building high performance sales teams - university of georgia sales academy
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Empowering Organizations to Achieve Extraordinary Results UGA Sales Leader AcademyDevelopment Strategies: Building High Performance Teams
October 9, 2010Copyright 2010, Corporate Performance Strategies, All Rights Reserved
Copyright 2010, Corporate Performance Strategies, All Rights Reserved11Build a personal success plan that leverages your strengths and addresses development opportunities leader and customers
Assess your sales team to identify talent and create actionable development plans
Effectively help your sales team improve their performance
Turn coaching into an effective day-to-day technique
Zapp Inc. HR metrics
Session ObjectivesCopyright 2010, Corporate Performance Strategies, All Rights Reserved2Sales Team PerformanceCopyright 2010, Corporate Performance Strategies, All Rights Reserved38:30 - Welcome and Introduction8:45 - Personality and Leadership/Selling Effectiveness10:15- Break10:30 - Case Study Ajax Sales Team11:00 - Developing the sales team12:30 - Lunch1:00 -Coaching for Performance2:00 - Panel: Best Practices in Assessment and Development3:00 - Break3:30 - Motivating the sales team3:45 - Development action planning4:15 - FeedForward4:30 - Wrap-up
Zapp Inc. HR metrics
AgendaCopyright 2010, Corporate Performance Strategies, All Rights Reserved4Growth rates for high scoring vs. low scoring leaders running sales offices over three years was 6% to 13% higher (McBassi & Company)
Poor leaders increase turnover rates costs for turnover of hourly average one-half annual compensation and 1x 2x compensation for managers (hiring, severance, training, opportunity costs, etc.)
Senior executives have assessed workforce operating only at 60% to 65% of their potential (Proudfoot Consulting)
Most organizations operating with a 5% to 10% productivity gap that better leadership practices could eliminate (Ken Blanchard Companies)
High Costs of Poor LeadershipCopyright 2010, Corporate Performance Strategies, All Rights Reserved5
Leadership vs. Net IncomeCopyright 2010, Corporate Performance Strategies, All Rights Reserved6
Leadership vs. Employee CommitmentCopyright 2010, Corporate Performance Strategies, All Rights Reserved7You have been hired by NIKKOT Industries Board of Directors to help them improve the performance of the company. The company has been losing market share for the past few years and conducted many studies to figure out what is going wrong. One of the biggest reasons for the loss of market share is the lack of sales effectiveness. The VP Sales has been very defensive about her team and resisted changes suggested by the CEO and others.
What are the top 3 - 4 actions you recommend to the Board?
What 2 3 areas do you recommend that they get information about to help them evaluate the team?
Buzz GroupCopyright 2010, Corporate Performance Strategies, All Rights Reserved8 Good Poor
What do good vs. poor sales leaders do?Copyright 2010, Corporate Performance Strategies, All Rights Reserved9Display passion and enthusiasmHave a compelling visionDevelop difficult, yet achievable sales plansHire great peopleLead by exampleCelebrate and coach CommunicateEstablish AccountabilityDevelop each persons talentsShare excitementInvolve everyoneIdentify each persons motivators
Good Sales Leaders:Copyright 2010, Corporate Performance Strategies, All Rights Reserved10Lack energy and enthusiasmLack clear vision and directionHave poor judgmentDont collaborateMicromanage detailsResist new ideasDont learn from mistakesLack interpersonal skillsFail to develop othersFocus on the negativesDevelop poor sales plans
Poor Sales Leaders:Copyright 2010, Corporate Performance Strategies, All Rights Reserved11VP Sales International Software and Services company had a high performing sales VP that had a history of making the numbers and leaving a wake of people in his path. Needed to determine if he could develop the people side and collaborate with his peers.
EVP Marketing (Hi Po) Consumer Products needed to complete their CEO succession plan and had a strong internal candidate. Prior to promotion to COO they wanted to test this leader and determine if he could become more mentally tough and impact the companys results without having the responsibilities for day-to-day operations.
VP Marketing (Former Sales Leader) Global Software and Services company had a high potential sales leader moving to marketing role. The field style of driving and commanding was not fitting in the new corporate role. Needed to smooth out his leadership style and build stronger collaboration with peer group.
