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Copyright © 2010, Corporate Performance Strategies, All Rights Reserved

Build 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 metricsSession

Objectives

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Sales Team Performance

Hire

On-Board

DevelopCoach

Motivate

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8:30 - Welcome and Introduction

8:45 - Personality and Leadership/Selling Effectiveness

10:15- Break

10:30 - Case Study – Ajax Sales Team

11:00 - Developing the sales team

12:30 - Lunch

1:00 - Coaching for Performance

2:00 - Panel: Best Practices in Assessment and Development

3:00 - Break

3:30 - Motivating the sales team

3:45 - Development action planning

4:15 - FeedForward

4:30 - Wrap-up

Zapp Inc. HR metricsAgenda

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Growth 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 Leadership

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Leadership vs. Net Income

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Leadership vs. Employee Commitment

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You 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.

1. What are the top 3 - 4 actions you recommend to the Board?

2. What 2 – 3 areas do you recommend that they get information

about to help them evaluate the team?

Buzz Group

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Good Poor

What do good vs. poor sales leaders do?

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Display passion and enthusiasm

Have a compelling vision

Develop difficult, yet achievable sales plans

Hire great people

Lead by example

Celebrate and coach

Communicate

Establish Accountability

Develop each person’s talents

Share excitement

Involve everyone

Identify each person’s motivators

Good Sales Leaders:

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Lack energy and enthusiasm

Lack clear vision and direction

Have poor judgment

Don’t collaborate

Micromanage details

Resist new ideas

Don’t learn from mistakes

Lack interpersonal skills

Fail to develop others

Focus on the negatives

Develop poor sales plans

Poor Sales Leaders:

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VP 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

company’s 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 Examples

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A 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 Hogan

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Leaders who know

themselves . . .

Leaders who lack

self-awareness . . .

seek feedback in multiple

forms

accept feedback

are more successful than

those who don’t

act on the feedback

miss 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

Awareness

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We don’t care

what people say

about

themselves; we

don’t 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 Reputation

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Identity is the “you” that YOU know

(Prudence items):

1. I frequently do things

on impulse.

2. People think I’m a

non-conformist.

3. I like to do things on

the spur of the

moment.

4. I never know what I

will do tomorrow.

5. Sometimes I enjoy

going against the

rules.

True False

Identity

“I 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.”

Identity

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Reputation is the “you” that WE know

(Prudence items):

1. I frequently do things on

impulse.

2. People think I’m a non-

conformist.

3. I like to do things on the

spur of the moment.

4. I never know what I will do

tomorrow.

5. Sometimes I enjoy going

against the rules.

True False

Reputation

Individuals 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.

Reputation

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You

Boss

Peers

Direct Reports

Customers

Your key stakeholders

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The Potential Report is based on the

Hogan Personality Inventory

Design

• 7 primary scales – 42 subscales

• Structured around the Five-Factor Model

• High = 65 -100th percentile

• Average = 36-64th percentile

• Low = 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 Foundation

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Adjustment Resiliency: Stress tolerance, composure, and outlook

AmbitionLeader-like tendencies: expectations for self/others,

initiative, and self assuredness

Sociability Extraversion: social pro-activity and presence

Interpersonal Sensitivity Communication style: diplomatic vs. direct

PrudenceConscientiousness: attention to detail, process focus, and

following rules

InquisitiveDecision-making/problem-solving approach:

strategic vs. pragmatic

Learning ApproachLearning style: “traditional” and continuous vs. hands-on and

just-in-time

Describes your typical approach to work and interacting with others

HPI Scales (Page 4)

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“Upsides” “Downsides”

High

Scores

• Calm, consistent, & resilient

• Handles pressure & stressful

conditions with aplomb

• Upbeat & optimistic

• Doesn’t take problems or

criticism personally

• Adapts easily to changing

situations

• Stress-tolerance may be interpreted as

nonchalance

• Seems unwilling to be self-critical

• Doesn’t pay much attention to negative

feedback or advice

• Appears indifferent to deadlines

• Seems to lack a sense of urgency

• Unrealistically optimistic

Low

Scores

• Emotionally expressive

• Non-complacent (always

striving for something better)

