Unlock Your Human Capital

Delhi
(Head Office)
Mumbai
Bangalore
We are at :
TMI Associates Pvt. Ltd.
B-9, Saket, New Delhi - 110017, India
Tel. Nos. 011-26865414, 41663349
TMI Associates Pvt. Ltd.
417, 4th floor, Morya Estate B-1,
CTS No. 618, Veera Industrial Estate
Oshiwara Link Road,
Andheri (West) Mumbai - 400053, India
Tel. No. 022-30918210
Tel. No. 080-30966969
unlock your human capital

Our Vision
TMI
We aim to be the preferred partner for organizations around the
world that want to maximize their corporate value through the
development and utilization of their Human Capital
TACK
We aim to be the trusted sales partner for organizations that value
their underlying business – what they sell
We welcome the challenge to work with you to create
a story of success; the story of your success!
we can be reached at
unlock@tmiindia.com
unlock@tackindia.com
1
Performance
Management
and Enhancement
• Time and Performance Manager
• My Life Tree
• Personal Quality
• Employeeship
3
2
Leadership
Customer Service
• Putting People First
• A Complaint Is A Gift
• Customer In Focus
? Teamship
Emotional Intelligence
• Heartwork
• Emotionally Intelligent Leadership
Leadership Development Programs
• Stepping Into Leadership
• Towards Exceptional Leadership
• Change Management
• Coaching For Results
1
•
•
•
•
•
•
Sales
4
Sales Training Course 1
Sales Training Course 2
Key Account Development
Field Sales Management
Profitable Negotiations
Sales Academy
Organizational
Development and
Culture Change
• Delivering Branded Customer Service
• Building a Customer Centric Culture
• International Complaints Culture Survey
TM
1

Identification
We identify, analyze, evaluate and determine the
course of action that best suits the specific
situation. We then design a comprehensive and
practical implementation plan.
Our Processes
The ‘5I’ Process
Implementation
Audit and assessment tools, process consulting
methodologies, inspiring training programs,
executive coaching, and implementation tools are
essential parts of an integrated approach in which we
have extensive experience.
Investigation
We seek to gain a thorough understanding of your
organization’s specific characteristics, needs,
demands and challenges. We work closely with
individuals and groups at all levels, using appropriate
diagnostic tools to investigate.
Inspiration
We use innovative, fresh and exciting creative
design and diverse methods of delivery. Our
interventions work because they engage hearts
and minds to win commitment to act from
inspired and willing people at all levels.
Integration
We work with people to apply learning to daily
work activities so it becomes a way of life. This
connection between the new behavior and the
rest of the organization’s systems and culture,
ensures that staff members can and will be
empowered.
Consultant Certification and Development Process
To ensure consistent delivery and high international quality standards, all TMI and
TACK consultants undergo a comprehensive development and certification process.
This global certification process comprises:
• Extensive Product Training: Our training products, • Solutions-Based Approach: Our solutions involve a
processes and solutions are a collaborative effort consultative approach, hence we spend time and
between our worldwide partners. Our consultants effort to effectively understand your business.
undergo intensive learning and ensure conforming Consultants equip themselves in understanding this
capability and delivery of product knowledge, in approach and carefully customize our solutions to
spite of diverse training styles. address your business need.
• Stringent Delivery Standard: TMI and TACK • Product Development and Specialization: As an
consultants are trained to follow an organization that focuses on providing sustainable
institutionalized delivery progression which development to your Human Capital, we provide
includes a rigorous internal audit practice built special emphasis on the development and
within our delivery standards. The audit ensures specialization of our consultants’ expertise. We
that consultants undergo constant learning and ensure that TMI and TACK consultants constantly
development, thereby enhancing the quality levels update and refresh our products and solutions in
of our work. order to effectively address your business issues.
TMI, a global HR consulting firm,
offers innovative consulting and
training solutions that help
organizations maximize their
intangible value
As a preferred partner, we provide solutions that inspire change, facilitate the transformation process, shape
organizational culture and deliver sustainable results that create short-term and long-term value.
Founded in 1975 by Claus Møller — one of the world’s nine ‘Quality Gurus’ — TMI is registered in Denmark with
resource centers across 47 countries worldwide.
Our work is organized into four Practice Groups • Leadership
through which we offer end-to-end as well as one- » Enhances an organization’s leadership
off solutions. capability through integrated sustainable
solutions that identify, understand and develop
• Performance Management and Enhancement
» Enables and inspires peak performance for
leadership competencies, skills and behaviors
individuals and teams
• Organizational Development and Culture
Change
• Customer Service
» Facilitates the implementation of strategic
» Aligns an organization’s people, culture, change in organizations in line with their vision,
processes and brands in order to deliver worldclass
service
values and employee and customer focus
Over the years we have pioneered a number of concepts such as Time Manager, Putting People First,
Personal Quality, Emotionally Intelligent Leadership and Branded Customer Service which have gained
international recognition as major contributors to organizational growth and productivity.
As a people-centric organization, we understand and actively build on the latent value of our relationships.
Our research-based solutions are also customized to meet our client’s requirements.
Some industries which have benefited from our learning and transformation solutions:
• Telecom • IT Enabled Services • Retail
• Manufacturing • Hospitality • Banking and Finance
• Information Technology • Healthcare • Insurance
• Agro-Chemicals • Pharmaceuticals • Logistics
• Travel • FMCG
2 3

Results
u
l
a
V
e
Strategic Orientation
Mission
Vision
Strategic Plans
Strategic Goals
Key Issues
Values
u
l
a
V
Results
e
Alignment
Performance
Alignment
Brand Deployment
Strategic Deployment
Brand Personality
Brand Position
Brand Values
Tangible Assets Intangibles
V
a
u
Performance
Leadership and Management
l
e
Results
Brand Orientation
Brand Promise
Results
Alignment
Brand Mission
Brand Vision
The “ TMI Organizational Sustainable Value Tree ” model depicts TMI’s philosophy
about how organizations can achieve prosperity in the present and create
attractive prospects for the future
Performance Management
and Enhancement
Surveys reveal that in most organizations more than 80% of time is spent on non
value-adding activities. Organizations, teams, and individuals the world over, in
any business, struggle with the same problems related to productivity, quality and
time: too many ideas and too little action; too many projects and activities are
launched — and not completed.
