1. Sales Managed Environment®
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2. Building a Sales Managed Environment®
Standards & Accountability
Motivation that Works
Coach for Success
Hire Better Bankers
Upgrade Your Team
Coach the Effective Selling System
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3. Good, Bad & Ugly
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4. SESSION OBJECTIVES Identify severity of problem
Improve performance management skill
Execute performance management conversations
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5. Pareto Principle 80% of Problems 20% of People 80% of Market
20% of Companies
80% of Results
20% of Effort
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6. WHO are These People & Why are They HERE?
Make the client right the names of those that are underperforming – missing the mark – below 90% of quota
80% of people = 20% of results
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7. The Middle 60% Lacks effort, getting results
Identify problem (slump, focus on goals)
Develop discipline for effort
Effort there, lacks results
Identify problem (poor data, poor execution)
Coach for skill, execution of system and process
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8. Execute This is different This requires courage
This is not about being nice or being mean
Assume that you have people in the wrong boxes
Execute
This is different
This requires courage
You cannot have a need for approval
This is not about being nice or being mean
Assume that you have people in the wrong boxes
Assume that I’m right
Execute this
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9. Is Your Bottom Getting Better?
Overachievers (+105%)
Achievers (95 to 100%)
Underachievers (90 to 95%)
Decoys (below 90%)
Current Average for Group
Revenue CM
Baseline Q1 Q2 Q3 Q4
Variance %
You have to start tracking performance outcomes and compare them to previous performance.
CM = Contribution Margin
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10. Before You Begin The Will to Sell Sales DNA Need for Approval You
Your People
The Will to Sell
Need for Approval
Beliefs
Buy Cycle
Sales DNA
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11. (Data or performance issue) (Why are they still here?)
Walter?
Have Results
Lack Results
Effort
Lack of Effort
(Stay out of way)
(Heading for slump)
Effort
Lack of Effort
(Data or performance issue)
(Why are they still here?)
Where’s
As you gather information you can now determine where your people are relative to Effort & Results
We call this ‘where’s walter. Keep in mind this very important thought. This is not about punitive action for those that are not performing the effort or the results. This is a discussion to identify where you producer needs coaching so that they can succeed.
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12. Stay Out of the Way
“Bob, thank you for the results you are generating. You must be thrilled as this will help you achieve your personal goals and objectives. Just as important though, I also want to thank you for your consistent effort. You may not realize this, but others on the team look to you and follow your lead. The way that you execute on sales skills “week in and week out” sets a great example for the rest of the team. Thank you. Now, Bob, what else can I do for you?”
People in this category still need coaching – ALL the time – they need to feel the love or they will end up in another box. The keys here are to thank the producer for their effort and results. It would sound something like:
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13. Heading for Slump Have Results
“Bob, I want to thank you for the results you are generating. You must be thrilled as this will help you achieve the personal goals and objectives you have for your family. I am worried about one thing though, can we talk about that? Bob, how long is our sales cycle? (120 days). Okay, so based on that and looking at our success formula, then the results you are getting today are a result of what? (The activity I did a while back) That’s what I was thinking and that is why I am concerned. Based on the activity here (show them the data), you are headed for a slump. Is that where you want to be?”
Have Results
This might be the toughest producer on your team because they ARE producing results. As much as you would like to avoid this discussion or believe it isn’t necessary I promise you it is needed. If it doesn’t take place you will eventually find this person in box #3. The discussion sounds something like
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14. Data or Performance Issue
“Bob, obviously based on the numbers you see here, you are not on schedule to achieve the extraordinary year to which you had committed to manage yourself . But, this is where I’m confused. The data I have- that tells me about your effort- indicates that you should be at or above your goals, but that isn’t the case. My experience tells me that it can only be because of one of two things: either the data you are entering is not accurate or you are failing to execute properly. Which one is it?”
This might be the easiest to deal with because the results aren’t there and you KNOW it can only be for one of two reasons. The producer is lying about the activity they are recording or they are failing to execute on the sales system or their sales skills are poor. This is what you need to find out Once you find out if it is either wrong data or poor execution you need to establish a coaching routine and a discipline approach to improve effort AND execution
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15. Lack of Effort Lack Results
“Bob, I have to tell you that I cannot figure this out. Your effort and results are a total surprise to me. If _ months ago, someone said to me that you would be failing, I would have said ‘no way.’ (Show Bob the job posting you used for the position he is in and his resume then show him his current sales activity and results.) Bob, I take a look at this (job info) and I think – ‘This is what I hired.’ I look at this (the results) and I’m thinking ‘This is what I got.’ Bob, did I make a mistake?”
Lack Results
If you are gathering data on a regular frequency and your are gaining insight on a weekly basis then this discussion should not be taking place. This box is here so that I can point out to you the importance of the coaching required in the other three boxes. There is only one discussion that takes place here but it is important for you to realize that this discussion ONLY takes place after several other discussions have failed to move this producer from box 3 to 2 or from box 2 to 1. In other words your managing, coaching and motivating has failed. At this time you need to ask yourself this question: did I make Bob this way or did I hire bob this way. But let’ assume for a second that you do need to have a discussion. It needs to sound like this
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16. Veteran Bubble Discussion
Here is your work history
Here are the expected outcomes
What happened?
This is what is happening today
This is what the job requires – activities, outcomes, behaviors, skills
This is what we thought we hired – resume, interview, evaluation results
This is what we are getting – did we make a hiring mistake?
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17. Failing New Hire Discussion
This is what we are getting
This is what how we defined success
Did we make a hiring Mistake?
This is who we hired
This is what the job requires – activities, outcomes, behaviors, skills
This is what we thought we hired – resume, interview, evaluation results
This is what we are getting – did we make a hiring mistake?
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18. Sales Manager’s Practice
Activity and Skill Focus
Objective and Outcomes
My Action Items
Don’t be a hostage exercise:
Break into groups of 3 and assign roles of manager, current ‘on bubble’ RM or prospective RM, and observer. Use Implementation Schedule on next page as guide to capture activities. Manager should role play performance management discussions using slides 13 – 15 as guide.
Hiring: Based on what you have identified in your own team, what do you have to look for in the future that is different than what you have looked for in talent in the past?
Use real cases wherever possible.
Demonstrate ability to hold effective discussion with both current RMs as well as new candidates to more effectively hire and coach essential expectations and sales behaviors
Group breaks into small groups of 3-5. Participants are to take notes in each session of coaching, drill for skill and role play for their personal action items. At the conclusion of this Coach’s Forum, you will go around the room and ask for their action items identified.
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19. Implementation Schedule
Who
What
When
Name (Sales Professional)
Skills Coaching, Behavior Inspection
Monthly Sales Observation
Pre and Post Call Sessions
Every other Friday
2nd Friday of month
Weekly with appropriate opportunity
How will you implement a more effective performance management system?
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20. MAP: My Action Plans Action Items Next Step By When? 1. 2. 3.
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