Corporate Capabilities

In recent years, business has taken on many new and complex dimensions. Instant global communications, innovation and increasingly available technology have created profound changes. Customer demands and worker values are constantly evolving and changing. There is an increasing effort to increase productivity, lower operating costs, improve quality and provide outstanding service.

Success in today's competitive environment requires that today's leaders must be prepared to maximize the human potential inherent in their organization. The development of human resources is the key to greater growth and profits for both the individual and the organization.

People make the difference...from the leadership ability at the top, to the quest for excellence throughout the entire organization. At Harvard Developmental Group, we believe that people are your most valuable resource. Our focus is getting people to do more (improving productivity) and helping them develop an insatiable desire for continued growth and improvement.

Our specialty is helping clients develop cultures where continuous improvement, higher levels of achievement, standards of excellence and exceeding customer expectations prevail. Harvard Developmental Group provides the vehicle and the implementation process to help you and your people expand and develop the skills and attitudes necessary to achieve a higher degree of success. Our universal development process is applicable to international corporations, as well as small, privately owned companies. Our clients include manufacturing, service, healthcare, government, education and nonprofit.

Executive Leadership

Strategic Planning

Leadership Development

Management Development

Process Development

Fundamentals of
Finance & Accounting

Supervisory Development

Sales Development

Time Management

Customer Service

Corporate Capabilities

Executive Leadership

Success in today's complex global arena is challenging and the rules are changing. For an organization to compete globally, executive leaders will have to create an organizational culture in which everyone is challenged to seek innovative and improved methods of doing business. Leading today's organization into tomorrow's competitive arena will require teamwork, collaboration, and speed.

To create and lead an organization that will maintain a competitive advantage during such turbulent times, many executives will have to transform an organizational culture that was founded on yesterday's paradigms. Priorities will have to shift and thinking will have to change.

Key Areas:

• Valueship
  
• Creating a compelling vision
  
• Communicating the vision
  
• Leading during times of change
  
• Alignment
  
• Creating Balance
  
• The principals of successful planning
  
• Strategies for positive growth
  
• Leadership responsibility

• The leadership roles
  
• Collaborating for results
  
• Obstacles to successful collaboration
  
• Creating winning teams
  
• Team competency
  
• Understanding what motivates people
  
• Developing peak performers
  
• Developing trust

Strategic Planning

The best way to predict the future is to create it! Strategic Planning is a process that determines the future of the organization and what organizational resources will be needed to ensure success. The process involves determining what business opportunities exist, and what resources are available to capitalize on those opportunities.

Business leaders today have found that developing a strategy and a plan is far more effective than leaving the future to chance. Furthermore, the key factors that create higher levels of motivation and commitment continuously fuel higher levels of achievement. Finally, the effective implementation of the plan is as important as planning. This is the true determining factor as to whether or not a company is successful.

The Strategic Planning Processes provide a format for developing a Strategic Plan, taking that strategy through the business planning process and establishing measurable goals. It is a process that involves not only determining where a company is going, but also how it is going to get there.

Key Areas:

• Strategic Planning
  
• A Passion for Succeeding
  
• Developing a Competitive Edge
  
• Effective Planning Techniques
• Execution is Everything

• Marketing and Sales
  
• Generating and Retaining Profits
  
• Becoming a Customer-driven, Enduring Company

Leadership Development

A leader combines the vision and curiosity of a dreamer with the practical engineering of a builder. A leader is goal directed, looking forward with anticipation toward the attainment of goals. Goals give meaning and purpose to life and serve as a continuous source of motivation in the pursuit of all activities. The capacity for leadership exists in everyone, but most people never take the time to develop it. Leadership is determination, courage, confidence and the ability to view a situation and respond to it.

Positive Leadership assumes that goals can be accomplished, the job can be done, the problem can be solved and obstacles can be overcome. A leader creates their own future because they have faith in themselves.

