses as part of its Organizational Effectiveness and Development ­practice. Each course may be tailored for management, staff, or a mixed audience. All training sessions use a combination of knowledge transfer and skills development techniques including plenary and small-group discussion, instructor/participant presentations, self and group assessment, role playing, case studies, video, experiential exercises, quizzes, and games.

Please select from the following categories to view the course descriptions:

Strategy, marketing, sales, and pricing workshops

For information about the following workshops, please contact Bill Diggons at +1 (713) 240.7714.

  • Understanding the customer’s business model
  • Probability analysis
  • Decision trees and influence diagrams
  • Cash flow, NPV and IRR calculations
  • Value metrics: total profit contribution, payback and return on incremental investment (ROII)
  • Multi-level selling
  • X-division selling and pull-through
  • Developing harder-hitting cost-benefit tools, pitch decks and proposals
  • Staging a Value Chain Lab to influence procurement practices
  • Using a local technical forum to improve tenders
  • Benchmarking and scorecarding gambits
  • Persuasive communication techniques for executives, managers and procurement
  • Enhancing templates with local content
  • Adding high-impact summaries and closes
  • Embedding sales traps
  • Using best practice and top-10 lists to highlight differentiators
  • Best practices: style, grammar, spelling, units, abbreviations and mnemonics
  • Push vs pull vs guru marketing
  • Aligning/leveraging the internal team
  • Big bang vs creep strategies
  • Marketing communications best practices
  • Tools that work
  • Best practices of the best teams
  • Managing vs coaching vs leading
  • Focusing on contribution margin
  • Big deal closing vs mentoring
  • Motivation: compensations, awards and games
  • Discipline
  • Tracking and monitoring
  • Focusing on what’s in it for me as a customer
  • Establishing real win-wins
  • Tactics that leave both parties satisfied
  • Playing hardball
  • Account management best practices
  • Account planning
  • Improving tenders
  • CRM do’s and don’ts
  • 3Cs of pricing optimization: customer value, costs and competitive alternatives
  • Value segmentation
  • Erecting price fences
  • Understanding fixed, variable and stepped costs
  • Contribution margin–based pricing
  • Premium techniques
  • Discounting techniques
  • Segmentation and new business model pricing
  • Implementing price changes
  • Negotiating with the customer
  • Transaction vs relationship vs competitive selling
  • Shifting buyers’ preferences
  • Probing
  • Simple stories
  • Handling objections
  • Trial and presumptive closes
  • Economic value analysis
  • Setting and answering sales traps
  • Provocative selling
  • Presentations to win executive sponsors
  • Industry trends
  • Market research
  • Segmentation and targeting
  • Positioning
  • Marketing mix: product, place, promotion and price
  • Communications
  • Control: roles and responsibilities
  • Know the vision
  • Know the business
  • Know the options
  • Decide and do it
  • Roadmapping/action planning

Management and employees

For information about the following workshops, please contact Bill Thomas at +1 (866) 302.9099.