New technology and working methods have been introduced to increase
productivity; however, we believe that not much attention has been paid to the
real obstacle — personal productivity.
Productivity
Quality
Relations
1
Our Performance Management and Enhancement practice takes this human factor
into consideration and focuses on the alignment of individual efforts to organizational
goals. The underlying philosophy is that result-focused and engaged individuals are
fundamental to implementing and realizing the vision of an organization.
This practice offers a range of solutions which are developed and customized
for individuals to enhance personal performance and contribute to
organizational productivity.
I. Time and Performance Manager
These programs are designed to inspire people to get more out of life by using time and
talent effectively. This program, based on the Results Philosophy developed by
Claus Møller, enables individuals to:
• Define visionary and realistic goals
• Identify necessary tasks and priorities to achieve those goals
• Spend time and energy on a daily basis on those tasks
This unique two-day workshop shifts the focus from the banalities of Time
Management to a way of life which ensures that intentions are translated
into actions.
personal
productivity
=
value
creation
To ensure sustainability of learning, the program is accompanied by a tool designed
specifically for the Results Philosophy. The tool options are:
• The Original Time Manager Manual tool comprising a leather ring binder, forms for goals,
key areas, action plans, a calendar and a Key to Personal Effectiveness
• Time Manager for MS Outlook — adapting certain MS Outlook features to the Results Philosophy
• Time Manager for Lotus Notes — adapting certain Lotus Notes features to the Results Philosophy
Key Takeaways: Contents:
As a result of attending this program, participants • Clarify individual goals and link them to plans that
will be able to: help achieve goals
• Achieve and maintain peak performance • Effective use of plans and schedules
• Clarify individual goals and establish priorities • Identify and prioritize tasks and activities
• Integrate long-term objectives with short-term • Effectively deal with interruptions and control
demands distractions
• Contribute to achieving team and organizational • Balance personal and professional life
goals • Work effectively with colleagues through
• Create a work life balance delegation and aligned planning
• Personal action plan — master the art of ‘finishing’
• Achieve and maintain peak performance
Target Audience: Managers at all Levels
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II. My Life Tree
Retaining talent is a constant challenge in today’s dynamic work environment. By providing an opportunity for
personal development, organizations can attract and retain talent and create an invigorative culture that is
motivating and conducive to personal and professional growth. The way an individual thinks and feels influences
his/her success and impacts the way he/she relates to others. My Life Tree helps individuals create a powerful
framework within which they can shape their lives; it instils a positive attitude and helps define and achieve
personal goals. The program philosophy is to “take charge of your life and take responsibility for the choices
you make”.
This two-day workshop provides a unique opportunity to introspect, reflect, envision and articulate an
approach to life that would help participants to be effective at the workplace and successful in
personal relationships.
Key Takeaways: Contents:
As a result of attending this program, participants • Framework for personal development — My Life Tree
will be able to: • Build the right attitude towards time and life
• Focus positively on the present in order to • Importance of self esteem; how to measure it and
create value in their lives build it
• Inculcate a positive attitude towards obstacles • Set personal and professional goals; action planning
and life • Effective communication skills — rapport and pacing
• Acquire skills for workplace effectiveness • Building interpersonal skills to be a good team player
• Create better relationships at work and at home — recognition and assertiveness
• Inculcate accountability and a sense of
‘ownership’ towards problem solving
• Manage stress effectively
III. Personal Quality
Target Audience: Team Members and Team Leaders
TMI’s quality concept, developed by founder Claus Møller, is internationally recognized as a major
breakthrough in quality development. It adds a new, crucial dimension to traditional quality thinking — The
Human Side of Quality. This program is an opportunity to learn and develop Personal Quality.
The TMI quality approach has been described by the British Department of Trade and Industry, The European
Organization for Quality (EOQ) and the European Foundation for Quality Management (EFQM) as a unique and
important contribution to quality development globally. The Personal Quality program develops both the
hard and the soft aspects of all kinds of quality.
Key Takeaways:
Contents:
As a result of attending this program, participants • The significance of Personal Quality
will be able to: • Determine the Actual level of Performance (AP) and
• Get exposure to the quality concept so it Ideal level of Performance (IP)
becomes acceptable and easy to understand • The difference between IP and AP
• Develop the human side of quality — areas • Action plan to lessen the gap between IP and
where the quality level is determined by the AP levels
attitude and behavior of people • Inspire and equip individuals to enhance personal
• Understand their role in enhancing quality levels quality levels
• Know the advantages of producing high quality • Concrete methods, checklists and exercises for
• Be involved in the quality process with both their
hearts and minds
• Make quality development a natural and integral
part of the organization
individuals to develop their quality standards
Target Audience: Managers at all Levels, Team Members
IV. Employeeship
‘Employeeship’ is defined as the commitment of the
individual towards the success of the company. It is that
unique culture where the entire workforce shares responsibility
for success and failure. The ‘Employeeship’ program is based
on a simple philosophy — a successful organization’s culture
enables employees to “Bring their Hearts to Work”. Success
in corporate life is about mobilizing the energy of all employees
to ensure the survival and growth of the company. The program
illustrates what is required of both leaders and team members to
develop that special personal commitment called
Employeeship.
The workshop uses the unique Employeeship Meter to determine Personal, Departmental and Organizational
commitment to success. This tool provides base-line measurements on cultural factors and values based on
which the program can be designed and made relevant to the specific needs of the group.
Key Takeaways:
Contents:
As a result of attending this program, participants • Identify ‘Employeeship’ and analyze its factors:
will be able to: » Commitment, Responsibility, Initiative and Loyalty
• Inculcate a positive attitude towards their work and • Understand behaviors that would bring
organization ‘Employeeship’ values to life
• Become more ‘employable’ • Commitment to ‘Employeeship’ attitudes
• Display responsibility, commitment and initiative and behaviors
• Have access to a value-based framework for
decision making
• Understand the need for a culture where they take
responsibility for their actions and initiative to
achieve goals
• Have better growth prospects
• Time Management
• Presentation Skills
• Interviewing Skills
• Negotiation Skills
Target Audience: Managers at all Levels, Team Members
Other Performance Management and Enhancement solutions:
6 7

2
I. Putting People First
Customer Service
Giving good service is easy. So, if good service is so easy to deliver, why is it
frequently so difficult for customers to obtain?
