Practical Sales Management 1and LeadershipTraining System Facilitator ManualHelping people and businesses help themselves © The Fortune Group International fortunegroup.com.au [email protected]© The Fortune Group International fortunegroup.com.au [email protected] All rights reserved. These materials may not be copied or reproduced without the express written permission of The Fortune Group.All rights reserved. These materials may not be copied or reproduced in any manner whatsoever without the express written permission of The Fortune Group International.
About Fortune1. The Fortune Group has worked with thousands of companies for over 40 years. Fortune provides managers and HR professionals with training tools that grow people and businesses by developing sales force and sales leadership effectiveness. The Fortune difference is our unique inhouse training systems. Easily implemented 2 and highly scalable, Fortune training programs feature live, video based, workshops that are designed to be used continuously for training, retraining and coaching. We’ve spent four decades assisting some of the world’s most successful organizations meet their people and business development challenges. In providing solutions to these challenges, we design and implement training systems that modify behavior, and develop the thinking and skills required to increase sales force productivity in our constantly evolving world. The hyper-competitive business world of the twenty-first century demands increasingly high levels of sales leadership and sales force productivity. All the best with your challenges.……..and no matter how good a job we do getting you started, we’re always here to help if you need guidance, or other services. We’ve done it thousands of times, globally, with over 7,000 clients. © The Fortune Group International fortunegroup.com.au [email protected] All rights reserved. These materials may not be copied or reproduced in any manner whatsoever without the express written permission of The Fortune Group International.
Practical Sales Management and Leadership Program Modules and ContentMODULE 1 MODULE 6 3Management Defined (32 minutes) Measuring Performance and Setting Standards (30)• Five prerequisites for success • Methods for measuring performance• Purpose of management • Recruiting and measuring performance• Definition of management • Why standards are required• Major management styles • Types of standards• Management vs leadership – the difference • Production standards and quotas• Making the dream/mission/vision a reality • Attaining objectivesMODULE 2 MODULE 7Major Mistakes Managers Make (Part 1) (31) How to Train for Results (34)• The effect of manager’s mistakes • Change means train• Refusal to accept personal accountability • Training is a process, not an event• Having a we/they attitude • Training vs education – the difference• Failure to manage ourselves • Formula for behavior modification• Managing everyone the same way • Creating a good finding atmosphere• Concentrating on problems not objectives • Disciplines of field training• Being a buddy not the boss • Field training processMODULE 3 MODULE 8Major Mistakes Managers Make (Part 2) (30) How to Confront Incompetence (34)• Failing to measure performance • Taking people from entry level to the norm• Failing to set standards • Questions to ask before confronting• Failing to train • Rules for confronting incompetence• Condoning incompetence • Formula for confronting incompetence• Recognizing only top performers • Secret to perfecting any skill – visualization• Attempting to motivate • Formula for redirecting behavior • Positively reinforcing behaviorMODULE 4 • What to do if you are unsuccessfulFoundation for Sales Success (31) MODULE 9• Three major reasons salespeople fail• Difference between successful and unsuccessful Facilitating Change (28) • Today’s challenge – change salespeople • Mindsets and motivations of change• Understanding comfort zones • Tolerance for change• Questions that determine salespeople’s actions: • Change – questions that must be answered • Facilitating change #1 “What are my chances of success?” • Planning for change #2 “Where is the value to me?” MODULE 10MODULE 5 Motivation versus Manipulation (27)How to Structure the Job for Success (21) • Thinking: the source of results• Characteristics of successful salespeople • Elevate the level of thinking• Four levels of competence • Law of compensation• Structuring the job • Motivational methods• Identifying responsibilities • Thinking: the key to a manager’s approach• Pinpointing the tasks• Recommendations for new hires© The Fortune Group International fortunegroup.com.au [email protected] rights reserved. These materials may not be copied or reproduced in any manner whatsoever without the express written permission of The Fortune Group International.