Recent ExamplesCopyright 2010, Corporate Performance Strategies, All Rights Reserved12A leading provider of assessments used for employee selection and development
Assessed over 3.5 million working adults performing over 450 different jobs across 40 countries
Over 28 years of research and implementation experience
Continuous system testing, research, and support improvement
Legally defensible: Never been successfully challenged
Predictive, with demonstrable bottom-line results ranging from improved employee performance to reduced turnover and recruiting expense
About HoganCopyright 2010, Corporate Performance Strategies, All Rights Reserved13Leaders who know themselves . . .Leaders who lack self-awareness . . .seek feedback in multiple formsaccept feedbackare more successful than those who dontact on the feedbackmiss feedback messages (blind spots) ignore feedback they do receive (denial) are slow to change over time (obsolete)top-out or derail (fail)
Research View on Self AwarenessCopyright 2010, Corporate Performance Strategies, All Rights Reserved14We dont care what people say about themselves; we dont care how they answer any given item
We study what other people say about those who answer an item in a particular way
Identity Versus ReputationCopyright 2010, Corporate Performance Strategies, All Rights Reserved15Identity is the you that YOU know(Prudence items):I frequently do things on impulse.People think Im a non-conformist.I like to do things on the spur of the moment.I never know what I will do tomorrow.Sometimes I enjoy going against the rules.True FalseIdentityI am a fun, spontaneous individual that looks forward to starting each day with a clean slate, ready to meet whatever challenges life has to offer.
IdentityCopyright 2010, Corporate Performance Strategies, All Rights Reserved16Reputation is the you that WE know(Prudence items):I frequently do things on impulse.People think Im a non-conformist.I like to do things on the spur of the moment.I never know what I will do tomorrow.Sometimes I enjoy going against the rules.True FalseReputationIndividuals responding this way tend to be inattentive to details, resist supervision, ignore small process steps, not plan ahead, and rarely think through the consequences of their actions.
ReputationCopyright 2010, Corporate Performance Strategies, All Rights Reserved17
Your key stakeholdersCopyright 2010, Corporate Performance Strategies, All Rights Reserved18The Potential Report is based on the Hogan Personality InventoryDesign7 primary scales 42 subscalesStructured around the Five-Factor ModelHigh = 65 -100th percentileAverage = 36-64th percentileLow = 0-35th percentile
Interpretation No such thing as a good personality High scores are not always better Interpretation is job specific Extreme scores can hinder performance Multiple scales are used to make interpretations Represents typical performance
HPI FoundationCopyright 2010, Corporate Performance Strategies, All Rights Reserved1919AdjustmentResiliency: Stress tolerance, composure, and outlookAmbitionLeader-like tendencies: expectations for self/others, initiative, and self assurednessSociabilityExtraversion: social pro-activity and presenceInterpersonal SensitivityCommunication style: diplomatic vs. directPrudenceConscientiousness: attention to detail, process focus, and following rulesInquisitiveDecision-making/problem-solving approach: strategic vs. pragmaticLearning ApproachLearning style: traditional and continuous vs. hands-on and just-in-timeDescribes your typical approach to work and interacting with others
HPI Scales (Page 4)Copyright 2010, Corporate Performance Strategies, All Rights Reserved20 Upsides DownsidesHigh ScoresCalm, consistent, & resilientHandles pressure & stressful conditions with aplombUpbeat & optimisticDoesnt take problems or criticism personallyAdapts easily to changing situationsStress-tolerance may be interpreted as nonchalance Seems unwilling to be self-criticalDoesnt pay much attention to negative feedback or adviceAppears indifferent to deadlinesSeems to lack a sense of urgencyUnrealistically optimisticLow ScoresEmotionally expressive Non-complacent (always striving for something better)Self-awareReceptive to feedbackShows a strong sense of urgency Concerned about avoiding negatives
Tense & self-criticalMoody & temperamentalWorrisome & stress proneEasily irritated with othersDefensive about workTakes criticism personallyPotentially self-limiting (internal self doubt)
Adjustment (Page 5)Copyright 2010, Corporate Performance Strategies, All Rights ReservedSalesHigh Positive: Confident, glass half full, calm under pressureNegative: Discount, ignore negative feedback, ignore mistakes watch out and listen to customerLowPositive: Concern about work products, use feedback to improve, responsive to feedback - Negative: overly self-critical and take criticism personally, unhappy, tense under pressure, setbacks and inconveniences annoy