Customer experience is the new force driving the corporate world. Today’s
sophisticated customers not only demand services and products that are
of the highest quality, they also want positive, emotionally sensitive and
memorable experiences. It is the organization's responsibility to help meet the
customers' demands. Our Customer Service practice is geared towards
providing organizations the passion and the ammunition to enhance customer
satisfaction and ensure that customers keep coming back for more.
The elements of this practice ensure that organizations promise great service and deliver it too. Our solutions
enable organizations to create a Service Culture where employees are equipped with the knowledge, tools,
capabilities, discretion and attitude necessary to meet customer needs. Our Customer Service practice offers a
range of solutions which target the entire spectrum from front-line sales staff to customer service personnel
across all levels.
TMI’s research and experience
over decades indicates:
Customer Care has to move out of
the realm of being a value of only
the Customer interface staff to
being an organizational value
Customer Care can be delivered
consistently to the external
customer only if it is delivered
consistently to the internal
customer
Therefore, it is critical that all levels
and functions of an organization
are part of the initiative.
TMI’s Strategy for Customer Service
Customers and other external stakeholders
Moments of Truth
Customer
interfacing
staff
Management
back-end support
departments
Critical
Point of
Success
Putting People First (PPF) is a revolutionary concept in service quality which originated from
the thought: ‘Put Staff First, then they will put Customers First’. This program has been
successfully conducted for thousands of participants all over the world, and all of them have
marvelled at the simplicity and power of the message. Stressing the fact that external
service quality can never exceed internal service quality, PPF can generate the passion
and vigor required to create an organization characterized by customer focus, enhanced
quality and increasing customer satisfaction. The turnarounds at British Airways and
Scandinavian Airlines (SAS), achieved by using this TMI concept, bear testimony to the
success of PPF. This two-day workshop aims to create a culture of internal and external
customer responsiveness within the organization.
building
strong bonds
with your
customers
PPF is undertaken as a process at a departmental, team or functional level. Our consultants work with the target
audience to identify the service behaviors in the workshop. This is preceded and followed up with a robust
process which enables the participants to identify and work on key improvement projects which will enhance the
service delivery levels of the organization.
Key Takeaways:
Contents:
As a result of attending this program, participants • Service: ‘The Competitive Advantage’
will be able to: • Impact of factors influencing personal
• Improve service internally as well as externally development on the quality of service provided
• Establish team and organizational commitment • Communication style differences in people and
to service the impact on providing good service
• Understand their role in creating an organization • ‘Making the connection’ and ‘Stroke power’
focused on results for the external customer • Rapport and Pacing
• Understand what customers need and how their • ‘Master the Moment’ — Review ‘good’ and ‘bad’
actions impact perceptions
• Take on additional responsibility; ‘own’ problems
and gain a heightened sense of the organization’s
mission and goals
• Identify and work on key improvement project
areas within the organization
situations of stress in the organization
Target Audience: To be Undertaken at a Departmental, Team or Functional level
II. A Complaint Is A Gift
If there are no complaints, an organization will never have enough
information on the areas where customers are dissatisfied. Efficiently
handling customer complaints becomes a crucial aspect when it comes
to retaining customers. Applicable across the organization, ‘A Complaint
Is A Gift’ (ACIAG) is a breakthrough TMI concept on service recovery,
customer loyalty and effective complaint handling. It is an effective
philosophy that helps regain the trust of unhappy customers and
keep regular customers happy.
Key Takeaways:
Contents:
As a result of attending this program, participants • Understand the importance of complaints and
will be able to: their contribution to increasing customer loyalty
• Establish the importance of customer complaints • Shift perspective towards complaints — from
and build the skills required to handle complaints ‘criticism’ to ‘gift'
• Diffuse negative emotions and deal with • Golden rules to handling complaints
customers using certain ‘golden rules’ • Apply skills to handle complaints:
• Understand that complaints are the cornerstone » Listening
of customer satisfaction
• Learn practical strategies to maximize customer
satisfaction
• Create a corporate culture where adversities are
constantly turned into opportunities to enhance
customer loyalty, company image and profitability
» Rapport
Target Audience: Employees from Departments other than Customer Service
8 9

III. Customer In Focus
While front-line staff is always held directly responsible for delivering service,
the other departments often lose their line of sight to the customer. Customer In
Focus (CIF) helps participants establish a clear line of sight to the customer
and understand how they too can help deliver good service. The program
inspires employees to understand and deliver on their brand promise/values. It
enables participants to identify their customers and accelerate the quality of
service along the organization's service delivery chain.
Key Takeaways:
As a result of attending this program, participants
• Overcome inter-departmental conflict
will be able to:
Contents:
• Realize and appreciate the importance of
• My company’s Brand Promise
customer service
• Value chain and MOT journey for the
• Understand their organization’s Brand Promise organization
• Understand and deliver internal service within • Importance of internal service
the organization
• Build a passionate attitude towards service
• Enable memorable customer experience(s) by • Create effective relationships with customers
delivering on the value chain and Moments of
Truth (MOT)
• Conflict resolution
IV. Teamship
•
•
Power to Delight
Interpersonal Skills
Target Audience: Team Members and Team Leaders
It goes without saying that the success of any organization hinges on the
success of its various teams and their ability to co-operate with and
support each other. The success of any team, in turn, is built upon the
success of its individual members and their ability to co-operate with and
support each other. A successful team displays Teamship; that is when
every member of the team is capable (has adequate skills and
knowledge), is willing (cooperates and works to their optimum as
individuals and as a team member), and is allowed (takes
responsibility and initiative). The Teamship program helps teams to
successfully work together and achieve more.
Key Takeaways:
Contents:
As a result of attending this program, participants • Organizational competence, success areas
will be able to: • Teams in organizations and sports
• Understand the importance of collaborative • Flexibility
teamwork • A team of teams
• Establish what makes a Winning Team • ‘Teamship’ factors
• Learn skills such as conflict handling and • The ‘Can/Will’ model — the third dimension:
interpersonal skills Authorization
• Learn to analyze themselves on Teamship
factors
• Teamship Meter
Target Audience: Employees of all Departments, Especially Customer Service
Other Customer Service solutions:
I. Emotional Intelligence
Our Leadership practice offers consultative development solutions to organizations
that aspire to build their leadership and talent capability. Our solutions include an
integrated end-to-end development process which can be further customized to your
requirements. This has two aspects:
1) Customized Leadership Development Programs The training modules and
delivery methodologies include customized role plays, case studies, simulations, high
impact presentations, visualization and reflective techniques, group discussions,
facilitation, videos and best practice sharing.
