Customize your training programs to suit your business’s ever-changing needs.

1. Customized to your needs.

2. Capitalize on your strengths.

3. Shore up your weaknesses.

Each of us at Pangea Performance Consulting Group have held Director-level positions or higher with major medical device companies. We understand that some of the challenges you and your people face are specific to your situation and we embrace the opportunity to custom build content to address them.

This obviously has to start with some detailed information about your situation.

Please contact us to start the conversation.

Having served in various senior leadership capacities throughout our careers, we have real world experience and credibility to coach and mentor individuals in your organization.

One of the things that sets Pangea apart is our ability to establish a special relationship with a client’s management team. This relationship allows us to offer “one on one” coaching for your management team in a confidential manner. We act as a third party that upper management can use to reinforce characteristics of highly successful management teams. From time to time, a manager may need individual sessions in order to break through to a new level whether it is a skill set or a better understanding of their role in the organization. Having served in different managerial capacities throughout our careers, the Pangea team can also serve as a useful sounding board for senior management.

The ongoing development of current and future leaders is a critical component of any company’s success.

Establishing a Vision:
Establishing a vision should be the first step a leader takes when assuming a new role. A vision statement continually reminds people of the purpose of their work. It is a shared objective for the group. It allows the leader to put forth a picture of the future for an organization or department. A great vision does not outline the activities for its success, but rather invites the participants to devise those activities and business drivers that permit the vision to come to fruition. In this program, the participants create a vision that they can take forth to their respective departments. The program first takes an accurate picture of where we stand and then focuses on where we’re going. Once the vision is established, the remainder of the program focuses on the steps needed to successfully implement the vision.

Teambuilding I:
From the building of the individual talent, the next challenge of the leader is to create a highly effective team. Team Building Skills will be identified in the context of a team activity. Team participation characteristics will be explored and the common pitfalls of team failure will be examined. Each participant will have an opportunity to discuss his/her team within the context of the program and will leave with several takeaways for team improvement.

Teambuilding II: Lessons in Leadership
In 1914, the explorer ship Endurance left London’s harbor en route to Antarctica. Eight months later, it lay at the bottom of the ocean only miles off the coast of Antarctica. Twenty-seven men were left stranded on the ice floe. The leadership attributes of their leader, Ernest Shackelton, kept them alive and brought them all home safely. Ernest Shackelton’s eight leadership tenets are as relevant today as they were in 1914. This is an excellent off-site teambuilding program.

Emotional Intelligence:
“In the fields I have studied, emotional intelligence is much more powerful than IQ in determining who emerges as a leader. IQ is a threshold competence. You need it, but it doesn’t make you a star. Emotional Intelligence can.” So believes Walter Bennis, a leadership pioneer, and renowned author and researcher. This program will take an in-depth look into EI, breaking down six different management styles and their importance in leadership. Prior to the program, we will send out a survey to participant’s respective reports and peers and provide the manager with feedback on his or her Emotional Intelligence as perceived by those they interact with most frequently.

Negotiating:
The aspects of negotiation will be incorporated into multiple simulation activities that will allow the participants to discover the skill, activities, and tactics of negotiation. The goal of collaborative vs. positional negotiation will be thoroughly reviewed and the skills necessary for successful outcomes will be practiced. The participants will gain insight into value added negotiations and take away a value list specific to their industry. The five negotiations that they will experience during the program will become more involved as they move through the program, culminating in an industry specific simulation on the last day.

Finance:
This module deals with understanding and utilizing financial statements. As the volume of business in an account grows, it becomes increasingly important to be able to navigate through financial statements and understand how different financial models affect customer decision-making. How to present proposals in the most customer friendly manner is essential in today’s market. The participants will create and deliver a proposal utilizing the financial models learned in the program.

Decision Making:
Learn about your own preferred decision-making style and how it works in various situations. This program will explore different decision-making models and clarify for the participants various approaches and choices they have when making a decision. The program will describe some of the alternative choices available to the manager. It will help the manager determine the decision’s importance as well as the amount of control he/she may have on the decision process for each issue and learn what decisions and subsequent actions will maximize commitment to success.

Problem Solving:
How problems and conflict are managed can build up or tear down the chemistry of a team. Every manager deals with conflict and problem-solving issues throughout his/her day. This program looks at the components of conflict and problem solving in depth and creates a format to move through these situations in a consistent manner.