Program Activity ScheduleTraining Module Facilitator Date Session Date Session Coaching Notes Scheduled Conducted UncoverModule 1 Discover 4Management DefinedModule 2 RecoverMajor Mistakes Managers Make (Part 1)Module 3 [email protected] Mistakes Managers Make (Part 2)Module 4Foundation for Sales SuccessModule 5How to Structure the Job for SuccessModule 6Measuring Performance and Setting StandardsModule 7How to Train for ResultsModule 8How to Confront IncompetenceModule 9Facilitating ChangeModule 10Motivation versus ManipulationGuidelines Prepare the session using the UNCOVER-DISCOVER-RECOVER formula Review the video and use the preparation steps in this manual Prepare the session to run 1.5 - 2 hours; ask participants to utilize their workbook© The Fortune Group International fortunegroup.com.au
Facilitator Guidelines 5 Your facilitator manual includes session guidelines, key point summaries, purpose statements and learning activities for each training module Relevant page numbers for the Participant Workbook are illustrated in the bottom right hand corner of your manual like this → Participant Workbook PAGE 2 Plan your session using the UNCOVER – DISCOVER – RECOVER formula → In a 90 minute session timing for each is broadly → UNCOVER (10 mins), DISCOVER (50 mins) and RECOVER (30 mins) A facilitator’s most powerful tool is questions; make them relevant and meaningful to create interaction that engages all participants© The Fortune Group International l All rights reserved fortunegroup.com.au
Session PlannerInstructionsUse these steps to reduce your preparation time.1. View the video module and review the outline provided for the session2. Determine the DISCOVER / RECOVER pauses and activities you plan to use; several are pre- 6 prepared for you in the module guide - also develop your ownThere are several types of activities: Please pausea) Predetermined Pauses: a direction like this will appear on the video screen the training module.b) Optional Pauses: a will appear in the bottom left hand corner of the videoscreen indicating you should pause to discuss the ideas raisedc) Action Commitments: instructions are detailed in each module guided) Questions for Group Discussion: use these to create engagement – focus on real issuese) Post-Video Recover Activities: each module includes prepared activitiesNote You may choose not to use all of the optional pauses due to time constraints. We highly recommend you use as many as possible. Interaction is essential for success3. Familiarize yourself with the recommended activities and customize them for your group4. There is a prepared Purpose Statement for each module5. Determine the major benefits you want your group to gain from their participation6. Determine how you will UNCOVER your session to ensure participants are involved from the start; remember, good questions are your most powerful tool7. Close your session by asking each participant for a PERSONAL ACTION COMMITMENT© The Fortune Group International l All rights reserved fortunegroup.com.au
Session Planner Worksheet 7What I want to achieve in the session How I will get attention (UNCOVER)The reason I share this with you is because we’ll explore some ideas that will…… Tell the group how they will benefitBecause our purpose today is to……. Purpose of the session© The Fortune Group International l All rights reserved fortunegroup.com.au
MODULE 1 Management Defined 8PURPOSE Key Pointsenable each Five Prerequisites for Successparticipant to The Purpose of Managementunderstand the role Definition of Managementof management and Major Management Stylesleadership, and its Management vs Leadership – The Differenceobligation of making Making the Dream a Realitythe mission, dream orcause a reality at thegrassroots© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 1Discover/Recover Pauses (also develop your own pause points with questions)Pause # 1 Pause where indicated after the ‘Definition of Management’.(Optional) a) Have your group discuss the definition, and ask them if they would add anything else to it. 9 b) Ask the group: ‘What are the predetermined objectives for your sales team?’ c) Ask the group if they are getting voluntary cooperation from their salespeople. d) Ask the group to discuss what other initiatives they could take to achieve this voluntary cooperation.Pause # 2 Pause where indicated after ‘Major Management Styles’.(Optional) a) Have each individual list what they believe is their dominant management style. b) Ask each person to share the areas in which they feel they need to improve. c) Ask the group to explore the benefits to the management team of improving the style and approach of how it manages.Please pause Pause where directed and have your group do the same as Steve’sPause # 3the trainingmodule. (Predetermined) training group and identify their three greatest leaders.Please pause Pause where directed and have the group identify the onePause # 4the trainingmodule. (Predetermined) characteristic all three had in common.Pause # 5 Pause when Steve discusses the one common leadership(Optional) characteristic of having the ‘energy to make the dream a reality in the minds of other people’. a) Have the group determine the steps they have taken, or should take, to achieve this. b) Brainstorm additional actions the team might take.© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 1Questions for Group DiscussionWhat is your reaction to the statement: “You don’t have a salesperson reporting to you who 10doesn’t trust you.”