Key Areas:

• You Possess the Ability to Lead
• Preparation for Leadership
• A Product of the Past
• Formal Leadership
• Goal Setting for Success
  
• Building Success Attitudes and Habits
  
• Developing Your Personal Goals Program

• Turning Solutions into Action
  
• Understanding and Affirming Your Self
  
• Managing Your Time
  
• Communications and Human Relations
  
• Decision Making and Problem Solving
  
• Motivation
  
• Continuing Your Leadership Growth

Management Development

Management over the last quarter century has taken on many new and complex dimensions, and this trend is likely to continue. Advancing technology has created new and exciting possibilities in every organization. Progress creates challenge, and the challenge facing management today is: developing an organization that can meet tomorrow's goals while continuing to meet the daily challenges of today. To balance these organizational demands, managers need a systematic approach to their jobs. They need Management Development.

Management Development involves the what and how of training and understanding the why of a situation. The result is managers who are working because they want to and because they understand why and how they are essential to the organization's goals. These managers know that the goals can be achieved, obstacles can be overcome and problems can be solved.

This program makes Management Development not only possible, but eminently profitable. Individually, each manager reflects the behavior and attitude of a goal-directed manager. Collectively they form a powerful force that literally assures the achievement of corporate goal.

Key Areas:

• The Manager as a Leader
  
• Goal Setting for Success
  
• Your Action Plan
  
• Confidence
  
• Work Environment and Motivation
• Decision Making

• Management Communications and Human Relations
  
• Managing Your Time Use
  
• Developing Subordinates Through Goal Setting
• Dealing with Negative Behavior

Process Development

In today's competitive market the timely execution of key business processes is an essential ingredient to success. Cycle Time Reduction (CTR) utilizes the principles and practices of Total Quality Management (TQM). The primary objectives of TQM are to: Make the process effective - produce the desired results Make the process efficient - minimizing the resources used Make the process adaptable - flexibility and ability to adapt to changing customer and business needs

Key Areas:

• Introduction to Cycle Time Reduction (CTR)
• The Influence of Time
• Why CTR
• Examining Traditional Business Practices
• Total Quality and "Speed"
• The Concepts of Cycle Time Reduction
• Identifying the "Core" Business Practices
• Criteria for Selection
• Current Speed vs. To-Be-Speed
• Measures of Efficiency (productivity)
• Measures of Effectiveness (quality)
• Value-added vs. Non Value-added

• Entitlement
• Review of Business Process
• The Tools of Cycle Time Reduction
• Problem Identification and Problem Solving Model
• Process Mapping
• Process Boundaries
• Cycle Time Reduction Deployment
• The Deployment Plan
• Deliverables
• Phases of Implementation
• Five E's of Results
• Managing the Implementation
• Process Leadership Roles in CTR

Supervisory Development

In today's business, the supervisor is the "main link" between the company's goals and the people who must accomplish those goals. Because of the functions of the supervisor and the major role they play, it is obvious that good supervisors are the key to the success of any organization. Many of the supervisor's daily decisions affect profits, attitudes and morale. With a role and a function of this magnitude, it would seem logical that the process of becoming a supervisor would require years of training. However, most supervisors have had little or no training in supervisory skills. Almost universally, today's supervisory force is made up of men and women who have been promoted from being a super worker to being a supervisor.

The Supervision program is a structured, open-ended, pragmatic approach to developing supervisors. It is not a teaching program, but a developing program designed to engage supervisors in a process that results in personal and professional growth. The development of more effective supervisors has a direct correlation to an increase in the productivity and profits of a company.

Key Areas:

• The Successful Supervisor
  
• Goal Setting
  
• Your Action Plan
  
• You and Your Self
  
• Confidence: The Critical Ingredient
  
• Leading for Results
  
• Managing and Controlling Your Use of Time

• Motivation
• Communications
  
• Upward Communications
  
• Performance Appraisal
  
• Discipline: Word and Concept
  
• Developing Subordinates
  
• Decision Making and Problem Solving

Sales Development

Business in recent years has taken on many new and complex dimensions, and this trend is likely to continue. The field of sales has also seen some dramatic and far-reaching changes. Today's salesperson, as well as today's buyer, is better educated, more informed and has more options than ever before. These changes have created new, exciting and challenging possibilities in every organization. Sales Development is significantly
different from sales training. In training, knowledge is transferred from one person to another. Development occurs only when knowledge is internalized, creating a behavioral change that leads to the expression of positive, results-oriented skills.

