Mann University at Interbike

Introduction: We believe that the bicycle store manager is the single most important position in your business for driving profit and meeting store goals. Mann University was born several years ago from the repeated requests of specialty retail owners and managers seeking a manager–specific program that would give them a professional development edge. It has grown into a 3 day course scheduled 3-4 times per year in our hometown of Asheville, North Carolina.

“The Leader finds the dream and then the people.
The people find the Leader and then the dream.” 
– John Maxwell

The Five Tier Leadership Hierarchy – By James Collins (Good to Great)

Level 1 – Highly Capable Individual 
At this level, you make high quality contributions with your work. You possess useful levels of knowledge and you have the talent and skills needed to do a good job.

Level 2 – Contributing Team Member
At Level 2, you use your knowledge and skills to help your team succeed. You work effectively, productively and successfully with other people in your group.

Level 3 –  Competent Manager
Here, you’re able to organize a group effectively to achieve specific goals and objectives.

Level 4 – Effective Leader
Level 4 is the category that most top leaders fall into. Here, you’re able to galvanize a department or organization to meet performance objectives and achieve a vision.

Level 5 – Executive
At Level 5, you have all of the abilities needed for the other four levels, plus you have the unique blend of humility and will that’s required for true greatness.

How to Become a Level 5 Leader
It takes time and effort to become a Level 5 Leader. But the good news is that it can be done, especially if you have the passion to try.

Again, it’s important to realize that you don’t have to progress through each level in turn in order to get to Level 5. But you do need the capabilities found in each level in order to achieve Level 5 status.

Here are some key points that will help you grow emotionally and professionally, so that you can develop the qualities of a Level 5 Leader:

~ Develop humility
~ Ask for help
~ Take responsibility
~ Develop discipline
~ Find the right people
~ Lead with passion

There are six core competencies all great leaders share:

   -Natural curiosity
   -Sensitive to colors and display
   -Loves variety
   -Responds quickly to obstacles and change
   -Sees challenges as opportunities
   -Flexible and patient in difficult situations
   -Outside the box thinking

   -Resilient and cool under pressure 
   -Manages stress well
   -Accepts that failure is ok
   -“Long Run” perspective on decisions
Winning attitude
  -Takes accountability for results
  -Projects energy and enthusiasm every day, no matter what
  -Strives to make a positive impact every day
  -Takes initiative to recognize
  -Givers, not takers
  -Monitors developmental progress and follows through on commitments and objectives

   -Organized and loves structure
   -Great planner and time manager
Customer focus
   -Places the customer above all else
   -Develops repeat business
   -Drives business through selling and service
   -Consideration for others
   -Moves toward people
   -Good listener
   -Sees strengths first in people
  -Self-confident and self-motivated
  -Requires minimal supervision
  -Suggests improvements and recommends solutions
  -Promotes collaboration
  -Helps others do their best
  -Develops working relationships
  -Earns the respect and confidence of others

INTEGRITOR (Integrity)
   -Assertive and bold
   -High Self Esteem
   -Proud of who they are and who they work for
   -High personal standards
   -Knowledgeable about the brand
   -Authentic in personal style

   -Calculated risk-taker
   -Loves to accomplish tasks
   -Loves to learn
   -Asks lots of questions
  -Effectively manages time/people/resources to achieve goals
  -Uses a proactive approach to problem solving
  -Is proactive to build bench strength
  -Builds and maintains a team that effectively leverages the skills of its individuals

*From “The Achievers” Dr. Gerald Bell

An understanding of self and the behaviors and motivations of others is critical to good, effective leadership.

This helps managers identify their approach and preference when it comes to :

~ The team member’s communication style
~ How that team member makes decisions and processes information
~ How that team member might approach tasks
~ How that team member views the world

Like a box of colored drawing pencils, your team members have different personalities. Just one style of communicating to them will, in the long run, be ineffective and make your leadership role a challenge. When you are able to harness the knowledge of each team member’s behavior and motivation traits, you will have a distinct advantage as a leader and be able to create a true team dynamic.

Let’s look at the “behavior” wheel:

We have divided the wheel into halves. The left side of the wheel are those people who are analytical and numbers-oriented when they talk. The right side is creative people when they talk. This begins to create confusion when a left-brained person begins to talk to a right-brained person using numbers, facts and figures. And so the challenge begins when it comes to communication.

Now, we will take it a step further and divide the wheel into quarters and add the quadrants’ descriptors:

So now, lets drill down a bit more and define each ring name with a descriptor within each quadrant :

It’s important to state that there are no wrong quadrants. Knowing where they fall will help your team members (or your managers, if you’re an owner) communicate more effectively.

At this point in the presentation, and if you were a Mann U student at Interbike, you have already taken the BAM Analysis and knew where you fell in the Behavior wheel. You were asked to join other students in the same quadrant. We conducted an exercise by asking each group how they liked to be communicated to and how they did not like to be communicated to. The results were interesting, fun and consistent with our past research.

