1. PowerBooster Series Sysco ™ Sales Leader PowerBooster Series Techniques of World Class Managers Part 1 Hiring and Leading a Powerhouse Team

2. Marketing Associate vs. DSM 2 Sometimes the transition from top-producing Marketing Associate to top- performing DSM can be difficult. The successes enjoyed as an individual contributor may not easily come when faced with the challenge of achieving results though others.

3. agendathePoint The skills that make great MA’s are not the same skills that make great sales leaders. Selling skills and sales management skills are two different things.thePlatform Hiring the best people is critical to a DSM’s success. In order to be effective with each unique MA, DSM’s must use the right leadership style, in the right situation, at the right time.thePlan How to put the concepts learned into real action. 3

4. thePlatform Don’t review and use an accurate success profile (competencies) Don’t know where to look. In a hurry to hire a “get by” for a quick fix. Not a good assessor of talent. Not reading between the lines of a resume. Poor interviewing skills. 4 Hiring the best people is critical to a DSM’s success. Why don’t we hire all “10’s”?

5. Accurate Success Profiles  Without an accurate success profile of the skills to look for, managers can easily fall into the “personality trap” of seeking someone like themselves or who reminds them of a team member they favor. 5

6. SUPER STAR Profile  Sells solutions, not products  Asks, as opposed to tells  Focuses on the customer, not on their quota  Looks at the world from the buyer’s perspective  Doesn't sell, but rather helps the buyer buy  Is “buyer savvy”  Has product application knowledge as opposed to product knowledge  Weaves multiple contacts throughout an organization  Understands business functions’ interdependency  Helps buyers to come to their own conclusions to buy  Sells capabilities not features 6

7. What is the Success Profile for a Successful Marketing Associate?  Although the world of Sysco is changing, there are some core skills and behaviors that define success in the job of a Marketing Associate. Some of these are: Gaining Commitment Decision Making Adaptability Building Partnerships Customer Focus 7

8. Competency and Behavior: Gaining Commitment Using appropriate interpersonal styles and techniques to gain acceptance of ideas or plans; modifying one's own behavior to accommodate tasks, situations, and individuals involved.  Opens discussions effectively -- Describes expectations, goals, requests, or future states in a way that provides clarity and excites interest.  Clarifies the current situation -- Seeks, gives, and summarizes information; ensures that the situation / issue at hand is understood.  Develops others' and own ideas -- Presents own ideas; seeks and develops suggestions of others; makes procedural suggestions.  Facilitates agreement -- Uses appropriate influence strategies (such as demonstrating benefits or giving rewards) to gain genuine agreement; persists by using different approaches as needed to gain commitment.  Closes discussions with clear summaries -- Summarizes outcomes of discussions and establishes next steps if needed.  Uses Key Principles -- Establishes good interpersonal relationships by helping people feel valued, appreciated, and included in discussions (enhances self-esteem, empathizes, involves, discloses, supports.) 8

9. Know Where to Look  Clients  Newspaper ads  Trade journals  Recruiters  Industry shows  Employee referral program  Personal networking  Internet  Competitors  Industry groups/events  Networking groups  Chamber directories/events  Others? 9

10. Resume Screening and Red Flags Too many jobs Long history without promotion No measurable demonstration of results Lack of breadth/depth of experience Overqualified Poorly repaired resume 10

11. Resume screening and Red Flags RESUME Chris Hodges 1869 Atlantic Drive, Moorehead City, NC 27598 919-555-1234 Objective Seeking a sales opportunity is a fast paced industry what I can utilize my talents and abilities. Experience Fabulous Foods Inc., Raleigh, NC (2009-present Sales Representative – Responsible for calling on key clients in the catering and event planning industry. Territory consisted of over 120 accounts across 7 states. Grew sales by 30% and increased client base 50%. YUM YUM Inc., Nashville, TN (2008-2009) District Sales Manager – Supervised 6 account representatives for 200+ accounts. Landed “hard to get” accounts by building customer relationships, serving as their “go to guy”, and suggesting new items to build client revenues. XYZ Restaurant Supply, Moorehead City, NC (2007) Supplies and Equipment Supervisor Negotiatied with distributors to place over $300K in obsolete inventory with the acquisition of Jersey Foods. Directed kitchen equipment sales and installations in excess of $1M for national clients. Restaurant Designer (2005-2006) Responsible for layout, design, and project management for new restaurant build outs. Managing Partner (2004-2005) Hometown Deli, Garner, NC Education BA – Business, North Carolina State University, Raleigh, NC 11

12. Interviewing Blind Spots  First impressions only  Telling too much (You should be talking only 20% of the time)  Ranking only by others’ feedback  “They’re like me”  Hiring on one characteristic  Stereotyping  Certain background necessary for success Effective use of Targeted Selection® interview guides can help in avoiding these blind spots 12

13. Review  Use an accurate success profile (competencies.)  Understand each critical competency and the skills that describe it.  Know where to look for the best candidates.  Avoid resume red flags and interviewing “blind spots.” 13 Hiring the best people is critical to sales leaders’ success.