  • Adapting to shifts in team membership
  • Managing team members, including those from outside the organization (clients, collaborators)
  • Managing workers on multiple teams
  • Communicating with and managing workers who are widely distributed both organizationally and geographically
  • Handling formation of teams and continuous team reform
  • Dealing with teams that have multiple reporting relationships with different parts of the organization at different times
  • The business case for excelling in customer service
  • Aspirations around customer excellence
  • The role and types of customer service (inbound, outbound and others)
  • Customer service as a commodity or differentiator
  • A walk in the customer’s shoes
  • Identifying and addressing the customer’s moments of truth
  • Differentiating customer behavior, satisfaction and loyalty
  • Small steps that yield big results
  • Using the customer compass
  • The benefits and use of CRM systems
  • Understanding the changing competitive landscape
  • Defining new sources of market differentiation
  • Core capabilities needed for delivering the ultimate customer experience
  • Redefining and creating real customer value
  • Customer value mapping and individual roles
  • Customer service is a mindset, not a department
  • Moving from service provider/supplier to business partner
  • Collaborating across internal and external boundaries
  • Balancing customer advocacy with customer profitability
  • Measuring and improving customer satisfaction and loyalty
  • Obstacles to time management
  • Creating a personal vision
  • Weekly time assessment
  • PIE exercise
  • Striking a balance
  • Prioritizing using the priority matrix
  • Planners (electronic and paper)
  • From master list to planner
  • Conducting effective meetings
  • Successful delegation
  • Project management
  • The business case for diversity
  • The diversity continuum—tolerance, acceptance, inclusion and leverage
  • The legal parameters of diversity
  • Recognizing and appreciating differences
  • Diversity support groups and similar venues or support mechanisms
  • Dealing with boomers, gen X’ers, gen Y’ers and others
  • Harassment issues
  • Managing personal relationships and conflict
  • Individual and organizational liability
  • The communication process and management
  • Types of communication
  • Communication vehicles and techniques at our company
  • Personal communication styles—assessment and interpretation
  • “Answer first” verbal communications model
  • Non-verbal communications
  • Listening assessment
  • Critical and selective listening skills
  • Barriers to effective verbal communications
  • Written communication skills
  • The communication process and management
  • Types of communication
  • Communication vehicles and techniques at our company
  • Personal communication styles—assessment and interpretation
  • “Answer first” verbal communications model
  • Non-verbal communications
  • Listening assessment
  • Critical and selective listening skills
  • Barriers to effective verbal communications
  • Written communication skills
  • Key changes in American business and work environments
  • Change as an obstacle or opportunity
  • Creating your business case for change
  • Understanding and managing the stages of change
  • Recognizing your current state of change (strategic and tactical)
  • The head, heart and hands approach to change management
  • ACHIEVE model for individual change
  • Seven-step model for organizational change
  • Defining your role in change management
  • Leading change internally and externally

The legal aspects of management:

  • Title VII of the Civil Rights Act of 1964
  • Fair Labor Standards Act of 1937
  • Age Discrimination in the Employment Act of 1964
  • Americans with Disabilities Act of 1990
  • Family and Medical Leave Act of 1993
  • Application of policies and legal requirements to management areas such as recruitment, selection, promotion and termination
  • Discrimination, harassment and retaliation in the workplace
  • Progressive discipline and documentation
  • Effective termination decisions and process
  • Privacy and confidentiality issues
  • Preventive employee relations practices (can include union avoidance)
  • Employee satisfaction vs employee engagement
  • Today’s manager as coach
  • Performance improvement—tips and tools
  • Designing and applying internal complaint processes
  • Use of surveys, focus groups and self-directed work teams
  • Key employment laws and the supervisor’s role in each
  • Overview of relevant policies and procedures
  • Creating a culture of inclusion and respect in the workplace
  • Understanding and leveraging interpersonal differences (DiSC, conflict or similar assessment)
  • Defining and becoming an employer of choice
  • Developing your employment brand and EVP
  • Employee engagement vs employee satisfaction
  • Defining and communicating the different dimensions of employee growth
  • The role of performance management in growing your talent
  • Career planning and individual development plans
  • Succession planning—the business case and how to do it
  • Addressing soft and hard skills in employee challenge and growth
  • About tests and assessments—what’s so good and not so good
  • Addressing the negative and rewarding the positive
  • The real role of compensation in today’s business
  • Its short- and long-term characteristics and impact
  • The different components of total compensation and the purposes of each
  • Understanding your company’s compensation philosophy
  • Using compensation to drive results—building a pay-for-performance culture
  • The limitations—things compensation can’t fix
  • Making individual compensation decisions for each piece, and making it all fit together
  • Related actions—merit and bonus decisions, equity adjustments, promotions, demotions and salary cuts
  • Compensation land mines and how to avoid them
  • Communicating your decisions to individuals
  • Dealing with leaks, rumors, entitlement, counter offers and other nuances
  • Using performance management as a business process
  • Planning (team and individual levels) for superior performance
  • Quantifying performance standards and critical success factors
  • Converting KPIs into SMART objectives
  • Tips for effectively applying performance appraisal tools and process
  • Effective use of self-assessments and upward reviews
  • Monitoring and evaluating employee performance
  • Preparing for and conducting an effective performance appraisal
  • Coaching and resolving below-standard performance and behavior problems
  • Creating and reinforcing individual accountability
  • Dealing with high-potential employees, and other career planning and development needs
  • Heroes vs teams
  • Characteristics and competencies of HPTs
  • Selecting team members—styles and skills
  • Sorting out individual investment and membership
  • Recognizing informal roles and use of authority and influence
  • Understanding the stages of team development
  • Addressing specific barriers to peak performance
  • Situational leadership and team S.U.C.C.E.S.S.
  • Assessing the current and desired state of the team’s performance
  • Ten keys for effectively leading HPTs
  • What is key talent and why does it need a special focus?
  • The talent circle (select, retain, remove and realign key talent)
  • Understanding performance vs potential
  • Buying vs building your talent base
  • How to recognize or identify high potential performers
  • The different types of development—redefining growth
  • Evaluating your level of key talent loyalty and risk
  • Early warning signs of derailment and/or defection
  • Nuances in motivating and developing key talent
  • Ten nonfinancial tools for retaining key talent
  • Preparing and reviewing job specifications
  • Analyzing departmental staff
  • Identifying recruitment sources
  • Evaluating resumes and/or applications
  • Utilizing behavioral interviewing techniques
  • Selecting the best candidate
  • Checking references
  • Offering the job
  • Creating an orientation checklist
  • Constants of the effective leader
  • Professionalism defined
  • Managing prior co-workers and friends
  • Ten rookie mistakes
  • How things have changed . . .
  • Managing personal relationships
  • The importance of SMART objectives
  • What you need to know
  • Managing your manager (upward management)
  • Trends in business