?What are you doing as managers to create a win-win environment with your sales team?Reflect on the bosses you’ve had over time: which of these managed you more effectively thanthe others and why?Evaluate your current style of managing your direct reports and describe the degree ofeffectiveness you are experiencing with each. If you think some change is necessary, what doyou think you should be doing differently?Post-Video Recover Activities1. Divide your group into smaller groups (of about 3 if this is feasible). Have each group develop their definition of management/leadership and appoint a spokesperson that will share the definition with the larger group. Have the larger group compare the similarities. You may choose to have them reach consensus on an acceptable definition.2. As a group, analyse how well the management team is ensuring the mission is clearly communicated and understood across the sales team. Have each person write out the company’s mission. Have the group evaluate: i) how well it is selling the value of the mission to the sales team, and ii) building people’s belief in themselves, the company and its products and services. “ ”Utilize the Action ContractClose your session by asking each participant to ……… Write out the single most important idea they gained from the session and how they will use it. List the benefits they will gain from utilizing the idea. Remember: pain is always involved in change so they will only bear the pain if the benefits outweigh it. Write out the specific action steps they will take. Ask for volunteers to share their Action Contract with the group.Participant Workbook Pages© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 1 11 Participant Workbook PAGE 2© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 1 12 Participant Workbook PAGE 3© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 1Personal Action CommitmentThe single most important idea I gained from this training session is: 13I make a firm commitment to put this idea to work within the next seven days.1. How I will use the idea:2. The benefits to me from using this idea will be:3. The specific action steps I will take are:© The Fortune Group International l All rights reserved fortunegroup.com.au
MODULE 2 Major Mistakes Managers Make (Part 1) 14PURPOSE Key Pointsenable each The Effect of Manager’s Mistakesparticipant to Refusal to Accept Personal Accountabilityrecognize, and begin Having a We/They Attitudeto eliminate, six major Failure to Manage Ourselvesmistakes managers Managing Everyone the Same Waymake Concentrating on Problems, Not Objectives Being a Buddy, Not the Boss© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 2Discover/Recover Pauses (also develop your own pause points with questions)Pause # 1 Pause where indicated after ‘Refusal to Accept Personal Accountability’.(Optional) a) Have your group share situations they have observed where a refusal to accept personal accountability has caused a problem. 15 b) Discuss various examples of ‘socially acceptable’ excuses people use. c) Steve refers to several leaders (including Rudy Giuliani) who talk about the importance of being accountable. Have your group identify others and why they feel each of them has demonstrated accountability.Pause # 2 Pause where indicated after ‘Having a We/They Attitude’.(Optional) a) Have each individual list any areas where this We/They syndrome is present in your organization. b) Have each person share his or her observations about these. c) Discuss how these situations can be reduced or eliminated.Pause # 3 Pause where indicated after ‘Failing to Manage Ourselves’.(Optional) a) Using a flip chart, have your group list the common monkeys they get. b) Have your group discuss how these can be eliminated or reduced.Pause # 4 Pause where indicated after ‘Attempting to Manage Everyone the Same(Optional) Way’. a) Have each member of the group think of two individuals they manage who must be handled differently. b) Ask each of them to share the differences they have encountered in dealing with these people (it’s not necessary to name the individuals).Pause # 5 Pause where indicated after ‘Concentrating On Problems, Not(Optional) Objectives’. a) Have each individual list a problem they are currently facing in some area of their business. Flip chart them and look for commonalities. b) Have each individual assess what their core business objective is. c) Challenge each of them to consider how the environment or conditions could be utilized to reach that objective. d) Ask them to share their observations (if hesitant, provide an example).© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 2Pause # 6 Pause after Steve completes ‘Being a Buddy, Not the Boss’.(Optional) a) Ask the group to share examples of Being a Buddy, Not the Boss that they’ve experienced or observed. b) Discuss why they believe these examples arose. c) Discuss how these types of situations can be eliminated or reduced.Questions for Group Discussion 16 What do you think of the statement: “The biggest detriment to quality customer service externally is a We/They attitude internally.”?What are you doing to build quality time with your family into your work schedule?Evaluate the number and nature of the tasks ‘passed to you’ each day by your direct reports.Should you be accepting them all? Is there anything you think you need to be doing differently?Is there a problem or issue you are facing right now that could be used to your advantage if youthought about it differently…..like the expert swimmer?Post-Video Recover Activities1. Have your group further explore how to avoid the trap of ‘Failing to Manage Ourselves’.2. Have your group review the underlying reasons why the six major mistakes occur, and how they interfere with the effectiveness of our sales leadership. “ ”Utilize the Action ContractClose your session by asking each participant to………Write out the single most important idea they gained from the session and how they will use it.List the benefits they will gain from utilizing the idea. Remember: pain is always involved inchange so they will only bear the pain if the benefits outweigh it.Write out the specific action steps they will take.Ask for volunteers to share their Action Contract with the group. Participant Workbook Pages fortunegroup.com.au© The Fortune Group International l All rights reserved