2) The Leadership Development Process Focuses on measurements, alignment of
learning goals, formulation of robust action plans and reviews, learning circles, self
learning, coaching and mentoring and implementation of improvement projects.
Emotional Intelligence (EI), thanks to the research of Claus Møller, Howard Gardner,
Daniel Goleman, Peter Salovey, Reuven Bar-On and others, is today regarded a far
better predictor of success than the standard IQ. In order to survive and grow,
organizations have to retain and engage competent employees who bring their best
in whatever they do — in other words, employees who being their ‘ Hearts to Work ’ .
The EI programs help individuals and organizations to develop and apply Emotional Intelligence and build a
culture where managing and leveraging emotions is recognized as a critical prerequisite to achieving
bottom line results. The Personal EQ Meter (PEQM) assessment helps investigate and validate an individual’ s
EI and identify areas of positive change. These are discussed through one-to-one feedback sessions.
Several products are offered under this concept:
a. Heartwork
Leadership 3
Great leadership enables exceptional performance. A great leader lives the
brand, leads by example and motivates and galvanizes teams so that each
individual feels energized and committed to realize the organization’s vision.
Given today’s dynamic global trends, organizations need to constantly
realize the value of retaining talent — the single biggest contributor to their
intangible value.
developing
potential,
shaping
leaders
This is a two-day workshop which includes individual feedback sessions with participants based on their
Personal EQ profiles.
Key Takeaways:
Contents:
As a result of attending this workshop, participants will be able to: • Importance of EI
• Understand the impact of emotions on behaviors and the role of • Impact of EI on leadership role
leadership and culture of the organization
• Build emotional self-awareness and learn skills • Building self awareness
and techniques to manage and express • Managing emotions
emotions effectively • Awareness of self motivation
• Get a better insight into their own PEQM competencies and build • Social awareness
on them • Building positive relationships
• Learn to manage assumptions, express
destructive feelings appropriately, apply empathy to influence a
change in others and build better interpersonal relationships
• Case studies and best practices
Target Audience: Managers at all levels,Team Members
10 11

. EI Leadership
This two-day workshop focuses on effectively applying the concept of EI in a leadership role. It defines the role
of a leader through stakeholder expectations and helps leaders to apply EI in building a motivating
environment, inspiring teams towards shared goals and building trusting relationships. EI Leadership
uses a variety of assessments such as the REBT–based ABCD tool, Interpersonal Perception Inventory and
Trust Equation.
Key Takeaways:
Contents:
As a result of attending this workshop, participants • Define the role of a leader through stakeholder
will be able to: expectations
• Understand their role vis-a-vis the expectations of • Understand EI and its impact on leadership
stakeholders • Build self awareness and self management
• Learn skills to build a feedback culture • Build trust – the foundation of relationships
• Inspire and influence people • Recognize the effectiveness of successfully
• Manage their own and others’ emotions during leveraging EI in various leadership scenarios, e.g.
conflicts conflicts, motivation, inspiring others, etc.
II. Leadership Development Programs
These workshops offer to handhold participants and enhance
their leadership competencies in a step-by-step process. The
workshops offer an array of probable solutions across the
various company competencies and are constructed depending
on the participant’s need. The need for customization, pre-work
and engagement with participants prior to the program is very
high in this initiative. Concrete action plans flow from each
program which form the basis of developmental reviews. The
participants get an opportunity to use real life situations and in
the process create a comprehensive ‘Action Learning Plan’.
a. Stepping Into Leadership
Target Audience: Middle and Senior Level Managers
Created to facilitate the smooth transition from an individual contributor to a first-time leader, this workshop
helps the participant understand his/her new responsibility and set his/her goals accordingly. The workshop,
spanning six days, is broken up into two-day workshop with intervening gaps. Through the workshop, the
employee understands the set of competencies required in the new role and works towards setting goals,
prioritizing tasks and delegating effectively. It also allows the participant to deploy personal goals into team
goals and collectively achieve desired results by handling conflicts and giving recognition.
Key Takeaways:
As a result of attending this program, participants • Drive alignment and deployment of team goals
will be able to: with team members
• Understand the competency gaps for transition • Learn skills to manage and develop team
into the new role of a leader performance
• Build certain skills related to competency gaps
identified during customization
Contents:
Understand my Role/
Goals
Two Days
1. My role, how stakeholders
and their expectations may
have changed, buy-in into the
role
2. Understanding of
competencies required to
perform my new role
3. Competencies to do with self-
development as a leader:
• Goal Setting - break up of
own goals into team goals
and action plans
• Prioritization of tasks
• Delegating effectively
• Problem solving and
decision making
• Handling stress/Building
self esteem
Deploy my Goals into
Team goals
Two Days
1. Competencies that deal with
alignment and deployment of
team goals with team
members
• Connecting team
members to the big picture
• Inspring alignment to team
and organizational goals
• Building teams
Target Audience : First-time Supervisors/Middle Managers
Enabling/Managing
Team Performance
Two Days
1. Competencies required to
manage and develop team
performance
• Managing performance
- (Can/Will)
• Clear communication
• Feedback
• Coaching
• Building relationships
(Rapport/Pacing)
• Handling conflicts
b. Towards Exceptional Leadership (TEL)
This comprehensive eight-day workshop equips leaders to manage their role effectively. In total there are three
programs covering a span of eight days. The workshop helps to clarify and manage the expectations of different
stakeholders. It provides a structure to percolate the corporate vision while focusing on individual
responsibilities that are accomplished through innovative approaches. This workshop also allows managers to
be more effective in various leadership roles – as a trainer, as a coach and as a team leader. During the
eight days, the participants gain insights into their leadership styles and understand how to leverage them more
effectively. TEL uses several sophisticated and tested methods such as the PHONE process, the DISC profiler
and the BOCA process to facilitate and complete the development process.