Employee benefits/retirement

For information about the following workshop, please contact Craig Narum at +1 (281) 693.3777.

  • Seven roadblocks to financial success
  • Six keys to financial success
  • Risk management
  • Cash management
  • Investment concepts (including analysis of company 401k choices)
  • Tax management
  • Retirement planning
  • Estate conservation

Comments from workshop attendees

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Thoroughly prepared presenters

“Preparation on their behalf is outstanding, delivery is effective, and management of session time is superb. Since our initial Qittitut training session, our company revenues have increased fivefold. Without question, Qittitut was a major reason for our success. Their team of well-trained, very experienced and thoroughly prepared presenters handled our crusty, set-in-their-ways oilfield sales force pros in a manner that would make believers out of anyone. Look at the numbers. It is my strong ­position the ‘Qittitut effect’ was the confidence builder my team desperately needed and warmly received from Qittitut.”

Effective pricing

“I am convinced that if it were not for the work we did with Qittitut we would not have been able to hold prices the way we have in the downturn. The essence of what they delivered was the ‘psychological Viagra’ we needed to hold the line with the customer.”

Excellent

“The sales role plays, unique value proposition, and elevator speeches were excellent and valuable training.”

Enjoyable

“What I enjoyed most about the workshop were the role plays, setting competitive sales traps, the economic value analysis calculator, and benefits-value tree.”

Effective selling skills

“The tools to help us increase pricing were the most valuable part of the workshop. Total cost of operations EVA analysis will help us capture more value, and using points of parity/differentiation and unique value props will help us sell more effectively.”

Helpful

“The sales role plays and elevator speeches were very ­helpful—even to an experienced salesman like me.”

Useful ideas

“After 30 years of experience, I must admit I’m usually bored with just about any kind of training. This course honestly surprised me. Creative, practical, and thought provoking. The exercises and case studies were loaded with ideas we can use right now.”

Eye opener

“Prior to attending this session, I thought we were already pretty good at this stuff. But what an eye-opener! There’s much we can do to improve the way we work with each other and with our customers.”

Tremendous value

“Everyone in the organization should attend this. I got tremendous value out of it. Love the Qittitut instructors!”

Solid solutions

“Fast-paced and very relevant! Solid solutions to real ­internal and external performance challenges.”

Insightful

“I’m normally very skeptical about all this training and development jazz. But this course was hard hitting and insightful and really challenged our thinking and approach.”

Innovative and practical

“The exercises were innovative enough to keep us engaged and practical enough to give us real tools and ideas to use. Great job!”

Interactive and relevant

“The sessions weren’t just generic academic lectures. They were very interactive and based on real challenges we face each day. The instructors’ practical experience and ability to relate it to our business were exceptional.”

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