PowerBooster Series Sysco ™ Sales Leader PowerBooster Series Fatal Flaws Sales Managers can Make Part 1 Confusing Communications and Ignoring Change

2 Five Fatal FlawsFive Fatal Flaws 1.Unclear or inconsistent communications 2.Failing to acknowledge or manage change 3.Not assessing Readiness level of team members 4.Failure to set clear goals and expectations 5.Poor time management

agendathePoint  Quality communications and effectively managing change will directly impact a team’s ability to perform.thePlatform  Deliver a message so they get it the first time.  Effective communication is the responsibility of both the sender and the receiver.  Leverage change for growth and success.thePlan  How to put the concepts learned into real action. 3

4 Communication MethodsCommunication Methods Communication MethodRetention Verbal____% Written____% Physical____%

5 Communication MethodsCommunication Methods Communication MethodRetention Verbal10 % Written20 % Physical30 %

6 Quick Tips to Deliver a Better Message 1.Know your objective. 2.Be clear, specific and concise. 3.State your point in 25 words or less. 4.Check for understanding. 5.Watch your body language.

The “GF2Go” Company 7

8 A Message to Deliver

 Listening is the process of receiving a message from a speaker, internalizing that message to make sense of it, and then responding to it in ways that show understanding of what the speaker means.  Hearing is simply the physical effort of taking in the speaker’s message, but does not necessarily mean that the message was received, processed, or responded to 9 Listening versus Hearing

10 Types of Listening BehaviorsTypes of Listening Behaviors 1.Paraphrasing 2.Reflecting 3.Clarifying 4.Summarizing

 Eliminate distractions (i.e., cell phone, computer, Droid, Blackberry, iPhone)  Get rid of excess paperwork at your desk.  Know your blind spots – assumptions and prejudices.  Paraphrase, reflect, clarify, and summarize. 11 Quick Tips to be a Better ListenerQuick Tips to be a Better Listener

Review  Deliver a message so they get it the first time.  Effective communication is the responsibility of both the sender and the receiver. 12

thePlan 13  Capture one key thought or new concept that you will take back to the job and implement.  Review your action plan with the person sitting next to you.

thePlatform 14  Leverage change for growth and success.

Fatal Flaw 2 15  Failing to acknowledge or manage change

Are you good at Change? 16 Assessment

17 Resisting Change Emotion “I’m afraid of the unknown. I don’t know what to expect.”Perception “I don’t see major changes happening. Therefore nothing is really occurring.” Attitude “I’ve been here before. Most changes are not for the better.” Reluctance “I’m going to wait to see what happens.”

18 Communicating a Change MessageCommunicating a Change Message 1. State the change 1. State the change Be clear, concise, truthful. 2. Payoffs 2. Payoffs Why the change? 3. Support 3. Support How are we going to get there? 4. Optimism 4. Optimism Be positive about the future.

19 Communicating a Change Message Example 1. State the change1. State the change “We are going to implement an automated sales reporting system.” 2. Payoffs2. Payoffs “This system will allow you to better track your ongoing account activity.” 3. Support3. Support “There will be a training class and during the next 45 days we will begin phasing in the use of the reports beginning with the major accounts.” 4. Optimism4. Optimism “Other companies who are using this system have reduced their paperwork time by 60%. This is going to make everybody more productive.”

20 Communicating a Change Message Application 1. State the change1. State the change 2. Payoffs2. Payoffs 3. Support3. Support 4. Optimism4. Optimism

 Walk the talk  Celebrate incremental successes  Document the positive impact 21 Managing Change with Minimal DisruptionManaging Change with Minimal Disruption

 Distinct behavioral changes  Quiet team member becomes outspoken  Talkative team member becomes withdrawn  Clusters of team members form more frequently (aka the “water cooler syndrome)  Early arrivers begin to come in late, later arrivers begin to come in early 22 Danger Signs to WatchDanger Signs to Watch

23 Fatal Flaw 3  Not assessing Readiness level of your team members.

24 Situational Leadership (R) Readiness Levels R – 1 LOW SKILL LOW WILL R – 2 LOW SKILL HIGH WILL R – 3 HIGH SKILL LOW WILL R – 4 HIGH SKILL HIGH WILL

25 Situational Leadership (S) Leadership Styles R – 1 LOW SKILL LOW WILL S - 1 DirectingS - 1 Directing High Direction Low Encouragement MA needs EXACT directions. Demonstrate what you want them to do. R – 2 LOW SKILL HIGH WILL S - 2 SupportingS - 2 Supporting High Direction High Encouragement MA needs specific directions, but is willing to go solo. Strongly encourage the efforts. R – 3 HIGH SKILL LOW WILL S - 3 CoachingS - 3 Coaching Low Direction High Encouragement MA has the skill now and mostly needs encouragement to build confidence. R – 4 HIGH SKILL HIGH WILL S - 4 DelegatingS - 4 Delegating Low Direction Low Encouragement MA has the skill and the will to perform the task. Periodically inspect their progress to reinforce their behavior.

26 Review Five Fatal FlawsFive Fatal Flaws 1.Unclear or inconsistent communications 2.Failing to acknowledge or manage change 3.Not assessing Readiness level of team members 4.Failure to set clear goals and expectations 5.Poor time management

27 thePlan  Capture one key thought or new concept that you will take back to the job and implement.  Review your action plan with the person sitting next to you.

28 “When you are through changing, you are through.” - Bruce Barton