$25 PROMO CODE – REGISTER NOW – 3/4 Day Professional iMA Workshop [CONNECTING TO SELL] – 14 Oct 2015 – NEWMARKET-AUCKLAND-NZ. Limited Spaces



14th OCTOBER 2015





Reguster Now - Connecting to Sell Workshop / Seminar - Sales Professional Workshop - Auckland NZ

Normally $275+GST


(9.30 am to 4.00 pm)



We are offering a special $25 discount for our upcoming ‘Connecting to Sell’ iMA Workshop being delivered on the 14th October 2015 if you register before 5th October 2015.

Normal Price $275+GST




You may have completed our iMA Questionnaire and discovered your preferred comfort zone when it comes to connecting and communicating with others.  You could be a High Red, High Yellow, High Green or a High Blue and you will have realised that about 75+% of the world is naturally on a different wavelength to you.  Our upcoming workshop ‘Connecting to Sell‘ is perfect for you!


  • An absolute essential for building instant rapport with those who differ from you
  • A crucial set of tools for mastering challenging business relationships

This workshop will show you how to identify your Customers’ buying style and then how to modify and adapt your selling style to match using iMA Strategies.

Our ‘Connecting to Sell’ training workshop focuses on your ability to connect and communicate with others on a daily basis to:

  • Sell your Personal and Company Brand
  • Sell your concepts to Staff, Colleagues, Managers and Directors
  • Pitch for new business, build and grow customer loyalty
  • Gain new customers and Up-sell
  • Maintain and grow our personal and business relationships

Today’s customers buy differently, so today’s business developers and sales professionals must sell differently. Success in sales today is about matching your selling style to your customer’s buying style.


Cost Includes:

  • Workshop attendance
  • Free car parking
  • Morning & afternoon tea
  • Yummy buffet lunch
  • Bottomless all day tea-bar
  • Water & juice
  • Comprehensive workbook & resources
  • Certificate of Attendance



Orb Room (Upstairs at) – Zarbo Delicatessen & Cafe
24 Morrow Street Newmarket- Auckland


Arrival 9.00am  – Workshop starts at 9.30am






This is an interactive group / seminar style event that is energetic, exciting and highly participative.  It creates an impact and motivates participants to learn and embrace change.

Register NOW
with the Promo Code
ONLY $250.00+GST


SAVE $25

Experiencing problems registering? Drop us a line via email: HERE

We will invoice you directly and you have seven (7) days to pay.  We will provide additional information following payment.

7 Qualities Needed To Succeed In A Team Environment

4 Oct 2013 – Kristy M Lopez – Featured –


Many companies encourage and expect employees to work in a team environment, whether they are working on a special project or in a department with other people. Work just gets done faster and more efficiently when individuals work in a team. Even colleges promote teamwork. The University of Phoenix, my university of choice for my degrees, promotes teamwork in every single class to get students used to working with others on a project and having the same stake in the project, no matter how good or bad some of the team members are.


Working in teams can be quite difficult for someone who hasn’t figured out how to do this yet. For some, it comes naturally. For others, it just doesn’t. No matter what type of team you are in or if you even like those you are put into a team with, it is always in your best interest to work well with everyone and put your best foot forward.


Here are a few qualities you’ll need to help you succeed in a team environment:

Be Respectful – Always, always, always be respectful of others on your team. Their ideas and suggestions are just as important as yours. Offering consideration to others’ will create a positive dynamic in the team and will allow the team to accomplish much more than it otherwise would. After all, we are at work – be and act professional. Set aside any differences and work on the project or situation at hand.


Actively Listen – Don’t just listen, actively listen… there’s a difference. You might ‘hear’ what someone is saying, but you may not hear their idea or intent. Actively listening means that you are absorbing and understanding what others are saying. Then, you’ll consider their ideas and weigh them with others’ ideas and suggestions to draw a conclusion. Listen and process what someone is saying before making a decision.


Be Flexible – Teams constantly change. Their dynamics change; their goals and directions change; and they change to suite the needs of the business. Someone who is flexible is able to change right along with the team without getting frustrated or stressed about the changes. Change is good and can sometimes produce great results.


Cooperate – Cooperating means that you are working with your teammates, not against them, and you offer your assistance to your teammates when needed. Maybe your idea wasn’t chosen. That’s okay… being a good teammate means that you will cooperate no matter what differences of opinion may happen.


Actively Participate – Be prepared at the team meetings and participate by giving your ideas and suggestions, be engaged in the meetings and the work, and take the initiative to take on tasks that you know you can complete.


Be Reliable – Ensure you make it to scheduled meetings and you complete your assigned tasks on time. Meeting your commitments, following-through on what you say you’ll do, and being consistent in your quality of work will let your teammates know that you are reliable.

Share Ideas – As with actively participating, sharing your ideas is necessary to move the team and project forward. Some ideas may be better than others, or maybe you see something that is flawed with the project plan that should be brought up. This can help reduce unnecessary work.