Practical Sales Management and Leadership MODULE 2 17 Participant Workbook PAGE 6© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 2 18 Participant Workbook PAGE 7© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 2 19 Participant Workbook PAGE 8© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 2Creativity 20Having the ability tounderstand the forces orconditions impacting upon usand then being able to utilizethose forces as a means ofreaching our objectives. Paul ‘Bear’ Bryant Participant Workbook PAGE 9© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 2Personal Action CommitmentThe single most important idea I gained from this training session is: 21I make a firm commitment to put this idea to work within the next seven days.1. How I will use the idea:2. The benefits to me from using this idea will be:3. The specific action steps I will take are:© The Fortune Group International l All rights reserved fortunegroup.com.au
MODULE 3 Major Mistakes Managers Make (Part 2) 22PURPOSE Key Pointsenable each Failing to Measure Performanceparticipant to Failing to Set Standardsrecognize, and begin Failing to Trainto eliminate, six more Condoning Incompetencemajor mistakes Recognizing Only Top Performersmanagers make Attempting to Motivate© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 3Discover/Recover Pauses (also develop your own pause points with questions)Pause # 1 Pause where indicated after ‘Failure to Measure Performance’. 23(Optional) a) Have each individual identify an area of personal responsibility andPause # 2 list all of them on a flip chart.(Optional) b) Next, have each individual identify how their performance isPause # 3 measured against the responsibility they listed.(Optional) c) Ask the group: “Are there any areas where you are NOT beingPause # 4 measured?”(Optional) d) Ask the group why managers may shy away from measuring performance. Pause where indicated after ‘Failure to Set Standards’. a) Have the group refer to the area of responsibility they previously identified. b) Have each individual share the standards that have been set for this area. c) Identify an area where standards have not been set, or not adhered to, and discuss why. d) Ask the group what standards they believe their customers would say they adhere to as a supplier? Pause where indicated after ‘Failure to Train’. a) With input from the group, use a flip chart to list the major changes made in your organization in the past six to twelve months. b) Review each change and identify any training needs that the change may have created. Pause where indicated after ‘Condoning Incompetence’. a) Allow each participant sixty seconds in which to identify any areas of incompetence taking place within their team (ask for their first thoughts and suggest they try not to second guess themselves). b) Offer them an opportunity to get the experiences of the group in dealing with similar situations (if they do not seek input do not make an issue of it).© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 3Pause # 5 Pause where indicated after ‘Recognizing Only Top Performers’.(Optional) a) Utilizing a flip chart, list the ways top performers are being recognized in your business today. b) List other people that deserve recognition. c) Discuss how that recognition can be provided.Questions for Group Discussion How do you capitalise on the natural talents of your salespeople? For those that require training 24in specific areas, what are you doing to increase their proficiency and confidence? Are there any negative behaviors currently being condoned within the sales team that are impacting performance? What should be done about these behaviors? When one of your salespeople is in a ‘performance slump’, rather than focus on the slump, what can you specifically do to help them refocus their thinking on their objectives? What are some of the typical pressures that your salespeople face when they get up every day and face the ‘unknown’ (ie. not knowing what issues or problems they will encounter that day)? In what ways do your salespeople demonstrate that they are feeling these pressures?Post-Video Recover Activities1. Explore ‘Attempting to Motivate People’ by asking the group if they agree or disagree with Steve’s comment that “You do not motivate people!” What is their reasoning?2. Ask the group if any of them have ever “adopted” anyone and what was their experience? “ ”Utilize the Action ContractClose your session by asking each participant to ……… Write out the single most important idea they gained from the session and how they will use it. List the benefits they will gain from utilizing the idea. Remember: pain is always involved in change so they will only bear the pain if the benefits outweigh it. Write out the specific action steps they will take. Ask for volunteers to share their Action Contract with the group. Participant Workbook Pages fortunegroup.com.au© The Fortune Group International l All rights reserved
Practical Sales Management and Leadership MODULE 3 25 Participant Workbook PAGE 12© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 3 26 Participant Workbook PAGE 13© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 3Personal Action CommitmentThe single most important idea I gained from this training session is: 27I make a firm commitment to put this idea to work within the next seven days.1. How I will use the idea:2. The benefits to me from using this idea will be:3. The specific action steps I will take are:© The Fortune Group International l All rights reserved fortunegroup.com.au
