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Gap International - The Five Factors of High Performing Sales Teams

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Slides from a Gap International webinar conducted on the five factors of high performing sales teams. These factors measure the environment for producing breakthrough results in an organization or on …

Slides from a Gap International webinar conducted on the five factors of high performing sales teams. These factors measure the environment for producing breakthrough results in an organization or on a team.

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  • 1. The Five Factors of HighPerforming Sales Teams March 4, 2010
  • 2. WelcomeThe Five Factors of High Performing Sales Teams Nancy Sloane Gap International Vice President, Performance Diagnostics
  • 3. AgendaHere are each of the subjects we’ll be covering: Individual vs. Team Performance Five Factors of High Performing Teams Building High Performing Teams Measuring High Performance Question & Answer
  • 4. Producing Great Results“Everyone lives by selling something.”Robert Louis Stevenson (1850 – 1894)Scottish essayist, poet, and novelist
  • 5. Individual Performance and Team Performance MORE Individual Performance Individual Performance High Performance Low Performance Team Performance 0,0 MORE Team Performance
  • 6. Individual Performance and Team Performance MORE Individual Performance Individual Performance High Performance Low Performance Team Performance 0,0 MORE Team Performance
  • 7. Individual Performance and Team Performance “When a team outgrows individual performance and learns team confidence, excellence becomes a reality.” Joe Paterno Penn State Football Coach, (1950 – present)
  • 8. Ensuring High Performing TeamsFive Factors of High Performing Sales Teams: Affinity/Connection Ownership/Accountability Interdependence/Collaboration Purpose/Future Risk/Creativity
  • 9. Ensuring High Performing TeamsAFFINITY PURPOSEDepth and Quality of relationships Connection to the future of theCorrelates to speed of execution organization Correlates to engagementOWNERSHIP RISKIndividuals see themselves as personally Freedom or willingness to offer unprovenresponsible for the team’s results ideas and take bold actionsCorrelates to reliability for great results Correlates to innovation and creativityINTERDEPENDENCEContribution of team members to eachother as a routine way of workingCorrelates to high quality of productsand services
  • 10. Ensuring High Performing TeamsFive Factors of High Performing Sales Teams: Affinity/Connection Ownership/Accountability Interdependence/Collaboration Purpose/Future Risk/Creativity
  • 11. AffinityHigh:• People produce results with ease and are genuinely committed to each other’s success• Team members anticipate and proactively solve issues on the teamLow:• Results seem harder to produce than they should be• Team members tend to misunderstand each other• Team members don’t look forward to working togetherTips:• Regularly meet with the team and have people share accomplishments• Acknowledge each other’s contributions
  • 12. AffinityHigh:• People produce results with ease and are genuinely committed to each other’s success• Team members anticipate and proactively solve issues on the teamLow:• Results seem harder to produce than they should be• Team members tend to misunderstand each other• Team members don’t look forward to working togetherTips:• Regularly meet with the team and have people share accomplishments• Acknowledge each other’s contributions
  • 13. OwnershipHigh:• Team members bring their strengths to bear, even when the task at hand is beyond their personal accountability• Individual team members acknowledge the value of each member’s contribution; successes are celebrated as a teamLow:• The team frequently explains why they are no longer/not able to achieve the outcome• Deadlines slip• Team members are reluctant to offer suggestions and supportTips:• Have regular team meetings to share updates and request support• Rotate meeting leadership among team members
  • 14. OwnershipHigh:• Team members bring their strengths to bear, even when the task at hand is beyond their personal accountability• Individual team members acknowledge the value of each member’s contribution; successes are celebrated as a teamLow:• The team frequently explains why they are no longer/not able to achieve the outcome• Deadlines slip• Team members are reluctant to offer suggestions and supportTips:• Have regular team meetings to share updates and request support• Rotate meeting leadership among team members
  • 15. InterdependenceHigh:• Team members work collaboratively from beginning to end of a project• People are free to challenge each other in service of a higher quality outcome• The team consistently meets and exceeds the leader’s expectationsLow:• Team members take suggestions from others “under advisement” but there is no real intention to incorporate the suggestion• Quality is below expectations• Team members defer to the leader when they have questions or problems with other team members• Re-work is needed to deliver the resultTip:• Create new partnerships on the team giving team members an opportunity to cultivate new skills and relationships on the team
  • 16. InterdependenceHigh:• Team members work collaboratively from beginning to end of a project• People are free to challenge each other in service of a higher quality outcome• The team consistently meets and exceeds the leader’s expectationsLow:• Team members take suggestions from others “under advisement” but there is no real intention to incorporate the suggestion• Quality is below expectations• Team members defer to the leader when they have questions or problems with other team members• Re-work is needed to deliver the resultTip:• Create new partnerships on the team giving team members an opportunity to cultivate new skills and relationships on the team
  • 17. PurposeHigh:• People are flexible about what their job includesLow:• Low energy on the team• People are primarily motivated by what’s in it for themTips:• Create a team conversation about people who are motivated by the company’s purpose• Eliminate actions and activities that do not fit with the company’s overall strategy
  • 18. PurposeHigh:• People are flexible about what their job includesLow:• Low energy on the team• People are primarily motivated by what’s in it for themTips:• Create a team conversation about people who are motivated by the company’s purpose• Eliminate actions and activities that do not fit with the company’s overall strategy
  • 19. RiskHigh:• Team has a reputation for being innovative• Team’s creative ideas reach beyond the team’s scopeLow:• New ideas are quickly criticized or assessed• People are selective about what ideas they share and with whomTips:• Develop ideas that may be considered crazy or unpopular• Request each team member to develop an idea that will grow the business
  • 20. RiskHigh:• Team has a reputation for being innovative• Team’s creative ideas reach beyond the team’s scopeLow:• New ideas are quickly criticized or assessed• People are selective about what ideas they share and with whomTips:• Develop ideas that may be as considered crazy or unpopular• Request each team member to develop an idea that will grow the business
  • 21. Measuring High Performing Teams"Measurement always improves performance." [Buckingham & Coffman, First, Break All the Rules, p. 236]"...everything that is measured improves." [Scheuring, Handbook of Performance Measurement, p. 2-6.13]"An organizations measurement system strong affects the behavior of people bothinside and outside the organization." [Kaplan & Norton, The Balanced Scorecard, p. 21]"Count what is countable, measure what is measurable, and what is notmeasurable, make measurable." [Galileo Galelei, 1564-1642]Dr. Dean Spitzer, From the 2009 Dean R. Spitzer & Associates Power Point Presentation Transforming PerformanceMeasurement: Rethinking How You and Your Organization Use Measurement
  • 22. The Five Factors of High Performing Sales TeamsQuestion & Answer
  • 23. Key PointsThe best results happen when individuals bring out the bestin the team and the team brings out the best in theindividuals.By tending to all five factors, team performance will increase.You get what you measure. When you measure these factorsfor high performance, your team’s competencies with eachwill improve.
  • 24. Thank You Visit our website: www.gapinternational.com Call an expert at Gap International: 610-328-0308 E-mail an expert at Gap International: pdwebinar@gapinternational.com
  • 25. The Five Factors of HighPerforming Sales Teams March 4, 2010