Engagement:
We know that in order to achieve our objectives we need more from our people. But people are more productive now than at any time in history. How do we get more out of them? In the course of a working day, every individual makes 50 or more small decisions (i.e., go to work at 7:30, or 8:00? Send the report as is, or proofread it one more time?). The engaged employee makes a higher percentage of good decisions than bad. Though perhaps no one of these 50 decisions taken on its own is significant, the cumulative effect of all these decisions across an organization can determine the success or failure of a corporation. This program lays out the path to a more engaged, productive workforce by leaving managers with new solutions to tap deeper into their greatest resource – their employees.

HELP Focus:
Unexpected things happen to us every day – things that cause us to take our eye off the ball. Employees take their cues from management on how to view and handle these challenges. HELP Focus is a program designed to help managers understand what drives employee focus. HELP is an acronym that stands for the four most common topics related to focus:

Habits
Environment
Look
Purpose

Habits control the bulk of the things we do on a daily basis and how we do them. What are our habits – the good ones that lead to predictable, desirable results – and the bad ones that prevent us from recognizing our potential?
Environment attitudes are contagious and as leaders, the spice you add to the broth represents the strongest flavor.
Look Back / Look Ahead
What are the things that have made you and your company successful? Are they still pertinent and are we still doing them with the passion and purpose we once did? In what ways do those activities need to change as we look forward?
Purpose examines the things that make employees go – the force that drives the goals people create for themselves and asks how employees’ purpose aligns with their work.

Managing Change:
What used to take 20 years, now takes 10. What now takes 10 years, will take 5 years in the future. As the velocity of change increases, the skill of managing change becomes more paramount. Dealing with change must be looked at in multiple ways; change that happens to us and change that we wish to invoke on others. Awareness to changes in our macro and micro markets can allow us to be proactive as opposed to reactive. Changing others’ value equation can be a key component of getting your entire organization on the same page. This leadership skill is rapidly becoming one of the most important in today’s fast-paced global economy.

Winning Hearts and Minds:
Humans are of two minds, the logical and the emotional. When presented with a challenge, we can logically analyze the situation and craft a well thought out plan to overcome it. But as we well know, that’s just the beginning. Executing our well thought out plan is a new challenge altogether and our emotional brain will require some fuel in order to work the plan through to its conclusion. Winning Hears and Minds teaches leaders to engage both the logical and emotional sides of their people by a) building a compelling vision that challenges, inspires, and creates a cornerstone for strategic planning, b) determining what activities will get the team to its vision, and c) determining the metrics and milestones to measure those activities to ensure small and recognizable wins to keep the team engaged and making progress toward its ultimate vision.

Energy Management
In an increasingly competitive marketplace, organizations, by nature demand more and more from their employees. As a result, employees are working harder and longer than ever. In many cases, we are already at or over people’s personal capacity and something has to give. Should we sacrifice time with family, attention to personal relationships, sleep, exercise, diet in order to make time for the increased workload? Though this may work in the short-term, in the long-term, it is a recipe for burnout, disengagement, and illness and can cause people to leave for healthier job environments. When more, more, more is wearing thin, we have to start thinking better, better, better. This program helps employees understand the importance of investing energy in things that really matter, understanding how to develop greater resilience and flexibility in the face of non-stop stress, expanding current energy capacity, and replacing non-effective habits with productive habits that support better performance.

Leading Generation Y:
Generation Y, or the Millennial Generation, is comprised of those individuals born between 1980 and 2000. Like every generation before them, they have some stereotypes. This group favors social media to personal interaction, texting to calling, flip flops to wing tips, and flexible work schedules to a rigid 8 to 5. They were raised to believe their opinions are always welcome, their participation is deserving of recognition, and their efforts are worthy of promotion. Like every generation before them, there are advantages and challenges to working with members of Generation Y. This is a generation of independent thinkers with the potential to have a hugely positive impact on an organization. This program delves into the psychology of what makes Gen Y employees’ value systems and how it may differ from previous generations, the strengths and challenges they bring to the table and recommended coaching strategies to work with them more effectively.