MODULE 4 Foundation for Success 28PURPOSE Key Pointsenable each Three Major Reasons Salespeople Failparticipant to Difference between Successful and Unsuccessful Salespeopleunderstand comfort Understanding Comfort Zoneszones and the role Questions that Determine Salespeople’s Actionsthey play in the #1 What are my chances of success?performance of #2 Where is the value to me?salespeople© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 4Discover/Recover Pauses (also develop your own pause points with questions)Pause # 1 Pause where indicated after Steve talks about the comfort zone we 29(Optional) each possess and how it ‘operates on tension’.Pause # 2 a) Ask the group how they feel about this concept.(Optional) b) Discuss the difference between positive tension (necessary to get us out of our comfort zone) and too much tension that will cause us to remain in our comfort zone. c) Discuss how this affects us as managers as well as our salespeople. Pause where indicated after Steve says: “You build that person by building belief in themselves”. a) Have the group identify situations where people may not be deriving self-esteem. b) What specifically can be done to rectify the situation? NOTE: return to the video by saying: “Let’s see what Steve has to say”.Questions for Group Discussion What can you do as a sales manager to protect your salespeople from things in the environment that can interfere with their desire and/or ability to perform? How are the comfort zones of your salespeople impacting their ability to accept and adapt to the changes that are occurring in the business and/or their territories? How could your personal comfort zone potentially interfere with your ability to take on new skills, and incorporate those skills into your own management style? What activities do you engage in with your salespeople that build their belief in the company, its products, services and value proposition, and themselves? “Intelligent people expend effort only when they can fully expect results.” What results do you expect to obtain from this training session? How would you describe your personal comfort zone with the ideas in this session? How could your personal comfort zone potentially interfere with your ability to firstly recognize the needs of the people you manage and secondly, implement initiatives to assist those needs?© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 4Post-Video Recover Activities1. Case Study: Break your group into small groups of 3 and give each of them the following. 30 You have two people you manage, Terry and Steve. You have asked for a 27% increase in productivity. Here is how they think: Thought Terry: That’s a 5, and I’m only a 3. Steve: That’s only a 3, and I’m a 5. Feelings Terry: I can never do it. Steve: Too easy! Behavior Terry: Makes no effort to increase productivity. Steve: Increases activity to ensure success. How would you help Terry? Have each small group report their findings.2. Essentially, as a manager, your job is to help your salespeople broaden their comfort zones and even recreate new ones because ‘change means train’. Break into small groups and have them describe the changes your territory or business has undergone or will undergo and the effects of these on your people; analyse your efforts to help them cope with and accept these changes; evaluate your ability to answer the two basic questions everyone asks when confronted with change: What are my chances of success? and Where is the value to me? “ ”Utilize the Action ContractClose your session by asking each participant to ………Write out the single most important idea they gained from the session and how they will use it.List the benefits they will gain from utilizing the idea. Remember: pain is always involved inchange so they will only bear the pain if the benefits outweigh it.Write out the specific action steps they will take.Ask for volunteers to share their Action Contract with the group.Participant Workbook Pages© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 4 31 Participant Workbook PAGE 16© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 4 32 Participant Workbook PAGE 17© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 4 33 Participant Workbook PAGE 18© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 4 34 The daily job of every manager and leader is to build people’s BELIEF in: company products and services themselvesSuccessful people succeed because they have developed the habit patterns necessary for success. The ability to develop them is in directproportion to their BELIEF! Participant Workbook PAGE 19© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 4Personal Action CommitmentThe single most important idea I gained from this training session is: 35I make a firm commitment to put this idea to work within the next seven days.1. How I will use the idea:2. The benefits to me from using this idea will be:3. The specific action steps I will take are:© The Fortune Group International l All rights reserved fortunegroup.com.au