• Self-aware

• Receptive to feedback

• Shows a strong sense of

urgency

• Concerned about avoiding

“negatives”

• Tense & self-critical

• Moody & temperamental

• Worrisome & stress prone

• Easily irritated with others

• Defensive about work

• Takes criticism personally

• Potentially self-limiting (internal self doubt)

Adjustment (Page 5)

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“Upsides” “Downsides”

High

Scores

• Energetic, achievement oriented,

& competitive

• Leader-like, self-assured &

assertive

• Persistent self-starter

• Confident communicator

• Takes initiative

• Sets high expectations

• Proactively takes action

• Overly involved in office politics

• Seems competitive & dominant

• Doesn’t provide others the opportunity to

take charge

• May seem ruthless (if low high

Interpersonal Sensitivity)

• Restless & forceful if not provided

opportunity for advancement

• Overconfident

Low

Scores

• Good team player

• Content to receive direction from

& provide support to others

• Serve as leaders when asked

• Avoids office politics

• Achieves results through

collective action

• Works alongside direct reports

• Seems to lack focus or vision

• Seems to lack confidence

• Seems to lack initiative & drive

• Waits to receive direction from others

• Seems to want guidance from others

• Seems uncomfortable making public

presentations

Ambition (Page 6)

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“Upsides” “Downsides”

High

Scores

• Socially proactive & dynamic

• Outgoing & gregarious

• Effective spokesperson

• Seems to enjoy working with others

• Easily approachable

• Visible within the organization;

Catches coachable moments

• Attention seeking

• Distracted by non-productive socialization

• Loud, demanding, & outspoken

• May not listen well

• Interruptive & prone to confusing activity

with productivity

• Socially dominant

Low

Scores

• Business-like & task focused

• Independent

• Doesn’t need continuous social

interaction

• Effective listener

• Strong individual relationships

• Doesn’t confuse activity with

productivity

• Overly utilitarian about communication

• Socially reactive

• Requires engaging

• Doesn’t initiate interaction or

relationships

• Misses out on opportunities to provide

feedback

• Doesn’t proactively network

Sociability (Page 7)

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“Upsides” “Downsides”

High

Scores

• Diplomatic & tactful

• Warm, agreeable, & empathic

• Encourages team work &

cooperation through actions

• Earns others’ trust

• Maintain relationships

• Very mindful of the impact words

have on others

• Doesn’t proactively confront performance

issues

• Thin-skinned

• Avoids conflict

• Tends to avoid conflict

• Provides overly politically-sensitive answers

• Tends to sugarcoat feedback

Low

Scores

• Seems task oriented & businesslike

• Provides negative feedback in a

direct manner

• Forthright & independent

• Willing to challenge assumptions &

ask tough questions

• Willing to confront others

• Appear cold & tough

• Can seem critical & skeptical

• Tends to direct rather than suggestive

• Seems brusque & painfully objective

• May unintentionally bruise egos & feelings

• Seems indifferent to others’ thoughts & feelings

Interpersonal Sensitivity (Page

8)

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“Upsides” “Downsides”

High

Scores

• Dependable, reliable, & rule-

abiding

• Organized & thorough

• Conscientious & detail oriented

• Plans work & anticipates changes

in workload

• Good organizational citizen

• Operationally-focused

• Rigid & inflexible about rules &

procedures

• Resistant to change

• Formal & over-conforming

• May micromanage others & avoid

delegation

• Difficulty seeing the “big picture”

• Over-concerned with “rights” & “wrongs”

Low

Scores

• Flexible & open-minded

• Receptive to change

• Potentially innovative

• Non-conforming and willing to take

risks

• Comfortable acting on the fly

• Not reliant upon convention

• Poor planner & impulsive

• Impatient with details & supervision

• Disorganized & prone to risk taking

• Prone to impulsivity & taking action

without fully thinking about implications

• Tests limits & conventions

Prudence (Page 9)

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“Upsides” “Downsides”

High

Scores

• Imaginative, inventive, & creative

• Quick-witted

• Can quickly integrate seemingly

unrelated data

• Open to change (check Prudence)