Key Takeaways: • Know the basic principles of leadership and
As a result of attending this program, participants plan their application in practice
will be able to: • Know and apply important tools and skills for
• Introspect and clarify the expected role everyday management roles
of managers • Become more effective managers
Contents:
Leadership 1
Three Days
Challenge for managers and
leadership fundamentals
• Corporate vision and values
• Leadership role
• Overall responsibility and
leadership
• Change
• Leadership in turnaround
situations
• Innovative approaches to
change
• Personal goals and action
plans
Leadership 2
Two Days
Professional implementation of
leadership roles into everyday
business life
• The role of the manager
• Leadership styles
• The manager as a trainer
• The manager as a coach
• The manager as a team
leader
• Personal goals and action
plans
Target Audience: Middle Managers
Leadership 3
Three Days
Leadership Personality and
Managing Performance
• Leadership personality
• Trust management
• Leadership instruments
• Performance management
• Team benchmarks
• Personal goals and action
plans
12 13

c. Change Management
In every facet of life, change is inevitable. As an employer, you cannot stop this change but you can integrate the
human factor so that employees are 'inspired' rather than 'commanded' to support the change. To ensure a
smooth transition in the very first instance, TMI offers a two-day workshop in Change Management. The
workshop highlights the fact that change is crucial to ensure continuous growth and all round learning –
both personally and professionally. Employees will be taken through the process of change, from the initial
denial phase to a renewed level of commitment within the changed circumstances. Practical exercises, case
studies, games and various Change Management models are extensively used to help foster change and
incorporate it in the organization’ s culture.
Key Takeaways:
Contents:
As a result of attending this program, participants • The individual impact of change
will be able to: • Understand and experience change
• Appreciate their role in the change process • Manage others in change
• Understand how to manage, communicate and • Communicate the change
effectively implement change • Implement the change process in
• Understand their reactions to change in a
comprehensive manner
the organization
• Work out constructive behaviors which will
support them in a situation of change
• Get the knowledge and skills on how to
effectively support others in such times
Target Audience: Middle to Senior Managers
d. Coaching For Results
The role of a manager as a coach is especially important when organizations grow and require their people to
move up the development curve quickly and comprehensively. This two-day workshop focuses on imparting
learning skills and teaching participants to apply tools — such as VAK and GROW among others — to real
life situations.
Key Takeaways:
Contents:
As a result of attending this program, participants • Create an understanding of coaching and the values
will be able to: and competencies of a coach
• Learn the value of coaching in performance • Develop skills to engage with colleagues being
management coached by building rapport
• Practice skills and acquaint themselves with the • Develop skills of listening and use high impact
process and structure of coaching questions
• Work effectively in performance and • Apply the GROW process in performance
development-related situations reviews/development planning
• Enhance performance and the motivation of • Help participants understand how to create a
team members and develop them in line with coaching culture
their and the organization’ s goals • Formulate individual development plans based on
coaching principles
•
•
Other Leadership solutions:
Using Emotions Intelligently
Giving Recognition
Target Audience: Middle to Senior Managers
Organizational Development
and Culture Change 4
TMI believes that robust Organizational Development (OD) interventions are
those that go to the core of the business strategy and utilize ‘organizational
values’ as a way to help align all functions, teams and individuals across the
entire organization.
Implemented well, this helps build a differentiated proposition, an emotional
connection and produces tangible business results.
TMI does not believe in a ‘quick fix’ approach. Best practices from across the
world suggest that typically it may take 18-24 months for new organizational
practices and mindsets to become completely integrated and be fully
sustainable.
This depends upon where the organization starts from, since every company is
different. However, any intervention takes commitment, time and focus by the
entire organization.
TMI also believes that if change has to be sustainable, the intervention should
target all the areas that impact the culture of the organization. These areas are
covered in our 5 Box Model:
Beliefs
Aspirations
Codes
Direction
Purpose
TMI’s Change Process – The 5 Box Model
Values Signals
Skills Structure Systems
Behaviors
Communication
Attitude
Image
IT
Financial
Managerial
Organizational
Interpersonal
Responsibilities
Departments
Titles
Networks
In building a culture that is conducive to change, it is imperative to ensure that the
organization knows how to align and work with all five elements.
aligning
people
to organizational
values
Procedures
Mechanisms
Information flow
Policies
Software applications
We suggest that companies use this model because it covers both the hard areas (Structure, Systems) as
well as the soft areas (Values, Signals and Skills) of the organization which ensures that the change
process is balanced.
We initiate and execute Organizational Development and Culture Change interventions around the
following areas:
14 15

I. Branded Customer Service
Core Philosophy
Branded Customer Service (BCS) is an integrated organizational development approach designed to bring
brands to life, deliver exceptional customer service, and build long-term customer loyalty and
brand equity.
A brand is fundamentally a business strategy. People often think of brands as logos or advertising messages.
Executed well, they answer fundamental questions that every business must ask itself:
• What do we stand for?
• Why are we relevant to our customers, employees and shareholders?
• How do we differentiate ourselves in the market place?
• What is priority when it comes to framing our decisions, actions and behaviors?
Our Process
Brand Stretch
BCS offers an integrated and focused
strategy to transform the culture in line
with the brand and business strategy. It
works at a logical level by aligning
systems and processes, and at an
emotional level by shifting the hearts and
minds of all employees. By using
complementary dimensions of push and
pull to shift behaviors and attitudes, we
can reshape the culture in line with the
uniqueness and focus of the brand.
Push
The aim is to have practices and
standards aligned to the business goals and strategies. This is achieved by integrating and linking systems and
processes with the brand.
Pull
By connecting the hearts and minds of everyone to the aspiration of the brand, we pull them towards it and
inspire them to truly engage with customers in an on-brand way.
By finding the right degree of stretch or tension between push and pull, we are able to maximize the effectiveness
of the transformation process.
Building Momentum
A typical change management approach is to describe the ‘as is’, define the ‘to be’ and then plot a course which
takes the system towards the desired end point. Traditionally, that course has been plotted using a ‘problem
solving’ approach using a linear, mechanistic view of organizational practices. However, if problem solving is the
primary driver, the focus for the organization often becomes centered around what is ‘not’ working. BCS places
a greater emphasis on what is already working in the organizational system (the unique qualities and
strengths), and uses those as foundations to initiate the change process. The aim is to build momentum
as quickly as possible, but at the same time manage the pace in line with the organization’s ability to
absorb change.