D: When communicating with a person who is ambitious, forceful, decisive, strong-willed, independent and goal oriented:
     Be clear, stick to business, be prepared with support materials
     Don’t talk about things that are not relevant
     Don’t leave loopholes or cloudy issues
     Don’t be disorganized

I: When communicating with a person who is magnetic, enthusiastic, friendly,                  demonstrative and political:
   Provide a warm and friendly environment, ask feeling questions to draw their opinions
   Don’t deal with a lot of details
   Don’t be curt, cold or tight-lipped
   Don’t control the conversation
   Don’t drive on facts, figures, alternatives or abstractions

S: When communicating with a person who is patient, predictable, reliable, steady, relaxed and modest:
     Begin with a personal comment – break the ice. Present your case softly and in a nonthreatening way. Ask “how” questions to draw their opinions.
     Don’t rush headlong into business
     Don’t be domineering or demanding
     Don’t force them to respond quickly to your objectives 

C: When communicating with a person who is dependent, neat, conservative,                    perfectionist, careful and compliant:
     Prepare your case in advance, stick to business. Be accurate and realistic
     Don’t be giddy, casual, informal, or loud
     Don’t push too hard or be unrealistic with deadlines
     Don’t be disorganized or messy

The second half of the BAM Analysis is “Motivation.” It is one thing to understand how your team member likes to give and receive information, but it is another to understand what motivates that team member every day when they wake up. All motivators have a unique impact on both a person’s career and their personal life. A motivator is a way of looking at life, a mindset and an influence on every decision we make. Motivators determine what we perceive positively and negatively in life.  We see the world through the window of our motivators.

Your managers’ strongest motivator will influence your decisions and will have a MAJOR effect on the decisions they make. 

It is important for us to first understand each motivator individually.  

GOAL:  Discovery of truth and knowledge
DRIVING FORCE:  To utilize cognitive ability to understand, discover and systemize the truth.

If theoretical is the first or second motivator, this person has a passion for knowledge and the discovery of truth. Their natural curiosity about the world is limitless. They find themselves asking questions about a variety of topics, even if the questions may be completely off topic from the situation at hand. They are always interested to learn more about topics with which they are not familiar.

GOAL: Utility and what is useful
DRIVING FORCE: Every investment made needs to have a greater return in time, talent and/or resources

If Utilitarian is the first or second motivator, their actions will be driven my investment and return of your time, talent or resources. There is almost always a little voice in the back of their mind asking, is this the smartest way to utilize my time, talent or resources?

GOAL: Appreciation of the subjective experience and self-actualization
DRIVING FORCE: To enjoy and experience the beauty around oneself and allow it to mold oneself into all one can be.

If Aesthetic is the first or second motivator, this person’s actions will be driven by a passion for form, harmony and beauty within and without, extending to their clothes, possessions, surroundings and experiences.  Concerns about the environment will be very important to this person.

GOAL: To eliminate hate and conflict in the world and improve the well-being of others.
DRIVING FORCE: To invest one’s talent, time and resources in helping others to achieve their potential.

If Social is the first or second motivator, this person has a passion to better humanity, to invest their time, talents and resources into helping the world become a better place. They will find a tremendous fulfillment and value for life as they pursue social activities and careers. They may not understand others who are not as giving.

GOAL: To assert self and be victorious
DRIVING FORCE: To advance to the highest position in life and gain the greatest power; lead and direct others.

If Individualistic is the first or second motivator to this person, life is a chess game. Advancing their career and moving themselves into leadership positions will but them on a positive course.  They will have a passion to control their personal life and direct the lives of others.

GOAL: To search for and find the highest value in life or the greatest system for living.
DRIVING FORCE: To pursue the highest meaning in life

If Traditional is the first or second motivator, they believe they have found a system for living or even a rulebook that will lead them and others to the highest meaning in life. They will tend to reject beliefs that do not fit their systems.

What does this mean?  Studies suggest that over 50% of the workforce may be in jobs that are not suited to who they are and what they value. A study from California suggests the number is as high as 90%. If your manager’s career is an extension of who they are, then they will love to go to work on Monday morning because their environment will be providing the value they need in order to achieve their maximum potential.


ORBT is our proprietary teaching method that has been developed and tested over 12 years. We believe ORBT is the single most effective way to change adult behavior.  

Mann University at Interbike was the first time that ORBT was unveiled as a defined and branded process. 

In essence, regardless of the scenario, ORBT is a 6 step process which, when done consistently, will change your team member’s behavior.


Next dates for Mann University in Asheville NC:

December 9th – 11th 
January 12th – 14th 
February 16th – 18th

For more information please click here or call Leslie at 800-936-3049 ext 701

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