MODULE 5 How to Structure The Job for Success 36PURPOSEenable each Key Pointsparticipant tounderstand and Three Characteristics of Successful Salespeopleexecute a manager’s Four Levels of Competence1st obligation of Structuring the Jobmaking sure people Identifying Responsibilitiesknow WHAT their job is Pinpointing the Tasks Recommendations for New Hires© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 5Discover/Recover Pauses (also develop your own pause points with questions) Pause # 1 Pause where indicated after Steve has covered how the salesperson (Optional) ‘must see where he or she fits into the picture’. Ask the group if they have communicated to their salespeople the: 37 1. Company’s mission? 2. Sales Department’s objective? 3. Team or Unit’s objective? 4. Role they personally play? If they have missed any, have them make a plan to communicate these objectives.Please pause Pause # 2 Pause where directed and have your group engage in the samethe training (Predetermined) exercise as Steve’s training group. module.Please pause Pause # 3 Pause where directed and have your group engage in the samethe training (Predetermined) exercise as Steve’s training group. module.Please pause Pause # 4 Pause where directed and have your group engage in the samethe training (Predetermined) exercise as Steve’s training group. module.Please pause Pause # 5 Pause where directed and have your group engage in the samethe training (Predetermined) exercise as Steve’s training group. module.Please pause Pause # 6 Pause where directed and have your group engage in the samethe training (Predetermined) exercise as Steve’s training group. module.Questions for Group Discussion How can business and market changes cause even your experienced salespeople to ‘return to an entry level’ of performance? What can you do to support them? Sales managers can unconsciously do things which make winners on their team feel like losers? What are some of the things you may be doing that could be impacting the high performers on your team? What specific actions can you take to build your people’s belief and confidence in themselves? © The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 5Are there any salespeople on your team whose success would surprise you? If so, what do youthink you should do about them?In what ways could you unconsciously be contributing to your salespeople’s failure?Given the rate of change, how often should roles, responsibilities and tasks be reviewed andupdated?Post-Video Recover Activities 381. Ask your group to determine how they should orient a new salesperson regarding their responsibilities and tasks when they first start. Have your group discuss how to deal with the apprehensions and fears of salespeople, and how to build their confidence during those critical first days and weeks.2. Have your group refer to the tasks they detailed in the exercise and ask them to determine the STANDARDS that should apply.3. Outside interference can come from a variety of sources in a salesperson’s environment. Ask the group to identify some of the outside influences that they believe have a negative impact on salespeople’s desire and ability to do their job. Have the group identify what they can do to either remove these outside influences or if its beyond their control, strengthen the salespeople and increase their ability to perform, even in the presence of these negative situations.4. Ask the group: “How are they inspecting what they expect”? If so, HOW? “ ”Utilize the Action ContractClose your session by asking each participant to ………Write out the single most important idea they gained from the session and how they will use it.List the benefits they will gain from utilizing the idea. Remember: pain is always involved inchange so they will only bear the pain if the benefits outweigh it.Write out the specific action steps they will take.Ask for volunteers to share their Action Contract with the group.Participant Workbook Pages© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 5 39 Participant Workbook PAGE 22© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 5 40 Participant Workbook PAGE 23© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 5 41When a new person joins youthey are incompetent. Don’t put them to work to think, put them to work to do. Ifthey can learn how we think, they can be better in our business than we are. Participant Workbook PAGE 24© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 5Personal Action CommitmentThe single most important idea I gained from this training session is: 42I make a firm commitment to put this idea to work within the next seven days.1. How I will use the idea:2. The benefits to me from using this idea will be:3. The specific action steps I will take are:© The Fortune Group International l All rights reserved fortunegroup.com.au
MODULE 6 Measuring Performance and Setting Standards 43PURPOSE Key Pointsenable each Methods for Measuring Performanceparticipant to Recruiting and Measuring Performanceunderstand the Why Standards are Requiredimportance of Types of Standardsmeasuring Production Standards and Their Relationship to Quotaperformance and Attaining Production Objectivessetting standards thatcreate PRIDE in theorganization© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 6Discover/Recover Pauses (also develop your own pause points with questions)Please pause Pause # 1 Pause where directed and have your group engage in the samethe training (Predetermined) exercise as Steve’s training group. module.Please pause Pause # 2 Pause where directed and have your group engage in the samethe training (Predetermined) exercise as Steve’s training group. module.Please pause Pause # 3 Pause where directed and have your group engage in the samethe training (Predetermined) exercise as Steve’s training group. 