Developing Capability
What are we
aiming for?
How will we
do it?
What’s
my role?
Are we
serious?
How are
we doing?
Business Connection Model
Logical
Connection
Emotional
Connection
Brand
Connection
Compliance Commitment Branded Service
Sustainable change is only achieved when both the outcomes and process are truly owned by the organization.
TMI’s objective is:
• To achieve high levels of commitment from management and staff, and at the same time to;
• Instil the capability on the inside in order to lead, manage and drive the process on an ongoing basis
16
Goals
Strategies
Tasks
Action
Measurement
Meaningful
purpose
Shared
values
Attitudes
Walk the talk
Encouragment
Brand
promise
Brand
values
On-brand
behavior
Brand
integrity
Brand
alignment
Throughout a BCS initiative our aim is to develop your internal capability by:
• Establishing internal communication, HR management and measurement infrastructure for effective brand
integration and management
• Developing skills and tools appropriate to all functional areas and levels of management
• Shifting mindsets, perspectives and behaviors in relation to the business strategy
Describe (not prescribe) Outcomes
Personal customer service (internal and external) is dynamic in nature. If customer experience is to be authentic
and engaging, it cannot be prescribed in detail. When too many rules and scripts restrict people, they become
focused on the process of the experience rather than the outcome, and it becomes mechanical and does not
come across as authentic.
BCS aims to both re-orient this by shifting mindsets and focusing on the outcome your company is aiming for
(what we want the customer to feel), rather than a step-by-step process to follow. Once this is embedded across
the organization we can start to look for ways to gradually loosen the parameters of control. Throughout, it is the
leaders who shape the relevant boundaries of empowerment so that their people can react and respond ‘in the
moment’, using their best judgment to create on-brand experiences.
Emergent Strategy
With complex issues such as service culture, it is almost impossible to predict the exact impact of
changes until they are introduced. Consequently, it is important that the solution is shaped and refined through
the process. In practice this means:
• Interventions, which the decision-making group adjudges will move the organization in the right direction, are
initiated. The impact of these interventions is then assessed and refinements are made
• While issues and challenges can be assessed at any point, we must take some action in order to learn
more about the problem
• An approach is required where decision-makers develop a common understanding and agree upon a
direction
Recovering ?
off-brand
service
Understanding
the organization’s
brand
Delivering the
organization’s
unique ?brand
of service
Managing
on-brand performance
Empowering
staff to deliver
the brand
Recruiting
for brand fit
Brand
engagement
Service
management
system
Learning
about brand
and service
Designing a ?
communication ?
plan
Internal brand
communications
Establishing
vision and
mission
Taking ?
action
Exploring
brand
possibilities
Brand DNA
framework
Creating write on
communications
On-brand
measurement
Developing
brand
champions
Defining
customer ?
experience
Researching
current
position
Exploring
key issues
Analyzing HR and
communication
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II. Building a Customer Centric Culture
Core Philosophy
We believe that in a customer centric organization, every employee knows and understands that they give
service to the customer. In such organizations, the ‘Line of Sight’ to the customer is very clear. Our philosophy in
creating a customer centric culture is visible in the following two statements:
• External service quality can not exceed internal quality of service
• Internal service depends on the culture that exists within the organization
We ensure that the process we follow for building a customer centric culture encompasses this philosophy.
Our Process
1. Diagnostics
The process starts by conducting diagnostics for the organization to identify the areas of strength and
development vis-à-vis Customer Centricity. A typical diagnostics study uses the following methodologies:
• Service Culture Survey • Interviews • Observations
• Focus Group Discussions • Mystery Shopping
The findings of diagnostics are presented to the organization’s top management.
Diagnostics
Led by
Project
Team
Implementation Process
Powered by
Change
Agents
Internal Communication
Implemented by
everyone through
PPF Workshop
Implementation of
Action Projects
2. Project Team 5.Internal Communication and Reward and
To take the intervention forward a Project Team is set Recognition Strategy
up. This team consists of empowered team members The entire process is supported by a robust internal
who are responsible for taking the initiative forward. communication strategy. This includes both a pre-
launch and post-launch internal communication plan.
3. Change Agents
The objective is to cover the breadth and depth of
It is a well known fact that in any kind of change communication through various vehicles. TMI uses a
process only 2% of people are actually very open to variety of vehicles to cover the entire gamut of
change. These people can be very well utilized as
ambassadors of Customer Centricity. The Change
communication activities in depth.
Agents help engage other people in the organization. We also help organizations design an appropriate
They also become facilitators of the change process.
4. Putting People First Workshops
reward and recognition strategy which is in alignment
with customer centricity.
The entire organization is then energized through 6. Improvement Projects
TMI’s Putting People First workshops. These two day TMI also recognizes the fact that apart from focusing
cross-department, cross-level workshops release on soft areas of customer centricity it is equally
tremendous energy into the organization. important to focus on hard aspects.
The Putting People First workshops are also followed To do this, throughout the process Improvement Areas
by coaching workshops for all managers within the are identified within the organization and improvement
organization so that they can drive improvement projects rolled out.
areas within their department.
III.International Complaints Culture Survey (ICCS)
No one can doubt the impact of customer loyalty on the profitability and growth of an organization. Similarly, how
well customer complaints are managed can make the difference between cementing loyalty or losing customers
forever. Despite this awareness, our experience shows that there is considerable dissatisfaction with the systems,
processes and attitudes of many organizations in their handling of these critical moments of truth with customers.
This is where TMI’s International Complaints Culture Survey comes in. By using this mechanism, you can
measure your organization’s level of preparedness and ability to handle complaints effectively, enable
service recovery and loyalty through your practiced values, signals, people and systems. You can access
internal comparisons based on regions and functions and assess your organization’s competitive position
internationally vis-à-vis complaint handling and service recovery.
The International Complaints Culture Survey has been used by TMI India as a diagnostics tool for service-
related initiatives from 2001-2006 and over 20,000 employees of participating organizations have
been covered.