Today's business is sales-driven and today's salesperson is a key link to success in business. One element that distinguishes profitable companies from non-profitable companies is their ability to better develop their salespeople. The result is salespeople who sell because they want to excel, and succeed because they understand why and how to utilize their knowledge. The Sales Development process not only makes sales development possible, but eminently profitable

Key Areas:

• Success in Sales
  
• The Selling/Buying Process
  
• Goal Setting for Success
  
• Prospecting
  
• Developing Your Personal Goals Program
  
• The Sales Process - Parts I & II
  
• Developing Your Professional Goals Program

• Closing
  
• Communication Skills
  
• Handling Stalls and Objections
  
• Success Attitudes
  
• Managing Your Time
  
• Continuing Your Personal and
  
• Professional Growth

The Organizer

There have probably been as many books and articles written about time management as almost any other subject in the personal and professional development field. We have been in the personal and professional improvement field for more than nineteen years. During that time we have had many requests and suggestions that we address the time management issue. We have not previously done so, primarily because we felt, and continue to feel, that time management is not a time management issue.

Almost everyone knows that you should prioritize your activities. Almost everyone knows that you should complete your urgent/important/critical tasks each day. Almost everyone knows that planning your day makes more sense than letting others do your planning for you. Everyone knows, but very few do Why? That's what finally fascinated us and the answers are why this process was developed.

Key Areas:

• Introduction to Time Strategies
  
• Goal Set

• Improving Your Skills
  
• Establishing a Positive Direction

Customer Service

During this new decade of service-oriented industry, a mastery of Customer Service can mean the difference between success and failure. The corporate trend of raising Customer Service is an art form, treating service as a product that needs to be learned inside and out, and marketing service to customers as vigorously as if it were a direct revenue producer. Unfortunately in many companies, the customer has become a low priority. When people are not treated according to their expectations, they take their business elsewhere. What's more, they usually relate their bad experiences to as many as ten other people. On the other hand, the rewards for exceeding customer expectations are plentiful. That's good news for businesses who strive to offer the ultimate in Customer Service.

The question then becomes not whether to improve your company's service standard, but how. Excellence in Customer Service pays off on the bottom line by dramatically influencing customer behavior through a dynamic, results-oriented process.

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Key Areas:

• What Does the Customer Really Want
  
• What Does Customer Service Really Mean
  
• Your Role in the Company's Success
  
• Understanding Human Behavior
  
• The Power of Goal Setting
  
• Art of Satisfying Customers
  
• Being a Team Play
• Cultivating Customer Loyalty

• Effective Communications
  
• The Art of Listening
  
• Handling Complaints and Mastering Difficult Situations
  
• Developing a Positive Company Image
  
• Estimating Your Quality of Service
  
• Becoming an Excellent Service Provider

FUNDAMENTALS OF FINANCE & ACCOUNTING (Finance for the non-financial Manager)

No matter how effective your management teams methods or how innovative their ideas, the results are going to be measured in numbers; dollars and cents.
From accruals to write-offs, from accounts receivable to working capital, this seminar shows the concepts, techniques, and tools that can help make each decision payoff on the job and on the bottom line.

Help your employees get a firm grasp on the numbers side of their job. This program is designed for non-financial managers in every functional area of responsibility.

YOUR EMPLOYEES WILL...

• Understand the terminology of finance and accounting; including assets, liabilities, equity, expense, profit and cash flow.
  
• Use a balance sheet to determine an organization's financial position.
  
• Analyze income statements to evaluate operational results.
  
• Use Break-even Analysis to assist in pricing and super-pricing.
  
• Understand the concepts of zero-based budgeting and flexible-budgeting.
  
• Use variance analysis and key indicators to "manage by exception".
  
• Understand how purchasing and inventory controls can impact profit.
  
• And more . . . Customized for your Company