Exactly How to Delegate

30 Apr 2013 – Stefani Yorges –

PoD_Delegating_Teamwork (Custom)

Did you know that there are 5 different levels of delegation? If you don’t clarify which level you intended when handing off an assignment or project, miscommunication and disaster can result.

Mary, for example, gave her direct report an important project in order to relieve some of her own burden at work. She is frustrated when that direct report keeps checking in (almost hourly) with status updates and questions for approval. She grumbles, “I might as well have done it myself!”

Paul is also frustrated, but for a different reason. He handed off a critical assignment to a promising direct report that he hoped would be a great learning and development opportunity. A week later, he is surprised that he has not gotten any status report. He fears the employee is dropping the ball and not taking the assignment seriously.

The ability to delegate is critical for leadership success. Bearing the burden all by yourself is unsustainable, so you need to assemble a team of qualified individuals to assist you. Then give these future leaders authority and responsibility. But how much do you want them deciding on their own? How often do you want them to check in? To avoid potential disaster, set clear expectations about the level of authority you are handing them.

Five levels of delegation:

Level 1: Do exactly what I ask. I have already decided what I want the final outcome to look like. I already researched all the options and know what I want. Just follow my instructions.

Level 2: Gather information. I want you to research the topic and bring back a summary report. We will discuss the information together. Then I will make a decision and tell you what I want you to do next.

Level 3: Make a recommendation. I would like you to research the topic and outline several options. Be prepared to give me the pros and cons of each option. Make a recommendation by telling me what you think we should do. If I agree with your recommendation, I will authorize you to move forward.

Level 4: Make a decision. I trust you to do the research and make the best decision you can. Just keep me in the loop and tell me what you are doing. I don’t want to be surprised at the end.

Level 5: Implement. Make whatever decision you think is best and move forward on your own. I trust you completely to implement your best decision. There is no need to check in with me. You have my full support.

The problem with Mary is that she thought she was delegating at Level 5 while her direct report was operating at Level 1. Paul’s direct report was assuming his assignment was given at Level 5 while Paul wanted to be kept informed at Level 3. You can avoid these kinds of problems by simply clarifying expectations at the front end.

Difficult Conversations: Developing Your Team to Grow Your Business

4 Apr 2013 – Jim Schroeder –


Not long after entering management in the industry for which you have trained, you realize one skill you did not acquire in your education is the ability to have difficult conversations, or what I sometimes call courageous conversations.

For the scope of this article I am referring to the leadership that you wear or leave in the closet in your day-to-day functioning. These conversations often involve issues or behaviors related to staff, clients, associates, or partners. I find that the majority of managers avoid these difficult moments by focusing on what they were trained for and enjoy. We wishfully hope, “perhaps they will go away if I ignore it long enough.” Unfortunately, left unaddressed, they often only get worse and impact both the morale and performance of the company. Rather than leaving the office with a sense of satisfaction each night, you go home ruminating and often grinding your teeth over an unaddressed issue. At this point, if you can not relate to what I am writing, consider yourself fortunate, and you can put this article in recycling. For those of you that exclaim, “That’s me!” read on.

Following are some tips for getting unstuck and avoiding the serious consequences of avoiding the difficult conversation. First of all, can you identify the issue and person or persons that are involved, or have you avoided it so long you now call it normal?

I will list a few examples that I have encountered both in my own career and now as a consultant/coach in offices and corporations.

1. The employee or office manager that uses intimidation or bullying their co-workers to gain the desired outcome.

2. The low performing employee that is ignored and brings the performance standards to a level that makes co-workers or yourself want to scream!

3. The associate whose relationship skills are demeaning to staff or driving patients out the back door.

4. The client that has started out with the business but has now developed demanding or abusive expectations, and everyone dreads the moment he or she enters the door. Equally frustrating is the employee who develops similar expectations of his or her co-workers.

5. The new employee who is never accepted or allowed to develop and become part of the team, also known as the “clique syndrome.”

6. The executive whose tool box for coping is anger, frustration, manipulation, or better yet, passing it on to the office manager and other employees.

As leaders of the business, a different skill set is required to address the issues above. We are accustomed to completing skilled procedures and functions, being experts in our fields. With leadership and the development of people it’s an ongoing process that requires our continuing influence. We all recognize clients and they return to our company not only because of our great margins and great job done, but also because of the experience they encounter with our team. Following are the steps to short-circuit the toxic situation.

1. Man up! Acknowledge and commit to addressing the issue. Have a conversation with a trusted colleague or your spouse. Hopefully if you have raised this issue 10 or 15 times, they will ask, “When are you going to take action?”

2. In a calm, reflective moment, write out the specific issue, how long it has persisted, the consequences of this performance or behavior, and the people involved.

3. List the different choices you have and the anticipated consequences of each choice: dismissal; train and develop; coach; perhaps you need legal advice or coaching before beginning the process.

4. Commit to a date on which you will address the issue, and do not let yourself rationalize to do it later.

5. Identify what will look different in the employee behavior or performance to demonstrate that they have clarity and understanding of your expectations. Be specific and try to eliminate ambiguity.

