Start / Stop / Continue The Rainmaker Academy will equip you with a number of tools. To organize the tools in a constructive manner, use the Start/Stop/Continue matrix at the front of your workbook

Presents

Team Selling

Objectives  Describe the need to develop sales teams  Identify the dynamics of high performing sales teams  Improve current sales team productivity  Increase personal communication effectiveness

Reasons for Team Conflict Small Group Activity 10 Minutes

Four Stages of Team Development Performing FormingStorming Norming

Team Diagnostic Innovate With Team Profile

Example A I like to examine the details I’m good at recognizing alternatives. I tend to focus on many things at once. I like to see the consequences before I act.

Example B Innovate with C.A.R.E. Profile TALLY BOX SymbolTotal COLUMN SHOULD TOTAL 120

Conceptual Approach Skewed Toward Left Likes to come up with new ideas Is good at exploring alternatives and discussing concepts Is good at visualizing the master plan Prefers to focus on the future, develop theories, principles and ideas Is good at recognizing alternatives

Spontaneous Approach Skewed Toward Top Wants freedom from constraint Tends to move from one subject to another Focuses on many things at once Likes to have respect and influence Lets their feelings guide their decision making

Normative Approach Skewed Toward Right Prefers to put ideas into a familiar context Relies on past experiences to guide them Likes to see consequences before acting Prefers to let others take the lead Tries to fit in with others

Methodical Approach Skewed Toward Bottom Prefers order and rationality Tends to follow a step-by-step process Examines the details and thinks things through before acting Focuses on what they can prove to be true Likes to see things fit together

The Creator The Advancer The Refiner The Executor The Flexer

Distribution of Patterns Creators 26% Advancers 5% Advancer Axis 1% Refiners10% Refiner Axis 1% Executor17% Flexer 4% Creator/Advancer 7% Advancer/Executor 8% Refiner/Executor 8% Creator/Refiner13%

Your Pattern is…..?  Patterns of Your Team  Your Best Role on a Team  Three Things You Do Best in Selling

Roles in Selling  Proposals  Networking  Public Speaking  Target Selling  Client Selling

 What Three Things do You Enjoy?  What Do You Hate?  What Skill does Your Team Need to be More Effective?

Patterns #1 #2 #3 #4 #5

Team Snapshot Gene Josh Missing

Team Snapshot Kim Linda Missing

Team Snapshot Jana Gary Missing

Team Snapshot Sharon Avoid

Team Snapshot Barbara Todd Brigitte Avoid This Situation?

What Goes Up Campaign

The P.E.P. Cycle

P.E.P. Cycle for Each Team Pattern CreatorP - ________________________________________ E - ________________________________________ P - ________________________________________ AdvancerP - ________________________________________ E - ________________________________________ P - ________________________________________ RefinerP - ________________________________________ E - ________________________________________ P - ________________________________________ ExecutorP - ________________________________________ E - ________________________________________ P - ________________________________________ FlexerP - ________________________________________ E - ________________________________________ P - ________________________________________

P.E.P. Cycle Creator PShort Lived Stage EGets an Idea PWhat if they don’t like it?

P.E.P. Cycle Advancer PNo Ideas EI hear An Idea I Like PPeople Poke Holes and Raise Objections to Ideas

P.E.P. Cycle Refiner PNo Ideas EClarifies Objections Pokes Holes Makes Idea Better PWhat if they can’t handle?

P.E.P. Cycle Executor POh, You’re going to change? EI have the information I need to implement the plan. PAfraid it won’t work

P.E.P. Cycle Flexer PWe Have Nothing EPlays Role of Dealmaker PWhat if they don’t buy it?

Team Innovation Z Process

Z Process Case  Who Represented What Patterns?  Conflict Points You See?  If Conflict Points Not Resolved, What Will Happen?  Steps to Take Now?

Z Process - Part 2  How did it get off track?  What were key hand off points?  Steps to work effectively?

2 Minute Drill Top 5 Team Builder Practices

2 Minute Drill Top 5 Team Wreckers

Team Exercise Positive Attributes Effect Negative Attributes Effect

Consensus Consensus is Not: Unanimous Vote Majority Vote 100% Agreement

Consensus Consensus Is:All Support 100% Agree 75% Anyone Can Block, but must have Alternative Habitual Blockers (without Alternatives) will be confronted

Dealing with Differences  Tendencies That Bother You  Your Tendencies That Bother Others  What Can you do to reduce tensions?

World Record 400 Meter Dash Seconds World Record 400 Meter Relay 37.4 Seconds

Understand, Respect, Appreciate, and Value Contributions of Each Member On The Work Team.

Five Reasons for Balancing Sales Team Without Creators: No New Concepts Without Advancers: Implementation Stalls Without Refiners: New Directions Not Thought Through; Details Overlooked Without Executors: No Implementation Without Flexers: Stress

Together We Are Better!

Price Leverage ProfessionalClient Time Line Leverage Delivery Date

Clients Must Overcome Three Pricing Emotions PRICE RESISTANCE PRICE ANXIETY PAYMENT RESISTANCE

Team Readings Situation #1 Situation #2 Situation #3 Situation #4

Team Meetings PurposeAdvance Sales Effort Help Each Other Confront and Resolve Obstacles

Self Assessment 5 Minutes

Team Innovation Highlights Team Profile identifies most natural approach and most comfortable role we perform in sales process Use the Team Profile to understand how to interact successfully with team members with different patterns. Being aware of the P.E.P. cycle (Panic, Elation, Panic) helps to understand the sales process better.

Team Highlights The Z process identifies how strengths of each member on an innovation team can be used effectively. We need to understand, respect, appreciate, and value the contributions of all team members.

Thank You!