• Thinks strategically Interested in

speculative ideas

• Prone to over-analyzing problems &

having trouble making decisions

• Impractical & easily bored

• Lacks tolerance for the routine

implementation

• Impatient with details

• Poor implementers

Low

Scores

• Pragmatic, hands-on problem solver

• Practical & focused interests

• Tolerates routine or mundane tasks

• Not easily bored

• Avoids creativity for its own sake

• Has a narrow perspective & neglects the

big picture

• Lacks imagination & resists innovation

• Uncomfortable in ambiguous situations

• Prefers to use familiar instead of creative

problem solving strategies

Inquisitive (Page 10)

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“Upsides” “Downsides”

High

Scores

• Enjoys & values formal

education

• Proactively stays up-to-date

with recent technical &

business developments

• Seeks out training

• Achievement oriented (check

Ambition scores)

• Seems intolerant of the less-informed

• Seems like a “know-it-all”

• May lack depth on topics

• Easily distracted by irrelevant topics

Low

Scores

• Uses hands-on learning

strategies

• Applies skills versus learns new

methods or concepts

• Takes a practical & strategic

learning approach – seeks out

information when necessary

• Just-in-time learner

• Views education as something to endure

• Has narrow interests (check Inquisitive)

• Seems unconcerned with staff development

• Waits until last moment to capture relevant

information

Learning Approach (Page 11)

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Adjustment may not listen

Ambition intimidate staff

Sociability flighty and distractible

Interpersonal

Sensitivity conflict avoidant

Prudence change resistant

Inquisitive eccentric and impractical

Learning Approach know-it-all

Shortcomings of High Scores

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Adjustment eager for feedback

Ambition good team player

Sociability focused

Interpersonal

Sensitivity handles rejection

Prudence flexible

Inquisitive practical

Learning Approach learns through experience

Benefits of Low Scores

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High Ambition Low Interpersonal Sensitivity

High Prudence Low Sociability

High Prudence Low Inquisitive

Low Sociability Low Interpersonal Sensitivity

Combinations of Scales

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For most leaders, the great challenge is not understanding the practice of

leadership: It is practicing their understanding of leadership.

Marshall Goldsmith

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Based on your profile from the Potential Report …

Leadership Strengths: Record three-four behaviors that you should

leverage to increase your individual performance with your stakeholders,

especially customers. (What works well in your current role?)

Leadership Opportunities: Record three-four behaviors that you should

modify or improve to increase your effectiveness in managing and leading

your team and dealing with customers. (What needs to change at the next

level for you?)

Stop – Start – Continue: Record any specific behaviors you noted to Stop

(e.g., Micromanaging) or Start (e.g., Effective Listening) Immediately and

Continue Doing (e.g., Setting High Expectations).

Action Plans: Record the specific actions you will take to increase your

leadership effectiveness and selling effectiveness and when you intend to

complete the actions.

Self-Reflection Time

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Case Study – Ajax Duplicating Products

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Developing the Sales Team

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Sales leaders should be dedicated to hiring “A” players,

developing “B” players to “A” players, and managing out “C”

players

Unlike any function of the company the quality of the sales

people is reflected in day-to-day quantifiable performance

Several methods to help continually upgrade sales

performance

Jack Welch was known for his “rank and yank” approach that

generated a 28-fold increase in earnings between 1981 and

2001

Developing the Sales Team

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Performance Appraisal

Forced Ranking/Distribution

9-Cell Matrix

Sales Scorecards

Developing the Sales Team

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Advantages

Targeted for development

Encouraging to staff

Documents employee performance history

Useful documentation for termination process

Disadvantages

Typically not done in sales

Rating inflation

Rater bias

Time consuming for managers

Performance Appraisal

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Advantages

Forces managers to make tough calls on people

Continually improves levels of performance

Creates a performance-driven culture

Disadvantages

Promote competition

Reduces collaboration and teamwork

Difficult to give employee feedback

Lower morale for employees and managers

Forced Ranking/Distributions

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Top talent

Top-grading priorities

Selling

Issue /

future

top-grading

possibilities

Exceed

s

Exp

ecta

tio

ns

Meets

Exp

ecta

tio

ns

Do

es N

ot

Meet

Exp

ecta

tio

ns

Does Not Meet

Expectations

Exceeds

Expectations

Meets

Expectations

Selling Competencies - the “How”

Seasoned

Pros

9-Cell Matrix

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Key Result Areas – Results that are expected (e.g., Revenues, new

clients, etc.)