The Missing Piece: Happiness:
Business today is more intense and competitive than ever and it is taking its toll on employees. Studies suggest only 45 percent of workers are happy at their jobs, the lowest in 22 years, and depression rates are ten times higher than they were in 1960. While many business leaders are adept at diagnosing and addressing what is wrong with an organization, focusing on what is wrong can propagate the trend toward negativity and pessimism. Knowing that what we focus on can indeed become our reality, leaders who understand “The Missing Piece” become adept at diagnosing and modeling what is right about an organization unleashing their people’s creativity, engagement, positivity, and optimism, giving their people the fuel they need to perform at their best.

One-on-One Coaching:
One of the things that make Pangea unique is our ability to establish a special relationship with a client’s management team. This relationship allows us to offer “one on one” coaching for your management team in a confidential manner. We act as a third party that upper management can use to reinforce characteristics of highly successful management teams. From time to time, a manager may need individual sessions in order to break through to a new level. Whether that is a skill set or a better understanding of their role in the organization. Having served in different managerial capacities throughout our careers, the Pangea team can also serve as a useful sounding board for senior management.

Management is a process. Manage the parts and you manage the whole.

Recruiting, Interviewing, and Hiring:
Planning for turnover or growth requires a strategic plan as well as a tactical plan. This course will explore the important area of creating a strategy for recruiting as well as provide skills that will allow the manager to match the experience, personality and competency needs of the job to the best candidate. A methodology for a consistent hiring process will allow for improved hiring practices throughout the company. The matching of personality to corporate culture will also be fully explored.

Onboarding and Integration:
This program is designed to identify the challenges and opportunities inherent in a new position and to build effective action plans to address them. Attendees will walk away with a) learning plans: what they need to learn to be operative in their new role as well as how and when they intend to learn it and b) business plans: what they need to accomplish and how and when they need to accomplish it. Whether you are beginning a new job yourself or hiring people into new roles, this program will help you achieve productivity sooner.

Executing for Results:
As Sales Managers and Sales Reps, we are able to measure our success at the end of the month, quarter, or year by looking at our percent to quota achievement. It is very easy to see if we have been successful or not over a given period of time. Over 100% = success, under 100% = less than success. But quota is not made the last day of the selling period; it is made months ahead of time with activities that generate business outcomes. It is the regular execution of these activities that ensures long-term success. Leaving this program, participants will have a clear understanding of the activities that drive revenue in sales territories along with an understanding of what great execution per activity looks like.

Leadership Ladder:
This program will present an array of approaches to various management challenges and allow the participants to practice leadership skills. The fundamentals of motivating diverse individuals will be explored and the concept of goal setting and goal tracking will be developed. The program will also deal with the challenge of field development. Leaders need to adapt to various stages of personal development in order to maximize results. One size does not fit all. The outcome of this program will allow the leader to link motivators to goals and create ownership and accountability throughout the organization.

ECHO Coaching:
In every position, an employee needs to be an expert on certain topics. What are they and how can we chunk them into smaller, more coachable components? Then, how can we heighten an employee’s awareness by demonstrating how mastering an agreed upon skill can help them achieve their goals? And lastly, who will own what in the development plan that results?
E: Expert
C: Chunking
H: Heighten Awareness
O: Ownership

ASK Coaching:
This module explores the principles of coaching; teaching participants how to unlock their individual potential to maximize performance. Timing, content, emotions, communication skills, experience, goal setting and goal tracking, honesty, and integrity are just a few of the important issues explored in this program. Participants will discover such novel approaches as 20 vs. 1 and Doug’s Cube as part of the program and will leave with a framework of alternative coaching methods to meet varying managerial demands.
A: Attitude
S: Skill
K: Knowledge

Performance Management:
Yes, No, Maybe? It is often indecision that keeps managers awake at night and it is indecision that occupies an inordinate amount of their time and energy. This program is designed to give back some of that time and energy by giving the participants new strategies to combat this inertia. This course teaches managers to define and create activities to move people to better performance by helping them evaluate their individual contributors on agreed upon business drivers. This program will teach participants how to increase the number of data points they have on an employee in order to make a more accurate assessment while putting the onus on the employees themselves.

Planning and Conducting Meetings:
Bringing groups together is a critical part of a manager’s responsibilities and there is no better opportunity than meetings to demonstrate cohesiveness. Whether the meeting objective is motivational, educational, rewarding, problem-solving, decision-making, or simply to disseminate information, there are learned strategies that can help your team meetings be more effective.

