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►Corporate
and Personal Training
►Coaching |
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Cheryl Crumb
is an ISO 9000 accredited trainer, coach, transition
consultant and facilitator who designs training programs to fit
specific corporate needs. Her specialties include customer focus,
strategic account management, leadership, conflict resolution,
change management and presentation skills.
Cheryl's clients come from a wide
variety of industries and organizations including high tech,
electronics, hospital and health care, cable TV, charities, cosmetic
and publishing companies. A citizen of Canada and the United States,
Cheryl has designed and presented international training programs
for clients in Canada, US, Mexico, UK, Italy, Spain, Czech Republic,
Romania, Japan, China, Thailand, Singapore and Malaysia. |
| She was the recipient
of the 2005 High Performance Organization Partner of the Year Award
from Celestica, a world leader in the delivery of innovative
electronics manufacturing services. Cheryl is a regular columnist
for CEBiz, a consumer electronics publication.
Cheryl's
Philosophy:
The most powerful 'stop sign' is the one we place in front of
ourselves. Challenging our assumptions about ourselves and others is
a first step toward breaking through that barrier. Taking
responsibility and holding oneself accountable are fundamental life
skills. We create our future by recognizing and embracing
possibilities. Leadership is about hope and courage. |
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Cheryl Crumb &
Associates
148 Fincham Avenue,
Markham, ON L3P 4A9
Telephone: 905.201.1909 |
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www.CCrumb.com |
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Download Articles in PDF
file format by Cheryl Crumb
Communication –
Tell ‘em often and tell ‘em straight
A skill for the
future is courage - Designing your career
Leadership … A
Cultural Shift
Proactivity...Customers
are Demanding it
Sales Success:
Lessons from “The Wizard of Oz”
How to Make Winning Recommendations
Reactively Wait … or … Proactively Seek New Customers |
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Click here
to Submit a Contact Request for Cheryl Crumb |
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- The possibility that people are alive
and energized by the power within them.
- People making a difference in the
lives of others
- Courage in action
- Turning moods of resentment and
resignation into ambition
- Choosing empowerment vs. obedience
- The most powerful "stop sign" is the
one we place in front of ourselves. We need to see it for the imaginary
obstacle it is and plow through it. Challenging our assumptions about
ourselves and others is one of the first steps toward breakthroughs.
- Everything important gets done through
other people. Nothing is accomplished alone. We need to learn to enroll
and engage others to create a stronger future.
- Learning occurs in action and through
mistakes and lessons learned. Knowledge for the sake of knowledge is of
short duration if it’s not converted into action.
- The fundamental life skill is taking
responsibility and holding oneself accountable
- Leadership is about hope and courage
- We cause our future by our openness or
closedness to possibilities
- Looking at the world through the eyes
of scarcity prevents us from seeing the true abundance present
- Technology is not the only path toward
progress; we need to leverage a high level of self-esteem with the
ability to create powerful conversations
- It’s not about who’s right or
wrong…it’s about making the Customer more successful with us than
without us. Righteousness is what gets in our way. We must be willing to
let it go.
- There is no such thing as an
“unreasonable” request. From the Customer’s viewpoint, their requests
aren’t unreasonable. They’re a response to issues faced. We need to find
out what is missing for the Customer and create solution alternatives to
help the Customer better position themselves.
- The degree to which the Customer
trusts us is reflected in their micromanagement of us. All situations
need to be managed. If the Customer isn’t seeing us as open, honest,
reliable or action-focused, then they’ll manage us because their
perception is that our self-management is missing.
- Customers perceive indifference (the
biggest sin!) or ownership (the biggest win!) through our words, voice,
and body language. If we’re thinking thoughts like “the Customer is a
pain-in-the-butt”, that will be negatively reflected in our behavior. If
we’re thinking thoughts like “what can I do to help the Customer out of
this trouble?” that will be positively reflected in our behavior.
Customer perceptions are the metamessage of that behavior.
- For us to be seen as value-creating by
Customers, we have to master two areas: (1) understanding of the
Customer, what’s important to them, what’s driving them, and show
ownership, action and accountability; and (2) process capability so that
we can master the dimension of time. Employees can definitely impact the
former through behavioral change, and they can contribute to process
improvement ideas by suggesting ways to take time out of processes.
- Regardless of our “job” (which is an
internal concept), the Customer expects that each of us will act as a
proactive long-term ally, provide recommendations and suggestions, and
manage our commitments.
- Excuses are not acceptable. It’s
irrelevant if they are true.
- We’re not necessarily doing the
Customer a favor if we give them what they ask for. Most people don’t
know what they want…they only know they’re in a “mess”. Each employee’s
role is to sift through that “mess” and create options that might be
more powerful than mere obedience to the initial request.
- Obedience isn’t all it’s cracked up to
be. It’s fear-driven and leads to “me-too, same-old” solutions.
Proactivity, which is what customers are demanding, only occurs when
people feel comfortable to challenge requests and immerse themselves in
their customer’s problems.
- The behaviors associated with Customer
focus require practice, time management, courage and self-esteem. The
manager plays a significant role in coaching new behaviors.
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TESTIMONIAL:
Linda Barker,
Director, Celestica |
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"Cheryl provides an excellent service to Celestica which goes beyond
her course offerings. Her warm personality, wealth of experience and
wisdom have established her credibility with the managers and
employees she works with. She receives raves review in all the courses
in my area and often goes beyond the call of duty to counsel and
support our staff. Cheryl is truly a business partner and a member of
the extended team. "
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TESTIMONIAL:
George
Goto,
Tyco Electronics Canada |
"Cheryl is one of the most effective trainers I have come across.
Unlike traditional trainers, she listens to participants intensely
rather than telling them what to do. She makes them think rather than
just having them memorize the course material. She will not let you be
comfortable doing the same old thing in the same old way. She
challenges you to start thinking differently. She does all this with a
smile, in a friendly atmosphere. It helps participants open up and
creates an environment conducive to changes.
If you are interested in a comfortable training, where you attend the
classes, say "that was pretty good" and go back to the old way of
doing things, her training may not be for you. However, if you are
willing to accept that you are not as good as you think you are, and
are willing to take steps to find out what's missing and do something
about it, then I strongly recommend Cheryl's training. It will be
challenging, but if you put enough effort, it will be rewarding." |
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TESTIMONIAL:
Dianne
Ramster,
CEO, Hunt
Personnel |
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"The concepts that Cheryl speaks so fluently about, work! My company
has been built on these principles and everyone lives them. Proof of
success is this: I am a "liberated" owner. I now work part time, much
of this in Florida in the winter. I am not at risk with any one single
manager, the company operates truly as a customer focused team. My
role is cheerleader, coach, encourager from the bottom of the inverted
organization triangle. It is not often however, that I become aware of
someone like Cheryl, who can communicate with business owners in a way
that demonstrates an understanding of these concepts while also
understanding owner outcomes, big picture." |
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TESTIMONIAL:
Marion
Reid,
Chief Nursing and Professional Practice Officer, York Central Hospital |
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"Cheryl is a very warm and interactive leader/facilitator who is able
to initiate meaningful dialogue that is theory driven and provider
focused. "The Other Side of Care" empowers staff to be proactive and
take control over their relationships and interactions in order to
achieve improved outcomes. " |
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Submit a request for contact to Cheryl Crumb |
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