Accountabilities – Specific responsibilities to achieve results (e.g., Achieve

revenues, X number of calls per day, use of CRM, etc.)

Selling Competencies – Specific skills and abilities that are sales focused

(e.g., closing ability, time management, etc.)

Personal Traits – Characteristics that help sales effectiveness (e.g.,

Interpersonal, enthusiasm, etc.)

Sales knowledge – Knowledge critical to selling effectiveness (e.g.,

Products, proposals, etc.)

Sales Scorecard

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Does Not Meet, Meets, Exceeds Expectations

Likert rating scale –

1= Well Below Expectations and

5 = Well Above Expectations

Letter grades – A, B, C, D, F

Pass/Fail

Scorecard Rating Scales

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Advantages

Translates strategy into targets and action specifics

Customized to the sales position and requirements

Helpful for feedback and development

Targeted areas for precise conversations

Disadvantages

Takes time to develop and implement

Ensure that the right things are measured and tracked

Scorecard Rating Scales

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Scorecard Elements Ratings and Comments

Accountabilities

Selling Competencies

Personal Attributes

Selling Knowledge

Other Information

Ajax Sales Rep Scorecard

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Coaching for Performance

Brian Sullivan

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Panel: Best Practices in Assessment and

Development

Kevin Hendrick, SVP Sales, ADP

Drew Nathan, SVP Sales, Equifax

Mike Allred, CEO/Founder, Allred & Associates

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Panel Questions

46

How have you hired “A” players?

Can you develop “B” players into “A” players and what do

you do with the “C” players?

What has worked the best for you in developing the skills

and performance of your sales teams?

What has been your biggest lessons learned in sales

professional development?

How do you suggest the participants get started?

What resources have you found to be most helpful?

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Motivating the Sales Team

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Three Generations of Sales Professionals

48

Boomers – born between 1946 and 1964 – 80

million

Gen Xers – born between 1965 and 1980 – 46

million

Gen Ys/Millennials – born between 1980 and

2000 – 76 million

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Traditionalists Boomers

Gen X

Gen Y

Foreign-born

Generation Z

Source: The Concours Institute

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Baby Boomers Gen X Millennial

Born Between 1946 - 1964 1965 - 1980 1981 - 2000

Labor force 76m 50m 88m

Purchasing With Credit Cards With Credit and Bank Cards Purchase On-line

Significant Milestones •Cold War

•Vietnam War

•Civil Rights

•High Divorce Rates

•Challenger Disaster

•High Parents’ Unemployment

Rates

•Terrorism (Oklahoma City,

Columbine, 9/11)

•Flat world

•Global Warming

View of Technology Master It Enjoy It Employ It

What they bring to work Leather briefcase Cell phone and lap top iPhone

Role of Career Central Focus Work/Life Balance Always Changing

Major Influences Family & Education The Media Friends, Media Sports Stars,

More Aware

Work Is… Exciting Adventure Difficult Challenge Means To An End

Role of Relationships Limited, Useful Central, Caring Global

Communication , Media,

Technology

•TV

•Photograph

•Touch-tone Phones

•Video: Atari, Nintendo

•Computer

•Cell Phone

•Internet

•Laser Disc Players

•IPOD, MP3 Player

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Sales Reward Types

51

Cash

Time-off

Recognition

Development

Gifts

Enhanced retirement benefits

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Rewards across Generations

52

Gen Y

• Base pay

• Cash bonus

• Expense paid trip with spouse

• Additional vacation days

• Flexible work schedule

Gen X

• Cash bonus

• Base pay increase

• Expense paid trip with spouse

• Promotion

• Flexible work schedule

• Additional vacation days

Boomers

• Cash bonus

• Base pay increase

• Enhanced retirement benefits

• Expense paid trip with spouse

• Stock grant

• Additional vacation days

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Rewards Not Impactful

53

New software tool

Meeting senior leaders

Sabbatical leave

Thank-you note from supervisor

New hardware

Attend desired training progream

Tuition reimbursement

Spouse/Partner gifts

Thank-you note from customers

Recognition in peer group

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Effectiveness of Rewards

54

My reward preferences requested – 27%

Supervisor knows what motivates me – 41%

My rewards meet my individual needs – 44%

My incentives motivate me to attain my goals – 47%

My rewards motivate me to exceed performance – 44%

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How do you get started?