Customized Management Programs:
Customized programs are created regularly depending on specific needs. In our ever-changing marketplace, new challenges arise. We are frequently asked to research the most current thinking on a variety of topics and prepare programs to address our clients’ needs.

The shortest path to increased revenue is to improve the capabilities of the people who interface with your customers every day.

Selling skills are just that, skills:
Once learned, skills need to be practiced and reinforced, so we encourage management’s involvement.

In order to make the selling process more coachable, we break it down to 6 “BRIDGE” components:

Business Planning
Relationship Building
Investigating Needs
Delivering Solutions
Getting Past Objections
Expecting Obstacles

BRIDGE Selling I
What does it take to become a great player? You have to be talented and you have to execute the fundamentals. The Business Planning Program focuses on the fundamentals of sales strategy and execution. We must first understand many things about the customers that comprise a territory. With that information, we can begin to formulate an understanding of where we are now, where we want to go and how we intend to get there. How we intend to get there will invariably be through some primary targets. Once we have defined our primary targets, we can create detailed sales action plans that, if executed, give us the best chance of success. We need to move these priority targets weekly, prepare vigorously for those critical conversations, and instill a dependable system to follow up. Participants will leave this session with an understanding of what is required in a Reconnaissance Plan, Business Plan, Sales Action Plan, Weekly Plan, Pre-Call Plan, and Post-Call Plan.

BRIDGE Selling II
The foundation of consultative selling is that customers must first trust before they will buy. In sales, we can’t achieve our goals in a vacuum. We need other people to do that, and that can only happen if we build a meaningful relationship with them; a relationship built on mutual trust, respect and credibility. The Relationship Building program examines the various stakeholders involved in making a buying decision and what is important to them as well as a tailored approach for appealing to different personality types. The program will teach and allow students to practice specific tactical techniques using current call scenarios.

Doug’s Cube – Advanced Probing
Doug’s Cube is a tactical skill set for understanding needs, building trust, and developing relationships. Its genesis is rooted in Attribution Theory in which understanding others’ situations improves overall cognitive awareness and trust. It is a skill that is easy to understand but difficult to master. The participants will learn to listen differently during customer interactions by keying in on customer responses and subsequent sales replies. When Doug’s Cube is understood and mastered, the participant’s problem-solving ability and creative skills will be greatly accelerated.

Key Account Planning
For experienced as well as new Sales Representatives, this program has a pre-work requirement that asks participants specific questions about their current customers. The participants will be asked to analyze and design an effective strategy for dealing with the information that is acquired during the pre-work assignment. Participants will leave with a detailed plan on how to move their business forward in their respective territories. The experienced Sales Representatives collaborate on solutions while the newer Representatives gather valuable insight.

Navigating Health Care Economics
Over the last decade, anyone selling in the medical device space has recognized a power shift in the hospitals on which they call. There was a time when the using physician dictated to the hospital the devices he/she wanted to use. Today, more physicians work directly for the hospital and other stakeholders have significantly more influence on device purchases than they have in the past. This program is designed to determine who those stakeholders are, by what criteria they make purchasing decisions, and how a company can position its offering to appeal to these increasingly influential stakeholders.

Negotiating
The aspects of negotiation will be incorporated into multiple simulation activities that will allow the participants to discover the skill, activities, and tactics of negotiation. The goal of collaborative vs. positional negotiation will be thoroughly reviewed and the skills necessary for successful outcomes will be practiced. The participants will gain insight into value added negotiations and take away a value list specific to their industry. The five negotiations that they will experience during the program will become more involved as they move through the program, culminating in an industry specific simulation on the last day.

Train the Trainer
The Train the Trainer program is designed to take advantage of the collective wisdom in the field, keep top performers’ motivation high, and prepare the next generation of leaders to perform at the next level while creating a pathway for new hires to reach productivity sooner. The program is delivered in five parts:

1. Determine what areas of knowledge and skill a new hire needs to be expert.
2. Determine how to break those subjects into smaller, more coachable components.
3. Educate the field trainers on employees’ motivation to learn.
4. Agree on who is responsible for what in the learning process.
5. Walk through the practical components of field rides (preparation, execution, and feedback).