Survey Deliverables:
Contents:
• A specific company report • Understand what customers need and how their actions
• Overall company analysis
impact perceptions
• Departmental analysis
• Take on additional responsibility; ‘own’ problems and gain
• Level analysis
a heightened sense of the organization’s mission and goals
• Regional analysis
• Identify and work on key improvement project areas within
• Consultative feedback
• A national report launch event
• An international report
the organization
•
•
Is conducted with employees. They rate
the organization’s performance across
10 key factors:
• Basic attitude towards complaints
• Encouragement and accessibility
• Processing complaints
• Training
• Empowerment
• Willingness to change
• Staff recognition
• Customer service policy and systems
• Customer information
• Internal customers
Other Organizational Development and Culture Change solutions:
Vision and Value Deployment
Employee Survey Customer Survey
Building an Employeeship Culture
INTERNATIONAL COMPLAINTS CULTURE SURVEY
Is conducted with customers.
It explores:
B2C
B2B
• The customers’ expectations from you
and actual experiences with your
organization
• How satisfied our customers are and
how closely are their views aligned
with the perception employees have of
the organization’s performance?
• Behavior, attitudes and expectations of
you from complaint areas
18 19

TACK has a unique expertise with a deep rooted specialization in Sales and Sales
Management development solutions. This is built from many years of practical
experience and is consistently refined with ongoing research.
We provide solutions to elevate the skills and competencies of your people and
your organization in these areas to advance your business to a higher level of
success.
A sale can be understood as developing business, nurturing relationships, building partnerships or increasing
your client base. For us at TACK, a sale is a business philosophy — which, implemented in the right format, can
be the propelling force behind any organization’s success.
At TACK, we firmly believe in this philosophy and all our solutions — well defined processes in themselves — aim
at delivering excellence in sales .
With well established offices in over 40 countries worldwide, our Sales Training and Process Solutions cater to
any organization that values its customers, nurtures relationships and lives the sales philosophy. Our
international platform helps us to target global as well as local companies and address their sales requirements.
It also allows us to work on building their capabilities and advancing their business through a repertoire of
training and consulting solutions.
TACK has developed unique models, approaches and tools that offer great benefits to
individuals and organizations, including:
•
•
•
PRO-PAYBACK®, our sales model
FIND, our powerful questioning model
OFFER ANALYSIS, our customer motivation model which incorporates:
•
•
TACK’s unique concept of ‘YOU’ APPEAL
TACK IQ, our new key account management tool
TACK offers specialized knowledge and expertise to deliver powerful solutions, consulting services, and
integrated support.
20
S
K
I
L
L
S
L
E
V
E
L
S
TACK Sales Skills Tower
The TACK Sales Skills Tower reflects our philosophy
of supporting individuals and organizations in the
development of their skills and competencies in the
key areas of Sales and Sales Management
Strategic Sales Management
Consolidation
Sales Management
Strategic Int’l Account Management
Strategic Channel Management
Strategic Account Management
Advanced Professional Skills
Career Enhancing Skills
Consolidation
Comprehensive Sales Skills
Sales Awareness
1
Profitable Sales Management
Field Sales Management 2
Field Sales Management 1
Global Account Management
Managing Channel Partners
Key Account Development
Relationship Management?
Profitable Negotiating
Successful Networking
Winning Sales Presentations
Making Your Time Count
Developing Your Interpersonal Skills
Sales Training Course 2
Selling to Industry and Commerce
Professional Telephone Selling
Sales Training Course 1
Sales for Non-Sales people
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T
A
C
K
P
R
O
G
R
A
M
S

Sales Training Course 1
Practical and participative, this three-day workshop enables your sales team to learn the latest ways to apply
professional, solution-based selling techniques. Through a carefully constructed program of group projects,
individual exercises, videos, discussions and input sessions, your sales people will acquire the knowledge and
skills which will give them the confidence and drive that is mandatory for success. Focusing specifically on faceto-face
contact, the training revolves around self-appraisal and role-playing feedback. This course will impart
skills such as motivation and persuasion and help participants get better at closing profitable business deals.
TMI has specifically designed tools such as PAYBACK and Sales Maze for this program.
Key Takeaways:
As a result of attending this program,
participants will be able to learn:
• The latest ways to apply professional,
solution-based selling techniques
• How to be more professional in their
personal selling situations
• To work on the PAYBACK model to
create a coherent sales structure
Contents:
• Opening of the call
• Detailed investigation
• Persuasion phase
• How to create rapport
• Objection handling
• Closing/Gaining commitment
• Offer analysis
Target Audience:
Organization’s Sales Team
Sales Training Course 2
Planning/Prioritization
Research
Objectives
Purpose - Reason for call
Attention - Focus buyer’s attention
You Investigate - In-depth questioning
Benefits and ‘YOU’ Appeal - Personalize the offer
Answer objections - Defend the value
Commit - Closing techniques
Keep developing - Grow the account
A totally participative workshop, the Sales Training Course 2 is designed to practise, extend and develop
selling skills and techniques. Focusing specifically on face-to-face contact, the training revolves around selfappraisal,
role-playing and feedback. The course numbers are limited so that everyone receives individual
training and coaching. The focus is on your company, your product/service and how best your sales team can
sell it. Over the two-day workshop, participants undergo the ‘Sales Maze’ exercise and prepare a personal
action plan to meet their particular development priorities.
Key Takeaways: Contents:
As a result of attending this program, participants • Setting objectives
will be able to: • Investigation/questioning
• Reinforce and fine-tune the key skills they learn • Objection handling
on STC 1 • Closing/Gaining commitment
• Get individual problems and concerns addressed • Offer analysis
in these practical workshops
• Receive individual training and coaching based
on their personal selling situation
P
R
O
P
A
Y
B
A
C
K
Target Audience: Organization’s Sales Team
Plan your time and territory
Prioritize your account
Research customer background,
their industry and competition
Identify in advance, clear
objectives for the call
Key Account Development
Maintaining good relationships with key
accounts or Key Account Development
is essential for any organization. Through
this two-day TACK workshop,
participants will be introduced to a
process that has been specifically
Key
designed to help plan and execute a
Account
sales strategy to suit prospective
Manager
accounts, including complex longterm
ones. It helps build the planning
techniques that are required to help increase
profitable sales and uses tools such as The TACK
Intelligent Account Management System, TACK IQ ®,
etc. What makes this course highly effective is that each
Environment
Focus Team
participant gets to focus on one ‘live’ account. By working
session-by-session on a high value, active account during the course,
he/she leaves with a blueprint for immediate results.