44 module.Please pause Pause # 4 Pause where directed and have your group engage in the samethe training (Predetermined) exercise as Steve’s training group. module. Pause # 5 Pause where indicated after Steve has discussed the types of (Optional) standards. a) Have your group identify the safety standards, moral standards, ethical standards, dress standards and production standards that apply to your Company. b) Ask your group if ALL of these standards have been communicated to their salespeople (not just production standards). If not, have them develop a plan as to how to accomplish this.Questions for Group Discussion How do you ensure your salespeople are fully aware of the Company’s standards? What changes, if any, would you make to these standards? Are the Company’s standards being adequately enforced? Where is the value in helping your salespeople predict their anticipated performance over a given period of time? What effect does this have on their confidence level, their need for feedback, and how they are measured? What market and/or industry forces may cause the business to review its: operating standards? performance measures? How do you recognize each of your salespeople when they reach their stated objective for any given performance period? © The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 6If you have been recognizing only your top performers, how can you include those who alsoreach their personal stated objective as well?Your role as a sales manager is to establish a relationship where your salespeople view you, notas a slave driver, but as their support system to help them reach their objectives. What can youdo, specifically, to increase their perception of you as a source of support?What possible task interference could influence your ability to support your salespeople?Post-Video Recover Activities 451. Have your group list the specific actions that should be taken to enforce the minimum standards that they have established for their team.2. Determine the minimum standards currently accepted by your Company; review your role in making sure your salespeople know precisely what the Company standards are; and evaluate what you should do as a manager to enforce these minimum standards.3. Analyse your areas of accountability in terms of quota, annual objectives, minimum standards and getting your people to the ‘norm’.4. Detail the procedures for assisting new salespeople to predict and measure their performance and growth with your Company. “ ”Utilize the Action ContractClose your session by asking each participant to ……… Write out the single most important idea they gained from the session and how they will use it. List the benefits they will gain from utilizing the idea. Remember: pain is always involved in change so they will only bear the pain if the benefits outweigh it. Write out the specific action steps they will take. Ask for volunteers to share their Action Contract with the group. Participant Workbook Pages fortunegroup.com.au© The Fortune Group International l All rights reserved
Practical Sales Management and Leadership MODULE 6 46Consider which measuresyou would use to measure the performance of each responsibility and task Participant Workbook PAGE 27© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 6 47Standards build PRIDE Participant Workbook PAGE 28© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 6Personal Action CommitmentThe single most important idea I gained from this training session is: 48I make a firm commitment to put this idea to work within the next seven days.1. How I will use the idea:2. The benefits to me from using this idea will be:3. The specific action steps I will take are:© The Fortune Group International l All rights reserved fortunegroup.com.au
MODULE 7 How to Train for Results 49PURPOSE Key Pointsenable each Change Means Trainparticipant to Training is a Process, Not an Eventunderstand and Training vs Education – The Differenceexecute a manager’s Formula for Behavior Modificationobligation of making Creating a Good Finding Atmospheresure people know Disciplines of Field TrainingHOW to do their job, Field Training Processand to develop theability to modifybehavior© The Fortune Group International l All rights reserved fortunegroup.com.au
Practical Sales Management and Leadership MODULE 7Discover/Recover Pauses (also develop your own pause points with questions)Pause # 1 Pause where indicated after Steve discusses that training is a process,(Optional) not an event. a) Ask the group: “Are we involved in the training process?” b) If not, how can this challenge of being involved be achieved? c) Have individuals share the ways they positively reinforce progress when training and coaching.Pause # 2 Pause where indicated after Steve emphasizes the importance of 50(Optional) observing. Discuss the following concepts and get the group’s opinions as to how they feel about Steve’s comments: a) “The purpose of training is to modify behavior.” b) “Training must be conducted in a good finding atmosphere.” c) “Never punish the learner.” d) “Ensure that the consequences are in balance.” e) “If you had it to do over again, what would you do differently?”Pause # 3 Pause after Steve discusses the disciplines of field training.(Optional) a) Ask the managers in the group if they are doing field training with their salespeople. b) If so, how is this field training being done, and how frequently? c) Based on the disciplines outlined, what would they do differently?Questions for Group Discussion Our role as a sales manager requires that we set the right precedents (see the behavior modification model >> PAR), observe people taking actions and positively reinforce our salespeople’s actions so that they can attain high levels of performance. What can you do to ensure you are meeting this challenge? What activities commonly disrupt or postpone the training process and what can be done to minimize or eliminate these disruptions?© The Fortune Group International l All rights reserved fortunegroup.com.au
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