55

Get the base and commission plans “right”

Sales professionals are very unique and motivated by

rewards that provide high quality of life and status

Get to know your sales reps – interests, goals, aspirations,

preferences, etc.

Time off and flexibility matters

Design your rewards to meet the preferences of your sales

team

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Development Action Planning

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Creating your personal development plans

57

Now is the time for you to reflect on today and put

some of this content into actions

Select 2 – 3 personal leadership and selling

effectiveness goals you want to address over the next

45 - 60 days

Select 2-3 team goals you want to address over the

next 45 – 60 days

Record the goals, actions steps, and complete by

timing in the participant manual

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FeedForward Skill Building

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Feedback is a verbal or non-verbal communication to a

person or group providing them with information as to how their

behavior is affecting you or the state of your here-and-now

feelings and perceptions (giving feedback or self-disclosure).

Feedback is also a reaction by others, usually in terms of

their feelings and perceptions, as to how your behavior is

affecting them (receiving feedback).

What is Feedback?

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Asking others for input increases expectations you will change.

If you do not change after asking, you are perceived even more

negatively.

You will not change what you don’t believe needs changing.

Rather then accept criticism, we tend to denounce and “shoot the

messenger.”

All perceptions are reality.

Learn to balance counterproductive reactions to feedback.

Change begins with acceptance of feedback.

Joe Folkman’s Book on Feedback

Reacting to Feedback

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FeedForward is “feedback in the opposite

direction.”

It involves asking someone how you can get

better at something you want to improve and

thanking them.

What is FeedForward?

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Asking allows us to enlarge our interactions

with people who may have useful ideas

Most people like to help others, but they hold

back because they think it is intrusive to help

someone who has not asked for it

FeedForward Forces Us To Ask for

Help

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Let go of the past

Be helpful and supportive, not cynical,

critical and judgmental

Tell the truth

Pick something to improve yourself

FeedForward Groundrules

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1. Pick 1-2 behaviors you would like to change. These behaviors would make significant,

positive differences in your leadership/selling effectiveness.

2. Describe this behavior to 3-5 stakeholders. For example: “I want to improve my close

rates.”

3. Ask for FeedForward suggestions for the future that might help you achieve a positive

change in the selected behaviors.

4. Listen attentively to the suggestions and take notes. Don’t critique or complement the

suggestions.

5. Thank the stakeholder for their suggestions.

6. Ask the stakeholder what he/she would like to change (optional). Provide

FeedForward suggestions to help change. Say, “You are welcome,” when thanked for

the suggestions.

7. Note: As you repeat this process with the same stakeholders, you can start the

subsequent sessions with: “Based upon my behavior last month, what ideas do you

have for me next month?”

FeedForward Process

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1. Select 1-2 areas you want to improve upon and record these in

the workbook

2. For the next 15 minutes, pair up with as many participants as

you can and go through the feedforward process

3. Your deliverable for this segment is to accumulate a list of

suggestions for the 1-2 areas you want to address

4. BEGIN!

FeedForward Skill Practice

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Feedback FeedForward

Provider Judge Coach

Receiver “Kill the messenger” Open

Direction Past Future

Relationship Marginal Collaborative

Helpfulness Limited Powerful

Focus Things done wrong Things do right

Feedback vs. FeedForward

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Wrap-Up

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Summary

68

Personal leadership and selling effectiveness from

personality

Improving sales team performance

Coaching for development

Motivating the sales team

Personal action planning

FeedForward process

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CPS Contact Information

69

Please send feedback or questions to:

Dave Brookmire – 404-593-5001

[email protected]

www.cpstrat.com

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Representative Clients

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