R&D
Focus Team
Joint
Management
/Board
Meetings
Distribution
Focus Team
Operations
Focus Team
Market
Research
Focus Team
Finance
Focus Team
Main
Contact
Key Takeaways: Contents:
As a result of attending this program, participants will • Definition of Key Accounts and
be able to: Key Account Management
• Gain that all-important competitive edge and learn • Identify key accounts
to analyze organizational structures and allow • Four foundation blocks: Research, Analysis,
for ‘politics’ Strategy and Tactics
• Learn to handle competition • Investigation for Key Accounts and TACK IQ
• Learn important skills such as how to motivate and
negotiate with influencers and decision-makers
demonstration
Field Sales Management
Selling Company Buying Company
Target Audience: Key Account Managers
A Field Sales Manager succeeds through team effort. Whether he/she is newly appointed or a stalwart, this
practical two-day workshop offers a wealth of ideas for achieving sales targets. It uses tried-and-tested
tools such as the Sales Maze, films and structured role-plays so participants can relate and identify with
the training.
Key Takeaways: Contents:
As a result of attending this program, participants • Skills and qualities required of the job
will be able to: • Leadership and motivation
• Lead and motivate their team to achieve • How to train the sales team for greater productivity
outstanding results • How to organize and conduct field visits, trainings
• Learn how to make the team look forward to and sales meetings
field visits • How to prepare and deliver an effective
• Train and develop them during customer visits presentation
• Finance for sales managers
• Key Performance Indicators — an objective
measurement of performance
Target Audience: Sales Manager
22 23

Profitable Negotiations
Negotiation is a unique activity — part science, part art, part technique. It requires a new set of skills in
addition to your existing selling (or buying) skills. This active and participative workshop will show you how
to co-operate rather than compete and how to achieve a good result for both parties.
Key Takeaways: Contents:
As a result of attending this program, participants will • Defining negotiation
be able to: • Finance in negotiation and negotiating styles
• Plan their strategy • The buyer’s perspective
• Learn how to execute strategy effectively • Sources of power
• Learn how to conclude a deal without giving away • Strategies and tactics
their profit • Action plans
Sales Academy
The key aim of an Academy is to maximise the impact of all development activities and to align them to
business goals by using a high profile and branded vehicle, the Academy, throughout the organization.
A well planned and executed academy can:
• Establish a platform for excellence by identifying and promoting ‘best demonstrated practice’
• Contribute to consistency of approach across the entire organization and help highlight success
• Enhance the profile of sales people and sales managers who achieve levels of excellence through their teams
Types of Sales Academy
In our experience the Academy can be used in two
key areas:
1. Branding
TACK Certified Sales Team
The Academy can be used as a brand or logo to
lend impact to the training and development
initiative. It can be used in a simple or in a more
complex way. For example, some organizations
Professional
Sales
Management
Development
Profitable Sales Management (PSM)
Key Account Development (KAD)
create various levels of awards within the Academy
and link these to certain performance criteria,
Field Sales Management (FSM)
activities and targets and may include foundation,
intermediate or advanced levels. The Academy can
be branded ‘in association with TACK’.
2. Certification
Professional
Sales
Development
Sales Training Course 2 (STC 2)
Negotiation Professional
Skills Telephone Selling
This requires a totally different level of commitment
from the participating company. All training is
certified in line with organizational standards. The
Winning Sales
Presentations
Creating
Relevant MIS
work involved at this level often requires formal
training courses and demonstration of application
and written work. In our experience it requires strong
commitment throughout the organization.
Sales Training Course 1 (STC 1)
TACK can work alongside the organization in taking it through the certification process.
The Sales Academy comprises three levels:
Target Audience: Sales Team
Foundation Intermediate Advanced
• Selling skills
• Activities
• Relationships
• Performance
• Knowledge
• Relationship management
• Account growth
• All-round performance
• Market analysis
• Business awareness
The Sales Academy is YOUR Showcase of Excellence.
24
• Account maximization
• Relationship management
• Market evaluation
• Business management
Relationship
Management
PC Skills
Some of our valued clients
TM
• Airtel • EXL Service • Keane Inc. • Tata Telecom
• American Express • Fidelity • Max Healthcare • Tata Teleservices
• Amway • FLSmidth • Max New York Life • TCS
• Aricent • Fortis Healthcare • Microsoft • Telecom
• Avon • GE Healthcare • Novell • Thomas Cook
• Birla Sunlife Insurance • Gillete • Novo Nordisk • TNT Courier
• Blue Dart Express • Glaxo SmithKline Beecham • Oberoi Hotels • Transworks
• Boston Scientific Ltd. • Global Logic • Oracle • Vertex
• BPL Mobile • Godrej • Pepsi • Wipro
• British High Commission • HDFC Securities • Pfizer • Yum! Restaurants Intl.
• Cargill India • Hewitt • Punjab National Bank
• Ceat India • Hexacom • Rallis India
• CISCO • HSBC • Royal Bank of Scotland
• Crimson Logic • Hutch • Sanofi-Aventis
• DFID • ICI • Sapient Corporation
• DHL Express • Imaje India • Schindler
• DuPont • India International Center • SGS India
• Ebony Private Ltd • Infosys • Shaw Wallace
• Ericsson • Intellinet • SRL Ranbaxy
• Hewlett – Packard • ITC Hotels • Syntel
• ESPN • J. Walter Thomson • TATA AIG
• Accenture • Daksh eService Pvt. Ltd. • L'Oreal
• American Express • Dell • Maruti Udyog Ltd.
• Aptech ltd. • DHL Express • Mercedes
• Bank of Tokyo • Ernst & Young • Merryl Lynch
• Bayer • Gillette • Microsoft
• Bharat Shell • Glaxo SmithKline Beecham • Motorola
• Bombay Dyeing • HP • Nestle
• BP • Hughes Communication India Limited • Novo Nordisk
• BPL Mobile • Hutch • PriceWaterhouse Coopers Ltd.
• BT • IBM • Shaw Wallace
• Cargill India • Infosys • Tata AIG
• Castrol • InterGlobe • Tata Telecom
• Citibank • Johnson & Johnson • Tata Teleservices
• Coca–Cola • Kodak • TNT Courier
• Dabur India Ltd. • Levi Strauss