Training the Incrementum Way
Nobody fails for lack of knowledge. They fail because they are not doing what they already know, every day.
Your sales team knows they should follow up. Your front desk knows they should answer inside three rings. Everybody in your business knows what good looks like, and on a wet Tuesday in February most of them are not doing it. Another course full of knowledge will not fix that. Incrementum training is built on principles, not scripts, one day a fortnight with a page of workbook a day in between, and measured against your own numbers. Two programmes, one method.
Two programmes
Selling the Incrementum Way
For the people who sell
Fifty selling principles in five phases, over six training days. Attitude, then prospecting, then the conversation, then decisions, then everything after the handshake. Built on the forecourt, proven on the high street, written for the boardroom. Every delegate gets the book and the workbook.
50 principles
6 training days
15 delegates at most
15 weeks start to finish
Serving the Incrementum Way
For the people who look after customers
Forty customer experience principles in five phases, over five training days. Through the customer's eyes, then setting expectations, then the frontline moments, then what to do when it goes wrong, then making it last. Showroom, high street, office and public counter. Every delegate gets the book and the workbook.
40 principles
5 training days
15 delegates at most
13 weeks start to finish
Before anyone is trained
Every programme opens with Discovery: two desk days on your sector, your competitors and your reviews, a mystery shop of every way a customer reaches you, and three days on site. It starts with the Owner Conversation, because a team sells and serves the way the owner runs the place. Day one opens with a written diagnostic of your business, and every roleplay is built from your own live deals or your own reviews, not a textbook.
Between sessions is where it sticks
One principle a day in the workbook, planned in the morning and written up before going home. Ten minutes at the morning huddle, run by your manager, standing, no phones. A manager who walks the floor and asks to see it rather than hear about it. And a short call between me and your manager before every training day, so nothing drifts for a fortnight unnoticed.
Measured, not hoped for
We take your numbers before day one, so nobody argues later about where we started. We take them again when the programme finishes, so you can see what moved. Then we come back twice, two weeks after the last day and two weeks after that, half a day each on the floor with your manager, to catch anything that has slipped before it becomes a habit again. And at the end of the following quarter, once everything has settled, we take the numbers a third time. That is the measurement that proves the change stuck rather than faded.
How it grows
Every client starts with the team programme. When your managers have seen it work, a leadership programme follows, and clients who want to run it themselves can have their own people certified to deliver it. One decision now, and it is the first one.
Read the method before you buy it
Six books carry the whole method and all of them are free. Two for the people who sell, two for the people who look after customers, two for the people who run the place.
Get the free books.