6. Offer coaching, counseling, or skill training depending on the situation. Sometimes the person may need development, and your investment in them will turn them around into an outstanding employee. We are all a work in progress!

Take the time to develop a process that brings you to a place that puts light on the situation in an objective manner. Practice and refine a process that brings about action and results in growth. Recognize your own strengths and weaknesses in your leadership style. Commit to growth in this area, not unlike a continuing education course in your specializing field. Allow your brain to think objectively, and analyze the various components, much like we approach a complex project or contract. View moving forward and look at your steps as win-win. We are not doing anyone any favors by ignoring these issues… everyone suffers. Understanding and developing our leadership skills is one of the most underdeveloped skills in our tool box. It impacts every facet of our office from profitability to the enjoyment of our profession.

I am including a reading list to enhance your lifelong learning. Please feel free to contact me with questions or comments.

– The Truth About Leadership, By James M. Kouzes and Barry Z. Posner

– Developing the Leader Within You, By John C. Maxwell

– Good to Great: Why Some Companies Make the Leap… and Others Don’t, By Jim Collins

– Lead Change, By John P. Kotter

– The Motivating Team Leader, By Lewis E. Losoncy

– Jack: Strait from the Gut, By Jack Welch and John A. Byrne

– On Becoming a Leader, By Warren G. Bennis


Needing to improve your Team Engagement?

Getting the best from teams and effective team working is key to your success as a Leader and business. The challenge is to adapt your thinking, communication and style to leverage the potential of teams.  At PlusOne Dynamics we invite you to complete our free iMA Questionnaire,it will only take 2 minutes and will reveal your preferred communication style as a successful Leader / Manager plus how you can communicate effectively with your team while enhancing the connectivity, productivity and engagement of your staff. An iMA Audit or Workshop at your next Team Building event or session will greatly enhance the connectivity and performance of your team and have them motivated to engage in your business direction.

iMA is an exciting universal language, designed to maximise connectivity: mutual liking, trust, understanding and respect. Everyone speaks one of four iMA dialects, putting them on the same wavelength as 25% of the world’s population.  iMA is a simple way of observing and understanding the differences in people, then connecting with them on their wavelength. When this happens communication, trust, understanding, co-operation and sales increase, and stress and tension decrease.
I stands for Identify your iMA colour style and that of the person you want to connect with.
M stands for Modify your message by encoding it in a way that is most likely to be understood.
A is Adapt the way you treat one person vs. another.

Review our iMA Services here, and consider a PlusOne Dynamics iMA Workshop for your next team building event.

To become an even better Leader we invite you to download our PlusOne Dynamics free e-book – “12 Cs of Building a Team that Works“, you will gain valuable insight into to how you can grow and build your team using effective communication and contexts. This FREE e-Book provides a simple “answer these questions” guide surrounding your team, communication and connectivity.

Download Here – No Signup required!

Team Building Ideas – Leadership Nuggets

02 Apr 20134 – Shaun Notcutt –

PoD_Team_Leader_Large (Custom)

Lead out of purpose:
Why do you get out of bed in the morning?  We sometimes think that to lead out of purpose we have to have a plan, but many times purpose doesn’t have a plan.  Purpose looks like I do what I feel I was born to do.


Lead with vision:

Sometimes we think of vision as something that is very personal  Most people don’t have a vision for their lives until they start to have a vision of the people around them.  When we can find a vision for the people around us, that is when we begin to get a vision for ourselves.

If you are having trouble with your vision, look at the people around you and what they have a vision for.  Most of the time this also works by serving somebody else’s vision. When you can serve another man’s vision, you gain the ability to expand your own vision.


Leading with humility:

Can you maintain a life of humility and service no matter what position or title you hold?  Can you grow and still live in a place of humility?  Sometimes I think we look at leadership all wrong, the person at the top is not meant to control everyone below them, but rather to serve those below them.  Your role as the leader is to serve those below you.  Our job to grow in leadership is to grow downwards.  Our responsibility in leadership is to grow further down than you do up.


Lead relationally:

Many people want to lead outside of relationship. This is because we think that we look like a better leader to people who don’t know us. But effective team building mostly comes from leading relationally, especially the people who do know us.

You need to ask yourself; can I lead the people who are with me on a daily basis?

Ask yourself, am I the leader I really think I am?

Ask your wife, your husband, your friends, your kids the same question.

Do your friends look like leaders? Or are you only associating with people that aren’t as strong as you to make yourself feel more powerful?

Are my friends growing as leaders and am I growing with them?


Be a leader that leads leaders:

I have mentioned this previously, but it is easy to lead people we feel more powerful than.  One of the tests of leadership is this: Do you surround yourself with people who are stronger than you? Can you lead those who are stronger than you?


Lead without fear:

Fear will kill leadership growth, and all types of growth at that.  You have to be able to lead without fear.  This is different than being able to lead without being afraid.