Selling Performance Improvement to the C-Suite Richard F. Gerson, Ph.D., CPT, CMC Gerson Goodson, Inc.

(C) 2007: Richard F. Gersonwww.richgerson.com 5 Things Executives Think About Revenue, Earnings and Profits Growth (both organic and M&A) Asset Management (getting the most from what they already have) Performance (people, processes and stocks, if they are public) Competitive and Strategic Advantage (differentiating factors and positioning)

(C) 2007: Richard F. Gersonwww.richgerson.com 5 More Things Executives Think About Marketing, Market Share and Market Rank Quality (consistency, credibility and performance) Customer Service, Satisfaction, Retention and Loyalty Risk Management and Regulatory Compliance (rules, laws and regulations) Corporate Image and Reputation

(C) 2007: Richard F. Gersonwww.richgerson.com Selling Performance Imrpovement to CEOs Provide better information than they already have Improve their business processes Emphasize results and keep models and technologies in the background Build a strategic relationship so you are perceived as the single source provider

(C) 2007: Richard F. Gersonwww.richgerson.com Selling Performance Improvement to CEOs Show how performance improvement will increase performance, productivity and profitability Provide a measurable return on investment Create psychological barriers for performers to switch back to inefficient performance techniques

(C) 2007: Richard F. Gersonwww.richgerson.com Selling Performance Improvement to CFOs Provide sound business reasons for engaging in training, PI and organizational learning Calculate the return on investment Provide timelines for each stage of the implementation Provide cost and ROI data for each stage of the implementation

(C) 2007: Richard F. Gersonwww.richgerson.com Selling Performance Improvement to CFOs Prove that your services are less expensive than doing it in-house Develop metrics for all deliverables Manage performance expectations regarding deliverables, expenses and ROI

(C) 2007: Richard F. Gersonwww.richgerson.com Selling Performance Improvement to CLOs & CHROs Provide reasons that will link the PI, training and learning to business objectives Calculate the return on investment and include time away from work Provide timelines for each incremental boost in performance Link the specific PI intervention to an overall organizational performance strategy

(C) 2007: Richard F. Gersonwww.richgerson.com Selling Performance Improvement to CLOs & CHROs Prove that your services are less expensive than doing it in-house (TCO) Develop metrics for all deliverables and agree to provide case studies for them Manage performance expectations regarding deliverables and guarantee results

(C) 2007: Richard F. Gersonwww.richgerson.com Presenting to Executives List who you met with in the company Describe what you learned from whom within the company Confirm with those present what their desired results are (confirm the gaps) Describe how your solution helps them achieve their goals and objectives Describe additional benefits to them

(C) 2007: Richard F. Gersonwww.richgerson.com Presenting to Executives Explain their return on investment (if you have the numbers) Describe a reference case study (a similar client who you helped) Discuss why you are the ideal partner or provider to help them achieve their results Describe the results they will achieve when they implement your solution Confirm the call to action (next steps, such as another meeting or contract signing)

(C) 2007: Richard F. Gersonwww.richgerson.com Believing You Can Sell Training to the C-Suite Talk yourself into it before you contact C-level executives Believe and know that what you are selling and providing has a financial, behavioral and emotional benefit for them Look back at your past positive results and remind yourself how good you are, how well you deliver and how the results of your programs make people and organizations better