14. 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. 14

15. Impact of Sales Leadership Styles  The fastest way to lose a great Marketing Associate is to under-lead a novice, over-lead a pro and not know the difference. 15

16. 16 Case Study A “Sad Day Afternoon”

17. Situational Leadership  “Situational Leadership” is a process that helps each leader match the appropriate management style with the skill and willingness level of each team member.  Most of your people will have varying levels of skill, tenure and willingness to perform. By applying the right technique to the right person at the right time, you will be able to better manage these differences resulting in a more productive team.  Reference: Ken Blanchard, Situational Leadership 17

18. Analyzing Market Associates’ “Readiness”  Readiness is made up of two key factors: SKILL and WILL.  Does the MA have the ability to do the job (SKILL) and the desire to do the job (WILL)? 18

19. Determine the Specific Tasks that need to be Managed.  A task is an assignable activity or job duty where you can assess skill. Identify 3 to 5 “mission critical” tasks that must be met in order for an MA to be successful. Tasks 1. 2. 3. 4. 5. 19

20. Task: Example  Develop customer’s needs Probing questions: ○ “How do you determine what a prospect may need?” ○ Walk me through your process on how to determine which products will best meet a customer’s needs. ○ What is your approach to align product capabilities to a specific customer’s environment. ○ What questions do you ask when determining a prospect’s needs? ○ How do you determine if a prospect can benefit from your solutions? ○ How do you handle a prospect when he says he has no needs? 20

21. Skill & Will for each Task SKILL Can they do the task?  Have they been trained?  Can they apply it?  Have they done this before?  Do they understand the task? WILL Will they do the task?  Do they have the confidence ?  Do they have the initiative?  Do they have an incentive?  Is there a safety net if they fail? 21

22. Readiness (R) Levels 22 R – 1 LOW SKILL LOW WILL R – 2 LOW SKILL HIGH WILL R – 3 HIGH SKILL LOW WILL R – 4 HIGH SKILL HIGH WILL

23. 23 Readiness Grid SKILL Training Role perception Application Experience WILL Initiative Reason Insurance Confidence Formal/Informal Do they understand the task required? Can they easily apply the task as needed? How often have they done this before? Do they have the “get up and go” to do this? Do they have an incentive to do this? Is there a safety net if they fail at first? Do they trust their abilities to do this? Assign a readiness level to each MA for each task. R – 1 Low Skill Low Will R – 2 Low Skill High Will R – 3 High Skill Low Will R – 4 High Skill High Will Task MA

24. 24 Leadership Styles (S) R – 1 LOW SKILL LOW WILL S – 1 Directing High Direction/Low Encouragement The MA needs EXACT directions. Demonstrate what you want them to do They need direction, not encouragement to do the job on their own. R – 2 LOW SKILL HIGH WILL S – 2 Supporting High Direction/High Encouragement The MA needs specific directions, and is now willing to try on his/her own. Encourage their effort strongly. R – 3 HIGH SKILL LOW WILL S – 3 Coaching Low Direction/High Encouragement The MA has the skill now and mostly needs encouragement from you to build their confidence. R – 4 HIGH SKILL HIGH WILL S – 4 Delegating Low Direction/Low Encouragement The MA has got it! He/She has the skill and the willingness to perform the task. Periodically inspect their progress to reinforce their behavior. Situational Leadership

25. 25 Review In order to be effective with each unique Marketing Associate, leaders must use the right style, in the right situation, at the right time. Determine the specific tasks needed for success. Ask probing questions to determine Skill and Will readiness. Assign R-1 to R-4 for readiness level on each task. Align management style to level of readiness.

26. 26 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.

27. Hiring the best people is critical to a DSM’s success. In order to be effective with each unique Marketing Associate, DSMs must use the right leadership style, in the right situation, at the right time. 27 Review

28. Start with what they know. Build with what they have. The best of leaders when the job is done, when the task is accomplished, the people will say we have done it ourselves. - Lao Tzu 28